HomeMy WebLinkAboutBudget 2017-18�/O-//,
ANNIVERSARY eDITION
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C 14ty Of
CHO UCAMONGA
California
CAL YEAR
)17/18
ADOPTED BUDGET
CITY OF
RANCHO CUCAMONGA,
CALIFORNIA
FISCAL YEAR 2017/18
ADOPTED BUDGET
About the cover....
On November 30, 2017, the City of Rancho Cucamonga will celebrate
its 40t' anniversary as a city. The pictures on this year's budget cover
showcase some of the highlights of the City's development.
1 — Freedom Courtyard: The Freedom Courtyard, which opened in
2013, is a public -use facility designed by the community for the
community. City staff partnered with the community to design and
fundraise, creating a reflective area to commemorate and pay tribute to
the past, present and future members of the United States Armed
Forces.
2 — Virginia Dare Winery: Driving down Route 66, our proud past is
prominently reflected in the Virginia Dare Winery, in production from
1912-1962. Today, it is one of the City's historic sites, serving as a
business center featuring professional and medical offices.
3 — Victoria Gardens Cultural Center: Dedicated in August 2006,
the Victoria Gardens Cultural Center is the City's premier venue for cultural and performing arts programs
including performing arts classes and workshops; community theatre programs; volunteer opportunities; and
award winning professional theatre and exciting headline artists on the beautiful and intimate Lewis Family
Playhouse stage.
4 — Pacific Electric Trail: The City joined together with surrounding cities to develop a multi -purpose 20-
mile long trail following the Southern Pacific railroad corridor. The Pacific Electric Trail provides recreational
opportunities for cyclists, pedestrians, runners, and equestrians. Promoting Healthy RC, residents and visitors
are able to exercise on a protected trail that provides convenient access to jobs, public facilities, and shopping.
5 — Epicenter and Adult Sports Park: A beautiful 52-acre sports complex, the Epicenter and Adult Sports
Park is an ideal venue for a wide variety of events. It is also home to the Class A minor league baseball team,
the Rancho Cucamonga Quakes.
6 — Los Amigos Park: The City of Rancho Cucamonga was presented with the prestigious Helen Putnam
Award for Excellence for the City's community engagement efforts in developing Los Amigos Park. Opened
in April 2017, the park has animal sculptures with misters, two playground areas, a basketball court, and a
small skate area. It was designed with special attention to sustainability. Although the only green space in the
park is a half -acre field, there is a bio-retention basin to catch storm water runoff and a reuse of lumber
throughout.
7 — Solar RC: The City has invested in solar infrastructure projects throughout the City to demonstrate its
commitment to renewable energy as well as generate budget savings through reduced energy costs. This
picture showcases the solar parking canopy at Central Park.
8 — Rancho Cucamonga All -Risk Training Center: The regional All -Risk Training Center will maximize
current and future skills/capabilities of not only Rancho Cucamonga Fire District personnel, but also our
Rancho Sheriff, City Personnel and other public safety organizations and regional public safety partners. The
Training Center will also provide a realistic environment for our local teams of trained citizen volunteers
(CERT) and offer a meeting location for public education and for other civic organizations.
9 — Goodman Logistics Center: Goodman Logistics Center is a two -building logistics distribution center
totaling 1,589,946 square feet located in Rancho Cucamonga. Completed in June 2015, the facility is currently
100% leased to Georgia Pacific, a U.S. company based in Atlanta, Georgia, a leading manufacturer of paper
products and building supplies. This Class A logistics campus typifies providing flexible, high quality, modern
industrial space in a strategic location, capable of meeting customer's needs. The Goodman Logistics Center
is situated with great access to the I-10 Freeway, a primary transport route to the Ports of Los Angeles/Long
Beach and Ontario International Airport in the heart of the Inland Empire West Market.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Table of Contents
Page
Introduction 1
City Manager's Executive Summary 3
Attachment A — Department Budgets 41
Attachment B — 2017 City Council Goals 65
GFOA Distinguished Budget Presentation Award 69
General Information
71
City Officials
73
Organization Chart
75
Functional Units by Fund Type
77
Snapshot of the City of Rancho Cucamonga
79
Population by Age
80
Educational Attainment
81
Principal Employers
82
Principal Sales Tax Remitters
83
Budget Guide
85
Budget Process
86
Budget Process Flow Chart
88
Summaries of Financial Data 89
Financial Summary — Operating Budget 90
Financial Summary — All Funds 91
Notes to Financial Summary 92
Budget Summary 93
Special District Summary 94
Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other
Maintenance Districts — Changes in Fund Balance 96
Revenue Summaries 99
Revenue and Resource Estimates 101
Revenue Summary by Category — Operating Budget 106
Revenue Detail — Operating Budget 108
Revenue Summary by Category — All Funds 114
Revenue Detail — All Funds 116
Revenues by Fund 137
Expenditure Summaries 141
Expenditure Summary by Department — Operating Budget 142
Expenditure Summary by Category — Operating Budget 143
Expenditure Detail — Operating Budget 144
Expenditure Summary by Department — All Funds 152
Expenditure Summary by Category — All Funds 153
Expenditure Detail — All Funds 154
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Table of Contents
Page
Summaries of Financial Data (continued)
Expenditures by Fund 183
Funded Positions by Department — Summary 187
Funded Positions by Department — Detail 188
Fund Balance Summaries 197
Spendable Fund Balances 199
Summary of Changes in Spendable Fund Balances 203
Departmental Budget Details 207
(i' avPrn a n rP
City Council
Overview of Department
208
FY 2017/18 City Council Priorities
208
Three -Year Expenditure Summary by Funding Source/Category
209
Three -Year Staffing Summary
209
City Clerk
Overview of Department
210
FY 2017/18 Budget Highlights
210
Three -Year Expenditure Summary by Funding Source/Category
211
Three -Year Staffing Summary
211
City Treasurer
Overview of Department
212
FY 2017/18 Budget Highlights
212
Three -Year Expenditure Summary by Funding Source/Category
213
Three -Year Staffing Summary
213
City Management
Overview of Department
214
FY 2017/18 Budget Highlights
214
Three -Year Expenditure Summary by Funding Source/Category
215
Three -Year Staffing Summary
215
Performance Statistics
216
Services to the Community
217
Police
Overview of Department
218
FY 2017/18 Budget Highlights
218
Three -Year Expenditure Summary by Funding Source/Category
219
Three -Year Staffing Summary
219
Performance Statistics
220
Services to the Community
221
Fire District
Overview of Department
222
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Table of Contents
Page
FY 2017/18 Budget Highlights
222
Three -Year Expenditure Summary by Funding Source/Category
223
Three -Year Staffing Summary
223
Performance Statistics
224
Services to the Community
225
Animal Care and Services
Overview of Department
226
FY 2017/18 Budget Highlights
226
Three -Year Expenditure Summary by Funding Source/Category
227
Three -Year Staffing Summary
227
Performance Statistics
228
Services to the Community
229
Civic and Cultural Services
Records Management
Overview of Department
230
FY 2017/18 Budget Highlights
230
Three -Year Expenditure Summary by Funding Source/Category
231
Three -Year Staffing Summary
231
Performance Statistics
232
Services to the Community
233
Community Services
Overview of Department
234
FY 2017/18 Budget Highlights
234
Three -Year Expenditure Summary by Funding Source/Category
235
Three -Year Staffing Summary
235
Performance Statistics
236
Services to the Community
237
Library Services
Overview of Department
238
FY 2017/18 Budget Highlights
238
Three -Year Expenditure Summary by Funding Source/Category
239
Three -Year Staffing Summary
239
Performance Statistics
240
Services to the Community
241
Administrative Services
Administration/Procurement
Overview of Department
242
FY 2017/18 Budget Highlights
242
Three -Year Expenditure Summary by Funding Source/Category
243
Three -Year Staffing Summary
243
Performance Statistics
244
Services to the Community
245
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Table of Contents
Page
Finance
Overview of Department
246
FY 2017/18 Budget Highlights
246
Three -Year Expenditure Summary by Funding Source/Category
247
Three -Year Staffing Summary
247
Performance Statistics
248
Services to the Community
249
Human Resources
Overview of Department
250
FY 2017/18 Budget Highlights
250
Three -Year Expenditure Summary by Funding Source/Category
251
Three -Year Staffing Summary
251
Performance Statistics
252
Services to the Community
253
Innovation and Technology
Overview of Department
254
FY 2017/18 Budget Highlights
254
Three -Year Expenditure Summary by Funding Source/Category
255
Three -Year Staffing Summary
255
Performance Statistics
256
Services to the Community
257
Economic and Community Development
Administration
Overview of Department
258
FY 2017/18 Budget Highlights
258
Three -Year Expenditure Summary by Funding Source/Category
259
Three -Year Staffing Summary
259
Performance Statistics
260
Services to the Community
261
Building and Safety
Overview of Department
262
FY 2017/18 Budget Highlights
262
Three -Year Expenditure Summary by Funding Source/Category
263
Three -Year Staffing Summary
263
Performance Statistics
264
Services to the Community
265
Engineering Services
Overview of Department
266
FY 2017/18 Budget Highlights
266
Three -Year Expenditure Summary by Funding Source/Category
267
Three -Year Staffing Summary
267
Performance Statistics
268
Services to the Community
269
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Table of Contents
Planning
Page
Overview of Department
270
FY 2017/18 Budget Highlights
270
Three -Year Expenditure Summary by Funding Source/Category
271
Three -Year Staffing Summary
271
Performance Statistics
272
Services to the Community
273
Public Works Services
Overview of Department
274
FY 2017/18 Budget Highlights
274
Three -Year Expenditure Summary by Funding Source/Category
275
Three -Year Staffing Summary
275
Performance Statistics
276
Services to the Community
277
Capital Improvement Program 279
Summary by Category 281
Detail by Category with Funding Source(s) 283
Appendix 287
Financial Policies 289
Long -Term Debt 293
Glossary of Budget Terms 294
List of Acronyms 299
Description of Funds by Fund Type 300
RANCHO
CUCAMONGA
CALIFORNIA
INTRODUCTION
Fiscal Year 2017/18 Adopted Budget Page 1
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2017/18 Adopted Budget Page 2
MEMORANDUM
CITY MANAGERS OFFICE
RANCHO
CUCAMONGA
Date: June 22, 2017
To: Mayor and Members of the City Council
By: John R. Gillison, City Manager
Subject: PREPARING FOR THE 21ST CENTURY: FISCAL YEAR (FY) 2017/18
ADOPTED BUDGET
"Poised for New Success"
There was an interesting article recently on CNBC entitled 'A Things Millionaires Do That The
Middle Class Doesn't." The main point in the article was that becoming a millionaire starts with
your mindset, and then is actualized when you act like a millionaire. It was excerpted from a book
written by Keith Cameron Smith who spent two years working with and studying the ultra -rich.
The four ideas were:
1) Millionaires talk about ideas not things.
2) Millionaires take calculated risks.
3) Millionaires invest in others through things like philanthropy.
4) Millionaires diversify their income stream.
How are these principles and concepts applicable to the City of Rancho Cucamonga? In many
ways, the long-term investment strategies (fiscal, infrastructure, management) of cities are similar
to that of individuals. The most successful communities are those that focus on the bigger picture
and long-term goals. Let's examine how so.
Talk about ideas, not things. Things (objects, buildings, experiences) most often focus you on
the minutiae of the present. They occupy your time in the here and now. But as technology has
shown us, the world is changing at an ever increasing pace. The implications are that being
focused too much on what is happening today can leave one unprepared for the changes just
over the horizon. Millionaires are often highly creative people who focus their time on new ideas
and things that have not yet, but might one day soon, come into being. This helps them accept
change and transition better and prepares them to be more successful in the world of the future
than others might be.
Cities are similar. Every year laws change and there are new hurdles at the state and federal
level. We too grapple with changing technology, changing service demands, and new needs that
never existed previously. The most successful local governments are the ones who focus on
ideas - ideas for the future, and ways to position themselves to be even more successful than
they are presently. Those local governments who are overly concerned with the details and
demands of today to the exclusion of everything else, often find themselves least prepared to
cope with the future and most uncomfortable with change and transition.
Fiscal Year 2017/18 Adopted Budget Page 3
Millionaires take calculated risks. Most of us live in fear of risking too much. We are content
to stay in our lane and not move outside our comfort zone. Studies have shown that those with
a higher tolerance for risk taking often reap greater rewards because they overcome their fear
with knowledge and, as a result, achieve a greater reward. Put another way, we all recall the
phrase "Nothing ventured, nothing gained." Taking a calculated risk, when you are aware of the
consequences, is often the only way to make substantial forward progress which is non -
incremental in nature.
So too, in many ways, operates the province of local government. Funding for pension costs,
maintenance and replacement of infrastructure, and planning for what a city will look like (and
should look like) in 25 years takes vision and foresight. The challenges of today are not the
challenges of tomorrow. And the successful strategies of today eventually are no longer
successful in a changing world. The history of Rancho Cucamonga is illustrative. Planning for
large amounts of traffic volume from a vibrant industrial base, building cultural and civic amenities
like a minor league baseball stadium and a Cultural Center, and understanding and adapting to
the changing demands of the retail and food service industries, takes planning and foresight.
Many of the things implemented in the 1980's and 1990's were often unheard of in those days,
but now are the fundamental building blocks of a world -class community. Rancho Cucamonga
was ahead of its time. Our early leaders armed themselves with knowledge and took calculated
risks with the results that we all enjoy today. Rancho Cucamonga still employs that same
philosophy: looking ahead, planning for the future, taking informed and calculated risks with the
goal of ensuring we remain a world -class community.
Millionaires invest in others through things like philanthropy. This is the basic law of reaping
and sowing. As you invest in others, so too will you eventually see the results of your labor. Time,
money, and talents are like seeds; they bear fruit only after lots of attention. A good example of
this on the civic side is Healthy RC. Healthy RC has been a successful City -community
partnership since 2008, receiving national recognition for its work to improve community health.
This City Council initiative was originally conceived as a grass -roots citizen led effort to improve
the health and well-being of those residents in some of the more under -privileged areas of the
community. Subsequently expanded citywide with a focus on inclusiveness and compassion, the
Healthy RC partnership is comprised of dedicated residents, community organizations, and public
and private entities to make Rancho Cucamonga the healthiest and happiest community in
Southern California.
Millionaires diversify their income stream. Having multiple sources of income is profitable and
smart on many levels. Diversification helps with safety and security of investment. It improves
manifold your chances of larger returns from one of your "many" investments. Diversification also
requires delegation. Successful individuals know that no one person can do everything perfectly,
and they find those who are experts in their subject matter areas. So too has Rancho Cucamonga
diversified since its earliest inception. Financial reviews of the City most frequently note how
diversified our revenue stream is. We receive moderate amounts of property tax, sales tax,
transient occupancy tax, and several other revenues (a total of seven major streams) which make
up over 90% of our revenue base. This is unlike many agencies which are overly reliant on
property tax, or sales tax (auto malls), or one or two key revenues. When those revenues dip
cyclically (as always happens in a recession), those agencies are hurt tremendously.
Similarly, the physical development of Rancho Cucamonga is diversified. We have heavy industry
on the east side of the 1-15 freeway, light industry and logistics south of Arrow Route, offices along
the Haven Avenue corridor, general retail along Foothill Boulevard, Base Line Road, and 19th
Street, with key nodes near the freeway. Large lot single family residential is north of Banyan,
medium lot residential is between Banyan Street and 19th Street, small lot residential is between
19th Street and Church Street, with most multi -family residential south of Church Street. As a
result, the community has always proven resilient despite the changing demographics and
Fiscal Year 2017/18 Adopted Budget Page 4
economic trends of nearly a half -century since incorporation. As the City plans for the future, we
are mindful of the importance of this diversification, and our Economic Development Strategic
Plan, as well as specific economic development and financial investment activities, continues to
be on a model of prudent diversification.
Because the City is diversified, takes calculated and informed risks while focusing on long-term
ideas and goals and investing in its population, Rancho Cucamonga is poised for new success in
the 21 st century. The results we see today are the fruits of yesterday's labor. The City Council,
and under their enlightened leadership, the efforts of the management team and dedicated
employees of Team RC, are focused on yielding results tomorrow. We focus on how services
are changing and what our five year strategic service plans are for the future. Tremendous efforts
are under way to modernize and imbue our General Plan, Development Code, and Municipal
Code with a solid foundation and high degree of flexibility so we can thrive in the new "gig
economy" and fast changing technological environment of the early 21st century. The Fiscal Year
2017/18 budget is one which aims to make key strategic investments, through things like the
purchase of street lights, expansion of solar power, workforce reorganization, high-speed data
infrastructure, and development and implementation of a fiber master plan, in those assets which
will prove most profitable in the world we are building for tomorrow.
Local Economic Forecast
Meanwhile, even as we focus on tomorrow, staff remains mindful of where we have been and
how far we have come. Over the last several years the City of Rancho has seen many changes.
In the 2006-2008 time frame, the City was growing its retail and employment base, along with
housing, at levels never before seen. With the advent of the Great Recession from 2008-2010,
the City contracted significantly, saw significant drops in retail sales, property taxes, employment
in the City, and a virtual cessation of new construction. As the Nation slowly recovered from the
recession, the City also slowly began its recovery. But that recovery has been slow up until now.
The Great Recession wiped away a tremendous amount of wealth. FY 2016/17 was the first year
that sales tax and property tax exceeded the pre -Recession peak in FY 2007/08. Put another
way, it has taken nine (9) years to recover what was lost in the recession, during which time
utilities, contract costs and other fixed overhead costs have continued to rise. Last year we
recognized fully that by virtually any economic measure, the recession had ended; jobs were
growing, employment was up, wages were on the rise, and the economy was showing positive
growth.
This year, we see the "recapturing of lost gains" is finally over and the City is poised for greater
success and new heights it has not reached before. With a low crime rate, excellent education
system, and growing source of employment, the City was recently ranked among the Top 50
places in the United States to start a family. Rancho Cucamonga was also recently named as
one of the 20 best cities in the U.S. to find a job in, coming in at #6 on the list just behind San
Francisco.
The job growth in the Inland Empire over the last year was 3.2%, the second highest rate of any
county in the state of California. Translated more locally, in March of 2017, Rancho Cucamonga's
unemployment rate decreased to 3.8%. Not only is anything below 5% considered full
employment, but this rate is nearly 2/3 less than where we were at this time just five years earlier.
It is expected that for the next five years the City will see similar or lower rates of unemployment.
Statistically, the City is seeing year over year employment growth of almost 6%. Employment
generated by firms in the City of Rancho Cucamonga increased by 23% from 2010 to 2015. The
City itself has become a net jobs producer with the estimated growth in employment over the next
five years anywhere between 30% and 45%. Put another way, in 2015 Rancho Cucamonga had
just over 73,000 jobs in the City, and by 2020 we expect there to be at or above 88,000 jobs in
the City.
Fiscal Year 2017A8 Adopted Budget Page 5
Comparison of Unemployment Rates
12%
10.00%
10% 8.80%
8% I.rsO%
6.60% 6.70%
5.80%
6°% 5.00% 5.20%
4.30% 3.80%
4%
2%
0%
March 2013 March 2014 March 2015 March 2016 March 2017
■ County Unemployment ■ City Unemployment
The jobs being generated by businesses in Rancho Cucamonga are well paying jobs as well. The
average payroll per employee working for a business in the City amounted to $42,187 for 2015,
some 13.7% ahead of where it was in 2011 (full and part time positions). Median annual
household income in the City is nearly $60,000 per year. Some of the highest paying economic
sectors in Rancho Cucamonga include Management Services ($72,384 annual salary),
Wholesale Trade ($60,270), Finance/Insurance ($65,506) and Manufacturing and Professional
Services (approximately $59,000). Currently, the strongest core economic sectors in the City that
bring in money from outside the City are Manufacturing, Administrative Support, and
Restaurant/Hotel, with the Retail Trade and Health Care as two of the top support sectors that
primarily cater to residents located in the City. Manufacturing, Hotel/Restaurant,
Transportation/Warehouse, and Retail Trade have been experiencing strong job growth over the
last five years.
Looking forward, the City has an approved Economic Development Strategic Plan that focuses
on specific target industries where there is a nexus between existing Rancho Cucamonga assets
and opportunities for strong future growth. These areas include the key sectors Manufacturing,
Professional/Scientific and Technical Services, and Retail/Accommodation/Food Services.
Retail/Accommodation/Food Services is the most logical and easily explainable given the City's
substantial physical assets along Foothill Boulevard and at Victoria Gardens. Rancho
Cucamonga has become the desired location for upscale hotels, shopping, and dining for the
Inland Empire. This remains a focus area, however, as we continue to move our hotel, retail, and
dining venues into ever more profitable margins, with a wider diversity of offerings to appeal to all
consumers and a cornucopia of enjoyable experiences not offered anywhere else in the local
area.
Perhaps more interesting is the Manufacturing and Professional/Scientific and Technical
Services. While we wait for the natural absorption of the glut of Class A and Class B office space
in the Inland Empire (still at least two to three fiscal years out) which is fundamental to future
growth in health care, social assistance, and other office type uses (also key sectors in our
Economic Development Strategic Plan), we see opportunities now for growth in Manufacturing
and Professional/Scientific and Technical Services. A recent comparative analysis of
employment by sectors comparing Rancho Cucamonga to Irvine revealed some interesting
insights. Irvine has increased shares of Manufacturing (3% higher) and Professional/Scientific/
Fiscal Year 2017/18 Adopted Budget Page 6
Technical Services (10%) compared to Rancho Cucamonga. Yet they are lower in terms retail
and construction sectors by nearly 4% in each area. Looking overall at the two agencies, we can
see how targeting the Manufacturing and Professional/Scientific and Technical Services sectors
for growth will help to lower our dependence on construction (a lower paying industry highly
dependent on growth) as well as ensure we don't become overly reliant on consumer retail which
is also very cyclical in nature.
Education is the best economic policy there is.
Tony Blair
The discussion of which employment sectors are key to Rancho Cucamonga's success in the
future is not an idle one. It is extraordinarily relevant and tied to both education of the workforce
and commuting patterns. The following two charts illustrate that point, and why Rancho
Cucamonga is looking at the heart of Orange County for clues about the future direction of the
heart of the Inland Empire
Educational Attainment LA County Orange Inland Ventura
County Empire County
Less than high school diploma
High school graduate
Some college, no degree
Associate's degree
Bachelor's degree
Graduate or professional degree
Median Household Income
RIVE 16f scbw of sugms
M.W
Adararstrairpr
21.9%
15.9%
20.4%
17.1 %
21.2%
17.3%a
26.8%
18.4%
19.2%
20.5%
25.1 %
23.6%
6.8%
7.6%
7.7%
8.2%
20.2%
25.1 %
12.9%
20.9%
10.7%
13.7%
7.2%
11.9%
$59,134 $78,428 $56,048 $80,032
feW W cronoAt
FW"* ( ih! D"e"Mom
As the above chart illustrates, higher degrees of post graduate education are tied to increasing
median household income. Further, as the next chart illustrates, as the City matures and
increases opportunities in the employment sectors which better fit with our educated workforce,
these changes will improve commuting patterns:
Fiscal Year 2017/18 Adopted Budget Page 7
Live In...
Work in
LA
OC
RV
SB
VN
LA
4,050,061
182,262
54,006
132,235
68,408
OC
178,536
1,195,005
71,355
34,568
1,052
RV
14,131
14,301
587,446
60,089
275
SB
55,014
12,369
92,082
550,372
378
VN
35,996
476
489
:1$49
296,273
Rest of CA
25,793
20,603
46,661
6,449
14,018
Total
4,359,531
1,425,016
852,039
784,362
380,404
Work in
Home
92.9%
83.9%
68.9%
70.2%
77.9%
County
RIVERSI it
Along these lines, the City will be aided by our partners at the Alta Loma School District, Central
School District, Etiwanda School District, Cucamonga School District, Chaffey Joint Union High
School District, and Chaffey Community College District who are working diligently to ensure that
these organizations have solid foundations on which to accomplish their goals and objectives.
One hallmark of a great city is a world -class educational system. Where strong schools thrive,
property values are maintained and families desire to live and raise their children. We want to
create a seamless transition from elementary to high school to higher education to the actual
workplace for those individuals seeking careers in the target industries. Programs that are
coordinated with our educational partners will help to develop employees for areas like health
care, social assistance, professional, scientific, and technical services.
Building the Community of Tomorrow
Another way Rancho Cucamonga is creating economic success today, and tomorrow, is focusing
on the core elements of a world class community. A recent study showed that Baby Boomers,
Generation X, and Millennials all share the common values of children and marriage. The
difference is that Baby Boomers and Generation X typically placed them in the following order: 1)
Marriage; 2) House; 3) Children and secondary was career. Millennials rank them equally: 1)
Career; 1) Children and 1) Marriage. House does not appear on the list. As a result, only 13%
of millennials own a home, and yet 81 % expected that by now they would own a home. Cost is
certainly a factor. With standard loans requiring 10% down, and FHA loan limits for San
Bernardino County now sitting at $379,500, the prospect of owning a home in Rancho
Cucamonga is increasingly remote for most millennials. Add to that the fact that millennials have
a strong desire to be near community and urban activities, and prefer resort -like amenities in their
living environments with close proximity to employment centers that offer maximum job flexibility,
and Rancho Cucamonga faces a challenge in attracting some of its desired economic sectors
when the employees most likely to work in those sectors are unable or unwilling to live here.
These macroeconomic trends are driving a huge shift towards rental housing, particularly in more
urban and coastal environments in Los Angeles and Orange Counties.
Accordingly, the City is looking to create the community amenities, including housing, which will
be attractive to millennials, thereby creating a more full spectrum of housing options for all
generations. New projects that provide options on the rental and for sale side are all being
considered, reviewed, and, in many cases, approved. In all cases, these projects include those
typical urban resort like amenities, public gathering spaces, 3rd place spaces, highly designed
Fiscal Year 2017/18 Adopted Budget Page 8
landscape and architectural aesthetics, and walkable, pedestrian -friendly safe communities with
nearby dining, retail and service establishments that cater to this demographic. Examples
highlighted later in this transmittal rneeaoge include new residential projects at East Avenue and
Foothill Bou|8v8nd, Hermosa Avenue and Foothill Bou|evand, Haven Avenue and Church Straat,
and, of course, the master planned community of Empire Lakes. New retail and food service
offerings include Haven City Market, the City'8 ever expanding "Brew Mile" or local breweries,
and Punch Bowl Social which recently opened at Victoria Gardens replacing Toby Keith's. New
leisure opportunities include the Citv'a recently opened Los Amigos F,ark, the upcoming Sports
Center on Rochester and the recently approved (and soon to begin construction) GOALS soccer
complex at the Epicenter. By creating and combining the components which make up the
environment where Mi||annia|oincreasingly choose tolive, the City iocreating acommunity which
will attract these younger buyers and renters from the coastal mnaae where they are currently
choosing tmreside.
SOUTHERN CALIFORNM- NEW SINGLE -FAM I LY HOMES BY GEOGRAPHIC AREAS
50.000
45,000
durtng the Housing Bubble
40,000
35,000
25,000
Urbarmedkeasys the Wand Areas
15,000
10,000
Urbanized
—inland
Fiscal Year 2017/18 Adopted Budget Page 9
SOU I HLRN CALIWRNIk NEW APARTMENTS BY GEOGRAPHIC AREA
NeW apnnMnti in Mn
tar' anaedArea
attantd a new peak WOvei .�
11-d
V
Rancho Cucamonga remains below its historic pricing high points of the early 2000's, and offers
relative affordability versus the Los Angeles and Orange County region.
COMPARISON OF HOUSING PRICE TRENDS SINCE 2000
RANCHO CUCAMONGA VERSUS LOS ANGELES - ORANGE COUNTY REGION
180%
160%
140%
120 %
100%
80%
601A
40%
20'% __.........
1(
0%
o o c c
■ LA-OC Region Rancho Cucamonga
_.. _... 194%._ _ _. _..._ ........ _..
As growth in employment drives housing demand, the City is looking to offer a full spectrum of
choices to would be buyers and lure more would be buyers from the urban and coastal areas.
Because of our high employment, and relatively built -out status, the City will not be able to meet
the demand for new housing; however, this same dynamic will help ensure that real estate in the
City remains a strong commodity for years to come.
Fiscal Year 2017/18 Adopted Budget Page io
CITY OF RANCHO CUCAMONGA: CUMULATIVE CHANGE IN EMPLOYMENT
AND HOUSING DEMAND -SUPPLY SINCE 2000
80,000
70,000 J
60,000
50,000
40,000
30,000
20,000
10,000
-10,000
20,000
0°o,f`� ,e'`
-+--Employment Growth since 2000 -*-Potential Household Demand Growth since 2000
Potential Building Permit Supply Growth since 2000 -*-Cumulative Supply minus Demand since 2000
In the Inland Empire rental market, Rancho Cucamonga already has the highest rents and lowest
vacancy rate of any community.
Inland Empire Apartment Market
Qi-05 to q4-16
1,300
!rl
1,100 ry
1,000
900
$00
Cr a 3 C8 2�a3aa
RIVERM CAost of Rent —vacancy Rate
9
Submarket
7
6
North Ontario
5
4
Upland
3 >
Victorville
2
1
South Ontario/Chino
0
Rancho Cucamonga
Fontana/Rialto
San Bernardino
Cost of Rent Vacancy Rate
YOY YOY
Q4-16 Growth Q4-16 Change
ts1 t°%a� 4�} (P.P.)
1,389
9.2
3.4
0.4
1,282
7.8
1.9
-1.0
917
5.2
2.9
-0.2
1,544
2.4
49
-1.4
1,581
2.3
1.6
-0.5
1,117
2.2
2.2
-0.5
9515,_"J-0
1.4
-0.4
With these new buyers, and a community designed for higher levels of education and aspiration
will also come the employment sectors and employers the City is targeting for future growth.
Recently, Rancho Cucamonga was ranked one of the top 50 places in the nation to start a family.
This ranking was based on the local educational system, median household income versus
Fiscal Year 2017/18 Adopted Budget Page ii
average cost of initial home purchase, crime statistics and the population of young families in the
area. Our goal is to improve even more in those rankings over the next five (5) years.
The City's efforts in this regard,
however, do not take place in a vacuum. Solar RC Expansion Project
Like any business, the City has its Energy Costs Without Solar vs. With Solar
challenges with sustaining growth in FY 2017/18 Savings: $129,409
future market shares. Some of those
challenges include growth in fixed costs.
As an example, natural gas rates have $700,000
increased 55% over the past year. $Smwo
Utilities are some of our biggest fixed
costs to operate facilities. In order to $3MOW
prudently oversee your tax dollars, the $100,01w
City Council has directed staff to explore Energy Costs without Solar Energy costs With solar
opportunities to reduce fixed costs ■Energy Costs ■Debt Repayment
whenever possible. This is why Rancho
Cucamonga has invested in Solar RC. In addition to a solar parking canopy on the north parking
lot at City Hall, as well as solar panels on the Public Works Administration Building (which offset
approximately 80% of the electricity costs), Solar RC was expanded during FY 2015/16 to include
solar installations at Central Park, the Epicenter, the Animal Center, and the Banyan and Day
Creek Fire Stations. Future expansions include additional panels at the Corporate Yard, Red Hill
Park and potentially the east Civic Center parking lot. As illustrated by the graphic above,
investments in solar infrastructure projects are continuing to yield net budget savings during this
second full year of operations, and will only grow in the ensuing years.
Over the last five years, water
rates charged to the City have City of Rancho Cucamonga
risen an average (tiered rate Annual Water Consumption 2013 vs. 2016
and fixed bi-monthly service Amounts Shown in Hundred Cubic Feet
charges) of 32%. At the 1,200,000
direction of the City Council, 961,781
1,044,000
to demonstrate leadership
during the recently concluded 8K000 693,651
statewide drought as well as MOW
minimize impacts on services 4o4004
to residents, the City staff
were challenged with finding 204,400
substantial ways to reduce 0
water use. Although the issue
62413 82416
locally was more a regulatory
compliance matter with the
State Water Board directives than an overall supply concern, the City nevertheless reduced its
water consumption by a tremendous 28% across all accounts. We received $299,200 in turf
removal rebate funds over the last several years, and spent over $1 million to convert grass
medians, side panels, unused or under-utilized grass areas in the parks and paseos to mulch,
cobble, decomposed granite and drought tolerant plants. This work occurred in every area of the
City - north, south, east, and west - with the primary activity occurring in LIVID 4R and LIVID 2 as
both these areas have sufficient reserves which helped provide initial capital funding for drought
tolerant conversions. Most recently, the City finished removing over 75% of the grass at the Civic
Center and replacing it with drought tolerant plants. One of the big projects which will help further
with water conservation is the replacement of the City's 15+ year old Calsense irrigation system
(citywide) with a newer, Internet based, irrigation system. The new system will enable greater
Fiscal Year 2017/18 Adopted Budget Page 12
savings through more precise controls that can be easily changed remotely over the Internet.
These continued efforts are important because they create more sustainable long term budgets,
reduce cost increases to rate payers, and ensure there is sufficient water to accommodate future
growth.
Times of transition are strenuous, but I love them. They are an opportunity to purge,
rethink priorities, and be intentional about new habits. We can make our new normal any
way we want.
Kristin Armstrong, 2-time Olympic Medalist and professional road bike racer
Rancho Cucamonga is seeing positive economic growth and the most new development and
business activity since FY 2006/07. We cannot, however, be laissez-faire about growth solving
our problems. Fiscal restraint is key as we transition to a new era of modest economic growth
and equally robust cost increases where there is no public appetite for tax increases regardless
of reason or amount. It is important that Rancho Cucamonga not balance its budget using one-
time growth in development revenues (which are not sustainable) for ongoing costs (like
personnel). Maintaining a conservative approach to a balanced budget based on sustainable
revenues is fundamental. Continued economic development and growth is also critical to the
future of Rancho Cucamonga. As a low -property tax City, which incorporated after Prop 13,
Rancho Cucamonga receives approximately 50-66% less comparable property tax than our
neighboring jurisdictions. As a result, economic development has always been of primary
importance to the City in sustaining our excellent public services and facilities. As we approach
buildout, it becomes ever more critical to ensure that each remaining project contributes more
revenue to the overall City than it consumes in services and costs.
FY 2017118 Budget Changes
Change is Inevitable in life, but growth is optional. Growth involves risk, moving from the
known to the unknown. True growth rarely occurs by chance, it is the intentional result
of greater forces working together.
Every budget is in one sense a snapshot in time; a representation of the organization as it exists
when that budget was prepared. Unlike a snapshot, which is a static item, fixed in time that never
changes, a municipal budget is an organic document. As bills are paid, revenues received, and
projects begin, the fiscal year budgets change. Typically those changes occur within a certain
fixed corridor or range and, accordingly, the City Council is updated every quarter on those
changes. As those changes add up to increasing levels of significance, the City Council receives
a twice a year (mid -year and year-end) compilation of budget changes (revenues and
expenditures) for review and approval. Just like a Mobius strip, the end of each budget cycle is
the beginning of the next cycle and the process continues on once more.
The aforementioned comparison is important for a variety of reasons. First and foremost,
because the City does not follow zero based budgeting, the budget cycle provides the context
within which each year's changes can be understood, and compared to prior years' budgets.
Further, most governmental agencies typically change incrementally, and the budget cycle
displays that incremental change clearly. Lastly, many of the City Council goals cannot be
accomplished within a single given year. Accordingly, those goals are carried over into the
following years until complete, and only in the context of the budget cycle, including available
funds and personnel, can one see the progress toward those goals.
Fiscal Year 2017/18 Adopted Budget Page 13
For FY 2017/18 the top priorities which this budget focuses on include:
o Implementation of the 2015 Economic Development Strategic Plan including a focus
on southern Rancho Cucamonga with the construction of Empire Lakes Specific Plan,
development of the 4th Street and Haven Avenue corridors, and revitalization of our
logistics sector
o Focus on critical infrastructure projects such as the Street Light purchase, Fiber Master
Plan Phase I, and numerous street and road related infrastructure projects
o Improvements to public safety and critical community services
o Continued development of technology and workforce reorganization
The balance of this budget message will focus on each of these priorities in more detail. Specific
examples of objectives in each area will be included. These priorities were carefully developed
to be consistent with the City Council Goals including:
• PUBLIC SAFETY — Proactively develop public safety programs and facilities to meet
community needs.
• PARKS AND RECREATION DEVELOPMENT— Proceed with planning and development
of major parks and recreational projects.
• ENHANCING PREMIER COMMUNITY STATUS —As the community matures, undertake
programs and projects to enhance Rancho Cucamonga's position as the premier
community in our region.
• MID AND LONG RANGE PLANNING —Develop mid -range and long-term goals and vision
for the City.
While we diligently prioritize and plan for the future, some elements of our budget are outside the
City's direct control, such as political and policy shifts at the state and federal level. As of this
writing, the current proposed federal budget for FY 2017/18 proposed to eliminate most social
service and safety net programs including CDBG, Home, SNAP, TANF, IMLS, and NEA. The
City has utilized many of these programs to provide services to residents. Of these, the largest
is CDBG which is utilized for many programs that help low income residents and seniors.
During Fiscal Year 2016/17, the City was allocated $817,218 in funding through the Community
Development Block Grant (CDBG). This funding, along with rollover funding from prior years, is
used to fund various programs which benefit the community as well as fund supporting staff for
these programs. For FY 2017/18, CDBG is anticipated to fund 4.13 full-time positions and one
part-time position equal to 0.2 FTE. If the funding is eliminated for the programs, the City would
eliminate the positions that provide those programs as there would be no more programs to
administer. Some personnel, however, may be eligible to move into other vacancies, if they are
qualified, interested, and to the extent there are vacancies at the time the programs are ended.
The City has also received funding from the National Endowment for the Arts for the Library's Big
Read program. The grant funding was used for program supplies and performers and speakers
to bring the featured book to life. No staffing was funded by this grant. In anticipation of funding
not recurring, the Big Read program has not been rebudgeted for FY 2017/18. In the past, the
City has also utilized IMLS and NEA funds for cultural services programs for children and schools.
Fiscal Year 2017/18 Adopted Budget Page 14
In the coming months, we will be carefully monitoring the federal budget proposals and be
prepared to adjust our budget as necessary once the final federal budget is adopted.
Economic Development
If we learn anything from the history of economic development, it is that culture makes
all the difference.
David Landes
As a low -property tax City, which incorporated after Prop 13, Rancho Cucamonga receives
approximately 50-66% less comparable property tax than our neighboring jurisdictions. As a
result, economic development has always been of primary importance to the City in sustaining
our excellent public services and facilities. As we approach buildout, it becomes ever more critical
to ensure that each remaining project contributes more revenue to the overall City than it
consumes in services and costs.
At the same time, an old Chinese proverb says that a wise man adapts himself to circumstances
as water shapes itself to the vessel that contains it. Rancho Cucamonga is primarily built out and
businesses that require large facilities, like logistics and others, will more likely locate in Ontario
and Fontana in the future, due to their large areas of undeveloped land. Counterweighting this
trend, however, is continuing growth in technology which is driving innovation and contributing to
the current economic growth. Rancho Cucamonga is adapting to this change and trying to create
the foundation for even greater future economic growth.
The City of Rancho Cucamonga has an approved Economic Development Strategic Plan that
identifies five target industries. These target industries are:
1. Health Care and Social Assistance;
2. Transportation, Warehousing, and Wholesale Trade;
3. Retail, Accommodation/Food Services;
4. Manufacturing; and
5. Professional, Scientific, and Technical Services.
Staff is working hard to attract businesses in these five target industries. Part of that work involves
creating the conditions locally which result in the desired business climate, physical environment
and community amenities which are attractive to these businesses. Key to that work are current
efforts under way to modernize our Development Code, and to create housing and other
amenities for prospective employees. The results are beginning to be seen, and here are just a
few examples of the activity, innovation and growth occurring at the local level:
• Hotel development is booming in Rancho Cucamonga:
o A Fairfield Inn and Suites will soon be located on the west side of Pittsburgh
Avenue north of 41" Street. This four story hotel will have 105 rooms and is
expected to be completed by the fall of 2017.
o A Marriott Residence Inn is under construction at the southeast corner of Haven
Avenue and 6th Street. The four story hotel will have 126 rooms plus a pad for a
future office building. Grading and underground utility installation have begun and
completion is expected by the spring of 2018.
Fiscal Year 2017/18 Adopted Budget Page 15
o A 108 room Hampton Inn and Suites, which will replace an existing Carrows
Restaurant on the southeast corner of Foothill Boulevard and Mayten Avenue, is
expected to begin grading by the fall of 2017.
o A mixed use project by DR Horton featuring 300+ residential units, several
restaurants, and a small 71 room boutique hotel at the southwest corner of Base
Line Road and Day Creek Boulevard is currently going through the entitlement
process.
o Finally, two more five story hotels of 115 rooms each along with a restaurant
building have been tentatively proposed for the northeast corner of Haven Avenue
and 4th Street.
• New supermarkets are coming to Rancho Cucamonga:
o Earlier this year Aldi, a division of Trader Joe's focused on convenience and low
prices, opened on Foothill Boulevard adjacent to Barnes and Noble in the Terra
Vista Shopping Center.
o Recently a second Sprouts location that is over 35,000 square feet opened in the
old Alpha Beta location at the southeast corner of 19t' Street and Carnelian Street.
This provides the first new supermarket on the west end of town in many years
and shows the growing importance of fresh and healthy foods in the City.
o Albertson's re -occupied their former location at Vineyard Avenue and Foothill
Boulevard after the disastrous, and quickly ended, debut of Haggen in California.
o A new Stater Bros. supermarket is under construction at the northwest corner of
Base Line Road and Day Creek Boulevard. With a total building area of 100,135
square feet, the project will include a 15,207 square foot CVS and two drive
through restaurants in addition to the supermarket.
Expanded housing opportunities are under construction or going through entitlement:
o The Empire Lakes project was approved last year to replace a financially failing
160-acre golf course with up to 3,450 new single and multi -family homes, including
for sale and rent, attached, and detached. The development is transit oriented,
walkable, and urban in scale and feel with 120,000 square feet mixed use non-
residential between 4th Street and 6th Street and another 100,000 square feet of
mixed use non-residential between 6th Street and the Metrolink Station. Expected
selling prices are between $300,000 and into the high $400,000 range, and rents
are expected between $1,500 and $2,000 per month. Units are targeted towards
seniors seeking move down housing and desiring smaller properties which are one
story or elevator served, first time housing buyers such as single urban
professionals seeking entry level housing, and two -income married couples just
starting out. This exciting development, a first of its kind for the Inland Empire,
should help draw new employers whose work force fits this target demographic.
Grading will begin in the summer of 2017 with the first units expected to go on sale
in late spring of 2018.
Fiscal Year 2017/18 Adopted Budget Page 16
o A separate, but equally exciting project, is in the discussion phases for the
Metrolink Station, where the City is working with SANBAG on the development of
a transit -oriented mixed use project. Creative Housing Associates is the developer
for the project and has extensive experience in residential and commercial mixed
use developments. They have partnered with Abode Housing which provides
workforce housing options and Laemmle Theaters. Staff is in the middle of an
Exclusive Negotiation Agreement between the City, SANBAG, and Creative
Housing Associates for the development of the site.
o A 182 unit mixed use multi -story housing project known as the Vintner is currently
under construction at the northeast corner of Hermosa Avenue and Foothill
Boulevard.
o A 193 unit mixed use multi -story housing project has been approved for the
northwest corner of East Avenue and Foothill Boulevard.
o A 200+ unit mixed use project is going through the entitlement process for Haven
Avenue and 26t" Street.
o A 140 unit mixed use residential project is going through the entitlement process
for the southeast corner of Etiwanda Avenue and Foothill Boulevard.
o Villa Pacifica, located on Base Line Road behind the Archibald Library, will be
expanding their senior community to add an additional 60 units for low income
seniors. Construction will begin in the 31d quarter of 2017.
o Merrill Gardens, located on Highland Avenue, east of Archibald Avenue, is under
construction with 112 residential units for seniors.
o A 92 unit senior assisted living residential facility has been approved for the
southwest corner of Church Street and Haven Avenue. Construction is expected
to begin in the 3Id quarter of 2017.
• Restaurant development throughout the City is in full swing:
o Victoria Gardens is working on several new fast casual and casual dining locations
to be occupied over the next six months. Recently opened locations include Blaze
Pizza and Jacks Urban Eats. State, a restaurant focusing on American cuisine,
craft beer, and whiskey, will open shortly behind TGI Fridays. Punch Bowl Social,
featuring a scratch menu plus music, a full bar and classic games recently opened
at the old Toby Keith's as well.
o Further west on Foothill Boulevard, a new Shogun restaurant will be opening at
Rochester and Foothill in the summer of 2017. The prior location of On The Border
has been replaced with a Stonefire Grill which will open in June 2017. And the old
China Buffet has been replaced with a Cafe Rio, Jersey Mike's, Tokyo Joe's, and
Habit Burger.
o Construction is nearing completion for several additional businesses in the
Vons/Trader Joe's shopping center at Haven Avenue and the 210 freeway. One
of the first stores expected to open is Coffee Bean and Tea Leaf. In addition, a
Mod Pizza will be opening as well, bringing this older center to full occupancy.
Fiscal Year 2017/18 Adopted Budget Page 17
o The Haven City Market located on Haven Avenue, south of Civic Center Drive, on
the site of the former JC Penney outlet is over 50% leased and currently halfway
through their tenant improvement project. This 85,600 square foot space will
house a large market, farmer's market type vendors, gourmet food shops, retail
spaces, a large assembly area inside, and a courtyard outdoors for drinking and
dining located on the south side of the building. This project will provide a unique
gathering spot, similar to the Anaheim Packing House, and will be centrally located
to the mixed use projects on Foothill Boulevard as well as Haven Avenue and 6th
Street. It is expected to open in the fall of 2017.
• Expanded recreational opportunities are coming soon:
o The City of Rancho Cucamonga is under construction on a new Sports Center on
the east side of Rochester Avenue, across from Quakes Stadium featuring over
35,000 square feet of indoor multi -purpose recreational space and over 21,000
square feet of outdoor sheltered recreational space. This facility will enhance the
basketball, volleyball, and similar recreational opportunities in the City.
o The GOALS soccer complex lease featuring 10-12 small sided synthetic soccer
fields and a restaurant/clubhouse area at the Epicenter Adult Sports Complex,
which will provide additional recreational options for City residents, has broken
ground and should be completed by the spring of 2018.
Advanced Manufacturing and corporate offices are growing in Rancho Cucamonga:
o An advanced manufacturing facility known as XT Green which recycles used
carpet will be opening in 2017 in the City.
o Tekton opened recently in the City of Rancho Cucamonga which specializes in
making custom furniture for major hotel chains.
o Phos Chek is an advanced chemical manufacturing facility that makes fire
retardant for use in fighting wildland fires.
o Evolution Fresh, a division of Starbucks, has an advanced cold pasteurizing juice
facility in Rancho Cucamonga that supplies the western United States.
o Inland Empire Health Plan is located in Rancho Cucamonga, employing over 5,000
people at their location on 6th Street.
o Arrowhead Credit Union will be moving their corporate offices to Haven Avenue
joining other locations like Falken Tire/Sumitomo which are already in place.
Opportunity is missed by most people because it is dressed in overalls and looks like work.
Thomas Edison
All of the aforementioned developments help support the strategies contained in the City's
Economic Development Strategic Plan approved in March 2015. The Strategic Plan took into
account the loss of redevelopment, while recognizing both the changing nature of the marketplace
as well as the City's transition to an in -fill and more urban community. In this global marketplace
in which we all live, competition is less about trying to do everything better than your neighbor,
and more about finding those unique niches and opportunities where we each excel. One of the
Fiscal Year 2017/18 Adopted Budget Page 18
emerging regions in San Bernardino County is the Western Inland Empire, which encompasses
Fontana, Rancho Cucamonga, Ontario, Upland, Montclair, Chino, and Chino Hills. The City's
Economic Development Plan takes this regional approach and capitalizes on Rancho
Cucamonga's unique opportunities to highlight its diverse assets including its own municipal
utility, a wide variety of newer housing stock, excellent school systems, outstanding shopping and
dining opportunities, and good access to freeways, railroad corridors and a neighboring airport.
Additionally, the City is working on new entry level home ownership and rental opportunities in a
variety of urban and suburban settings in multiple price points and within walking distance to key
retail locations, along with new retail and experience -based retail/food service sectors, to create
the kind of community amenities desired by the employees of these prospective target industries.
In short, the City is aiming to appeal to both employers and employees as an ideal place to
[re]locate.
Infrastructure
Far better it is to dare mighty things, to win glorious triumphs, even though checkered by
failure... than to rank with those poor spirits who neither enjoy nor suffer much, because
they live in a gray twilight that knows not victory nor defeat.
Theodore Roosevelt
At this point in its history, Rancho Cucamonga is clearly a primarily built out community. The
remaining undeveloped lots are largely less than ten acres and most are surrounded on one or
more sides by existing development. Why were these lots not developed earlier? In some cases
there were unwilling property owners, in other cases it was economically infeasible; the lots may
have unique infrastructure or configuration challenges, and in still other cases it was held for
future, higher and better investment opportunities. As these remaining sites are slowly developed,
each project reminds us that the City is also transitioning in terms of infrastructure. As the City
gets ready to celebrate its 40th Anniversary of incorporation, some of our earliest infrastructure is
30+ years old and may be needing refurbishment, replacement, or additional maintenance. A
good example of this is the parks and landscaping on the west side of town, most of which were
built in the 1980's with the Park District 85 (PD 85) bond, a form of Mello Roos, that was paid off
in 2005. With proper maintenance, many of these original improvements have lasted 20+ years
but, no different than the roof on your house or the carpet/flooring, the lights and pathways,
fencing and bridges, and other improvements are now reaching the end of their life and will need
to be replaced. Without a new source of funding (similar to the original PD 85 bond) these
improvements will eventually deteriorate or facilities will need to be disposed of. Currently, the
West Side Oversight Committee is working with City staff and the City Council to review all west
side landscape expenditures and help communicate these pressing concerns to the residents in
the affected areas. Some of the needed repair/replacement items that would be addressed, if
funding were available, include: a) additional field renovation; b) playground resurfacing; c)
pathway lighting replacement; d) shade shelter wood replacement; e) steel fence repair and
replacement; e) additional security camera installations; f) pathway resurfacing/replacement; g)
bridge replacement; and h) ball field light and pole replacement. Residents interested in assisting
in communication and outreach effort are urged to contact the West Side Oversight Committee.
For other yet -to -be -built infrastructure, the question becomes whether the remaining increments
of development will be sufficient to help fund the remaining projects and/or whether the originally
forecast needs and infrastructure still make sense based on the actual pattern of development 30
years later. At the same time, some new facilities are coming to fruition that will require their own
level of maintenance to ensure they are in quality condition for years to come. The great challenge
for the City is to properly fund both maintenance and repair of existing facilities while continuing
to build out the remaining community facilities necessary to serve a resident base of 175,000 —
200,000 people.
Fiscal Year 2017/18 Adopted Budget Page 19
Rancho Cucamonga is fortunate because most infrastructure projects are funded by the reserves
(General Fund and Special Funds) which have been set aside over the years to ensure the City
was able to meet future obligations. These long term planning efforts were challenged in 2012
when the State of California eliminated Redevelopment, seizing $197,000,000 in reserves the
City had carefully saved up over 25 years to cover both maintenance and repair as well as
construction of future facilities. When the current economic recovery first began, the City Council
challenged staff to start replacing those reserves. The FY 2013/14 budget represented the first
budget in the City's history in which $508,680 was specifically budgeted to go into General Fund
reserves, with the goal of eventually budgeting $1 million annually in reserve contributions. The
following is a summary of those budgeted contributions since that time, including this year's final
budget recommendation:
Budgeted General Fund
Fiscal Year
Reserve Contribution
2013/14
$ 508,680
2014/15
$ 607,480
2015/16
$ 700,000
2016/17
$1,000,000
2017/18
$1,025,000
Even beyond infrastructure reserves, the City must set aside funds to pay for vehicle replacement,
new vehicle purchases, technology replacement, new technology purchases, as well as regular
maintenance of facilities including painting, carpet, landscaping, roofing, and office furniture.
Failure to do so, as some agencies have experienced, results in a need to choose between
operating funds for utilities or personnel versus replacement and repair of the items noted above.
Rancho Cucamonga is well managed under a fiscally conservative City Council and has a long
history of continuing to also set additional funds aside for the items noted above. These practices
have been challenged as the City finds the pace of repairs accelerating (result of natural aging),
the pace of technology accelerating, and the need to ensure the various special district and funds
(like landscape districts) remain self-sustaining without undue reliance on the General Fund.
The City will never truly replace the Redevelopment reserves; however, it is a positive sign that
the City has begun the process of rebuilding them and remains committed year after year. Without
the reserves, the City would not have the funding needed to pay for critical repair and maintenance
of existing infrastructure, as well as the development of new infrastructure. The following are just
some of the key infrastructure projects for FY 2017/18:
• Construction of a $2 million Phase 1 of a Rancho Cucamonga Fiber Optic Network to
provide for a Public -Private partnership involving high speed broadband access to
maximize economic development and attract new businesses to the City's aging logistics
area. This project is designed to pay for itself and ultimately provide a new source of
operating revenue to the City.
Replacement of the leased Family Sports Center with the City's own Gymnasium on the
east side of Rochester, just opposite of Quakes Stadium. This $13.14 million project is
under construction presently and estimated to be complete in the spring of 2018. The
Sports Center relocation will include 3 indoor courts and ancillary space totaling 35,000
square feet as well as 3 new outdoor sheltered courts totaling 21,600 square feet. It will
serve over 130,000 visitors per year. This new facility will be better designed for the
designated activities without the compromises inherent in using an old retail (Gemco)
building and better parked for these highly used programs which accommodate more than
100,000 users each year. In addition, the new facility will use less water and electricity,
and it will save the City more than $300,000 in rental payments each year that would have
been paid if the City had otherwise been forced to take over the current lease, which was
reaching the end of its time period and had been previously paid for by Redevelopment.
Fiscal Year 2017/18 Adopted Budget Page 20
• Installation of the $3.9 million Cucamonga Storm Drain Upper Phase 3 on Amethyst from
Base Line Road to 19th Street which will improve drainage, enhance traffic circulation,
improve pedestrian safety and remove private properties from a flood zone.
• The $724,000 undergrounding of overhead utilities along Arrow Route from Bear Gulch to
west of Archibald Avenue and $559,000 in similar undergrounding along Base Line Road
from Carnelian Street to Archibald Avenue.
• $389,500 for replacement of the failing air -wall at Celebration Hall in the Victoria Gardens
Cultural Center. These movable walls allow for maximum flexibility and rental use of the
facility.
• Construction of a new $2.1 million Public Works Services Warehouse at the Corporate
Yard. This facility will provide for an indoor workshop for facilities staff for the first time,
eliminate leased and unsecure outside storage containers, provide a permanent home for
the Animal Center Kitten Nursery, and provide additional solar power to help offset energy
use for the entire Corporate Yard.
• $725,000 in green bike lanes and bicycle safety enhancements citywide, and another
$621,160 in funding for a Class 1 Bike Trail in Southwest Cucamonga, funded from Air
Quality Improvement funds.
• The purchase of all city street lights from Southern California Edison at a cost of $9.7
million, funded primarily by the street light maintenance districts, and retrofit of those same
lights to LED at a cost of $4.1 million. Together, these changes will save $1.5 million per
year and reduce the current General Fund subsidy, allowing more funds to be focused on
critical public safety needs.
• $440,000 for LMD 4R water conservation and landscape renovation projects throughout
LMD 4R. These projects reduce water use, reduce landscape maintenance and minimize
future rate increases. They are funded from existing rates and reserves in districts, like
LMD 4, with adequate revenue to cover the cost of the initial capital improvements.
• $600,000 ($500,000 from General Fund monies and $100,000 from Measure I funding) in
spending is recommended for concrete replacement, which stood at $200,000 (Measure
I funding) in FY 2012/13. These funds will help ensure the City not only stays on top, but
starts to get ahead of, replacement of aging sidewalk infrastructure.
• $133,800 is included in the Capital Improvement Project budget to fill missing pieces of
sidewalk, which the City cataloged over the last several years.
• $575,000 is budgeted for the tree maintenance contract, which was increased from
$300,000 in FY 2012/13. This will help provide for increased trimming frequency for our
significant, mature, and expensive urban forest, which has been particularly hit hard in
recent years by the drought, disease and insects.
• $100,000 in new or upgraded ADA ramps citywide. Additional funds will be spent
wherever street resurfacing projects are completed to bring the ramps in those areas up
to current ADA specification.
• $538,000 in funding for the design of Etiwanda Creek Park, Phase II expansion to add
additional multi -purpose fields on land already owned by the City.
Fiscal Year 2017/18 Adopted Budget Page 21
• Over $1 million in funding for new traffic signals, $140,000 in signal upgrades, $320,000
in traffic signal synchronization funding and $650,000 in funds to upgrade existing signals
into the City's Intelligent Transportation System.
In terms of infrastructure, the single largest infrastructure component the City is responsible for is
the network of streets inside our incorporated boundaries. Traditionally, these streets have been
largely maintained by all local governments using gas tax revenues. Over the last 10 years, the
State has taken already complicated formulas regarding gas tax revenues and added more
complexity by diverting and rebalancing what monies went to whom, when and for what. The net
result of all these changes has been the continual gradual decline of gas tax revenues to all local
agencies. In recent years, however, this gradual decline has become a headlong rush downward
thanks to new federal regulations which mandate increased fuel economy and the rise of hybrids,
electrics and CNG powered vehicles (which pay little or no Gas Tax). This is highly problematic
for all local agencies because Gas Tax had been the primary road infrastructure funding source,
thus freeing up many cities' General Fund revenues to focus on public safety.
For FY 2017/18, Gas Tax revenues are estimated at $4,880,310 more than the prior year, for the
first time reaching over $4 million since FY 2012/13. Think about that: Despite increasing
traffic, heavier vehicles, and more miles per car, the City will just now begin receiving revenue
equal to what it was receiving a five full years ago. This lack of dedicated revenue for street and
road repair is one reason that local streets and roads have been in severe decline, statewide,
over the last half -decade.
Revenues are estimated to grow by another $2,070,000 per
year in FY 2018/19. This is a result of the Governor signing
SB 1, which will increase the diesel excise tax, diesel sales tax
and gasoline excise tax on November 1, 2017. The bill will also
increase
Pavement Management PCI vehicle
90 registration
85 costs on
s0 -- --
• — — — — .. _ _ January 1,
75
----
----
70 2018 and
._ ,
65 Impose a
60 $100 per PCI Thresholds & Treotments Assigned
55
50 year Zero
2011 2012 2013 2014 2015 2016 Emission Vehicle fee on July 1, 2020. These
_ _Citywide — Arterial -----Secondary funds will be split between the State and
Collector—indumial -----local counties/cities, with $15 billion going to local
road repairs. Rancho Cucamonga's goal is to
maintain our local streets at no less than a 79% Pavement Condition Index (PCI) and to make
progress toward a goal of an 85% level. While the increases in Gas Tax revenues anticipated as
a result of SB 1 will help us move closer to our initial goal of a 79% PCI over the next ten years,
there is still a funding gap in reaching the overall goal. In general, California roads are at 66%
PCI level currently and are continuing to decline each year. Based upon the 2016 data, Rancho
Cucamonga's combined PCI is 73% with local streets at 71 %.
For FY 2017/18, Rancho Cucamonga will be utilizing $3,115,000 in estimated Gas Tax revenues
and fund balance, along with $2,649,000 in estimated Measure I revenues, $3,945,000 in
estimated Citywide Infrastructure Improvement Fund revenues and fund balance, and $500,000
in General Fund revenues for local streets overlay and slurry seal programs; sidewalk and ramp
Fiscal Year 2017/18 Adopted Budget Page 22
improvements; and transportation related infrastructure projects. Some of the projects in this $10
million plus total include:
Foothill Boulevard from Haven Avenue to Milliken Avenue pavement rehabilitation;
Hermosa Avenue from Arrow Route to Foothill Boulevard pavement rehabilitation;
• Cucamonga Storm Drain funding for the pavement rehabilitation of Amethyst Street from
Base Line Road to 19th Street;
Local street overlay and slurry seals;
• Jersey Street from Haven Avenue to Rochester Avenue pavement rehabilitation;
6th Street from Milliken Avenue to Charles Smith Avenue pavement rehabilitation;
• Hermosa Avenue from north of Foothill Boulevard to Church Street widening and
pavement rehabilitation; and
• Annual ADA improvements.
The City completed its Fiber Optic Broadband Master Plan in May of 2017 in which a business
plan was devised to incorporate the City's existing utility, IT, and traffic fiber conduits along with
a public/private partnership to provide high speed broadband gigabit service to Rancho
Cucamonga. Presently, the City has 25 miles of existing underground conduit, along with an
existing 39 miles of traffic conduit, which incorporates a very large infrastructure footprint in the
City.
The current demand for high speed broadband and connectivity is high and the Internet of Things
era has arrived. However, the existing telecom providers have not been meeting this demand.
The Master Plan showed that the opportunity to form a gigabit broadband utility is important not
only in positioning the City for future economic development, but to attract businesses and
commerce into the City. The proposed Master Plan will incorporate a six year - $12 million capital
investment plan in which the conduit gaps between the City and traffic conduits will be connected
along with a fiber conduit infrastructure expansion of 50 additional miles to key strategic areas
throughout the City. In addition, the transit -oriented development of the former Empire Lakes
property will be the first planned gigabit community development in the City. We are currently in
the Phase 2 development where an RFP has been issued for a private broadband provider to
partner up with the City in this venture.
Some of the leading public agencies in the United States are working on, or already have, similar
Fiber Master Plans. The end result improves property values and desirability for residents,
accelerates economic development for high tech businesses, and provides direct and indirect
revenues to the City from the buildout of the infrastructure.
Public Safety/Community Services
Success is walking from failure to failure with no loss of enthusiasm.
Winston Churchill
No retreat, baby, No surrender.
Bruce Springsteen
Along with strengthening reserves to ensure that equipment, vehicles and infrastructure can be
replaced when necessary, the City has worked toward shedding the last of the recessionary
budget balancing practices which were used as limited time measures to minimize service
impacts. For FY 2016/17, the Police Department line item of Projected Budget Savings, which at
one time was as high as $500,000, has been reduced to just over $300,000. Originally anticipated
to be eliminated this fiscal year, it remains in place because of additional positions added to the
Fiscal Year 2017/18 Adopted Budget Page 23
department. Our long term goal has for many years been to keep deputy to citizen staffing ratios
stable. Last year the City committed to add (1) new Sheriff Service Specialist and (4) new
deputies, (3) of which were partially grant funded. Although the City did not receive any COPS
grant funding, additional funds were budgeted this fiscal year to fully fund all 4 positions, an
additional cost increase of nearly $1 million. Further, the City is adding an additional (1) sergeant
position and (1) Sheriff Service Specialist position at a total cost of nearly $375,000. Although we
would like to add several more deputies, corporal/detectives and another sergeant, the increases
in salary and retirement costs for the sworn personnel added nearly $2 million to the base contract
costs. With additional raises and retirement costs in FY 2018/19, the City is expecting cost
increases between $2 million and $3 million in the base contract alone. For FY 2017/18, total law
enforcement costs will exceed $37 million, more than at any point in the City's history.
The City is also committed to improving its public safety services by making quantum leaps
forward through the implementation of technology to serve as a force multiplier for our public
safety personnel. The FY 2017/18 budget continues the City's long-term investments in
Automated License Plate Readers (ALPRs), Public Safety Video Network (PSVN) cameras, and
other new technologies such as the Internet of Things and GIS applications to track and map
trends in real time. For example, ALPRs now line the 210 and 15 freeways on/off ramps and are
in place along 41h Street, to be extended along our western border with Upland. This technology
is increasingly being used to not only solve crimes but proactively catch wanted felons or recover
stolen vehicles. The PSVN system is expanding exponentially, from its original genesis to protect
the Victoria Gardens Mall to what will soon be an adjunct to many of our intersection traffic
cameras as well as the integration of many other public and private systems including our
educational partners and even private residents. Multiplying the power of the camera technology
is new software that allows expedited review of hours of footage in mere minutes. Public safety
has always been the City Council's highest priority and remains so today.
This is one of the reasons why, even with "realignment" and the State pushing inmates out of
state prison and into county jails, along with Prop 47 which decriminalized many drug offenses
and non-violent felonies to lower level misdemeanors (thus incentivizing those crimes for future
criminals who recognize the punishments are now much less severe), the City saw its Part II
crimes decrease to fewer than 8,000 (below the 2014 levels) while its Part I crimes decreased to
fewer than 4,000, also below 2014 levels. Overall, response times generally stayed equal to 2015
at 4.2 minutes for emergency and critical calls. More information on calls and response times for
2016 are available at https:Hperformance.citvofrc.us/.
Still, the City desires to do better. We are increasing funding for our part-time Park Rangers to
add one additional 25 hour per week position to the existing two part-time positions. Last year
the Park Rangers responded to 922 self -initiated incidents and responded to 1,103 total calls. By
focusing on homeless issues, parking enforcement, school resource officer assistance and safer
park environments they freed up time for sworn law enforcement to focus on higher priority calls.
Our efforts to enhance public safety will be challenged in 2017 with the decriminalization of
marijuana and voter approved recreational use. In addition, the State of California is mandating
an onerous data collection process known as the Racial Identity Profiling Act (RIPA) which will
require all police officer contacts to fill out a form estimated to take 10 — 20 minutes to complete.
What will this mean for Rancho Cucamonga? On the low end this will add over $500,000 in costs
(lost patrol time) to as much as nearly $3 million in costs at the high end. Further challenging our
efforts, is the increase in minimum wage, which will impact the City's Crossing Guard Program
for each of the next 5 years as the minimum wage rises to $15.00 per hour from its current rate
of $10.50 per hour.
Fiscal Year 2017/18 Adopted Budget Page 24
To offset these costs, the City is working with our school partners to ensure that all Crossing
Guard locations meet the statewide traffic warrant criteria. This will ensure that funds are
concentrated where they are most needed and reflect changing development patterns and
pedestrian travel routes which are current, rather than what used to work historically.
As important as public safety is how we provide services to some of the most fragile of our
residents including seniors and those with special needs. Community Services continues to
collaborate and achieve critical partnerships to meet the needs of those underserved and
vulnerable in the community. Through partnerships and collaborations, the City of Rancho
Cucamonga offers a range of recreational and social opportunities for those residents in our
community with developmental and physical disabilities including the Friday Night Fun Club,
IncredABLES Classes, Special Events, and Special Olympic teams. This year's budget include
funding for a special performance at the Lewis Family Playhouse that provides less stimulus than
many of the regular shows. We are excited to be able to provide live performances for all of the
community.
In conjunction with the YMCA, the Silver Fox Senior Transportation Program will be expanding
during FY 2017/18 to add a third bus. This additional bus will allow for an increase of the capacity
of the program ridership by 50% and will also allow enough flexibility to add doctor's visits to the
route. The additional bus will be 100% subsidized by the San Bernardino County Transportation
Authority through Measure I funds received by the YMCA. Anticipated start date of the third bus
is fall of 2017. In addition, the YMCA is also leading the efforts of applying through the Federal
Transit Authority for additional grant funding to replace the oldest, existing bus operating in the
fleet. We anticipate a decision on this grant submission by late 2017 or early 2018.
Recipient of a 2016 Helen Putnam Award, the City's 24-hour Kitten Nursery will continue into its
third season. Since opening in 2015, the Kitten Nursery has cared for over 2,000 neonatal kittens
resulting in increased adoptions of cats. The nursery relies on a combination of City funding,
private donations, and volunteer resources. It has reduced euthanasia of cats by over 6% and
contributed to the City achieving a combined live placement rate of 90%. This year's budget
includes capital funds for a new warehouse building at the Corporate Yard which, if approved, will
create a permanent home that includes facilities specifically designed for the Kitten Nursery.
Personnel/Technology
If you take care of your employees they will take care of your customers and your business
will take care of itself.
J W Marriott
A key focus of any organization is its personnel. Particularly as a local government, Rancho
Cucamonga (like other cities) delivers the vast majority of its services through our personnel. In
fact, personnel is our single largest expense as we are a service -based business.
Finally, nearly ten years later, the City's revenue and expenses are starting to climb above their
all-time pre -Recession peaks from FY 2007/08. During that time period, known as the Great
Recession, the City's workforce shrank by 25% or over 110 full time equivalent positions. Coming
out of the recession, the City Council directed staff to focus on moderating growth in new
personnel to help better control personnel related costs. There are two ways the City has chosen
to help accomplish this goal. The first is through the continued implementation of new technology
which lets existing personnel accomplish the same tasks in less time, take on more tasks
Fiscal Year 2017/18 Adopted Budget Page 25
simultaneously, and emphasize self-service for many other functions. We are leveraging new
technologies to serve as force multipliers across the organization, including:
• Accela Automation building permit and the Electronic Document Review process.
• Automated Public Records request software to streamline recording, tracking and
responding to public records requests.
• Contract Management, Employee Online and Personnel Action Forms automated
processes through OneSolution, the City's financial system.
• Expanding the Public Safety Video Network and Automated License Plate Reader
systems to ensure that there is an automated, 24-hour technological ring around the
City to assist the Police Department in solving crimes.
• Implementing new ESRI software to be able to visualize building projects in three
dimensions to ensure a better fit with the surroundings
• Expanding ESRI collector software for greater mobile field collection of information in
real time
• Development of business intelligence and spatial reference platforms for all enterprise
applications to allow better data visualization and analysis. This is part of the City's
larger effort to enhance our Performance Measurement Dashboard which achieved
national prominence. There are currently 11 datasets on Open Government on the
Dashboard with additional datasets coming for Finance, Library and Public Works this
year. This is part of the City's recent addition to the Bloomberg Philanthropies What
Works Cities initiative including working with Johns Hopkins University and the
Harvard Kennedy School of Government on performance management criteria for
contract services.
• Completion of a Data Network Infrastructure that provides 1 Gbps city wide and 10
Gbps in the Library facilities.
• Installation of Smart Street Lights that provide self -reporting on outages, can monitor
and manage power utilization and connect with existing data network infrastructure.
Made possible by this modest, sustained revenue growth, the FY 2017/18 budget also continues
the trend first begun in FY 2014/15 to improve services to the community through strategic
personnel decisions in areas where we will leverage the most benefit for each payroll dollar spent.
Rather than simply restoring what was lost during the recession, we are re -engineering our
processes and staffing models to get the best return on our investment, and better meet the
changing needs of our community. An internal review team looks holistically across departments
in considering all these changes, with the goal of minimizing growth of the full-time workforce and
prioritizing those changes that improved services, addressed a critical workload issue, made
succession planning progress, and were the most cost-effective.
Helping to provide opportunities for some of these changes is a generational shift in the workforce.
The City commissioned a study about eight years ago which identified what was then an upcoming
silver tsunami as many long time employees in the Baby Boom generation reached retirement
eligible age around the same time. That tsunami is now upon us. Two years ago, we experienced
a total full time turnover of 9.30% and last year we experienced a total full time turnover of 7.98%.
Similar numbers are expected this year and next year as we transition to a new work force.
Recruiting is becoming ever more a challenge, especially in the highly skilled positions that
compete with the private sector which is also experiencing similar turnover.
Given the significant projected increases in the cost to provide and maintain CalPERS retirement
benefits anticipated over the next five years, management was especially conservative and
cautious regarding new personnel growth this fiscal year. A rigorous internal review process of
all requests was conducted and, ultimately, only the highest priority items are reflected in the
proposed budget. Many of these changes were accomplished through defunding now vacant or
unneeded positions, or through reorganizing and shifting expenditures to control net costs.
Fiscal Year 2017/18 Adopted Budget Page 26
The result of this process is a modest set of personnel changes and reclassifications at a net cost
of approximately $235,000 including salary and benefits ($110,000 of which is General
Fund). This expenditure reflects the net addition of seven (7) full-time positions and the net
reduction of approximately three (3) FTE part-time positions for the City, contingent upon reaching
agreement with the relevant City bargaining groups concerning these changes as a package with
other MOU provisions. If agreement on such a package is not reached, these personnel changes
will not be implemented. It is important to note that even with the changes noted above, the City
still remains at fewer full-time equivalent positions than it had in 2007.
The following are the key personnel changes for FY 2017/18:
• Increasing the position to full-time for the existing Management Aide in Economic
Development in order to support the City's expanded work in this important priority area.
• One new full-time position in Public Works to oversee landscape maintenance contracts,
and an additional inspector in Engineering to oversee capital projects.
• Reorganization of Administrative Services personnel to improve front-line customer
service.
• The addition of a part-time Animal Services Officer to provide additional coverage for field
services.
• Reorganizing staff supporting Healthy RC initiatives, primarily using grant funds and
savings in operational expenditures.
• Several minor changes in Finance and Community Services to better align duties,
responsibilities, qualifications, and service to the public.
Operating Budgets
Our greatest weakness lies in giving up. The most certain way to succeed is always to
try just one more time.
Thomas Edison
The operating budgets in Rancho Cucamonga are comprised of the following:
City General Fund
Fire District Operational Funds
Library Operational Fund
In addition, the complete City budget includes other special funds such as the various special
districts funds, developer impact fee funds, and grant funds. Many of these funds are restricted
from use for general municipal operations.
Operating Budget Comparisons
City General Fund. The City General Fund budget, which supports the majority of City services,
is made up of a number of major revenue sources. General Fund revenue for FY 2017/18 is
projected to be $80,757,570, which is $3,306,720 or 4.27% higher than in FY 2016/17. The City
General Fund's top seven revenues include the following and represent 91.70% of total revenues:
• Sales Tax
• Vehicle License Fees (VLF and Motor Vehicle In Lieu)
• Franchise Fees
• Property Tax (includes post -RDA property tax and property transfer tax)
• Development Fees
• Business Licenses
• Transient Occupancy Tax (TOT)
Fiscal Year 2017/18 Adopted Budget Page 27
Sales Tax
The most significant revenue source in the City General Fund is sales tax. Sales tax, which
represents 37.82% of total General Fund revenues, continues to grow, as it has for the last several
years, but at a modest rate. There are several reasons for this. First and foremost is that, for its
population, Rancho Cucamonga has substantial retail outlets and depends primarily on population
from surrounding areas to sustain our retailers. As those areas grow and develop, our subsequent
growth is diminished. Further, many traditional brick and mortar traditional retailers are struggling
with the rise of Amazon, eBay and other internet retailers. Also, with no auto dealerships, the
City's sales tax has become increasingly dependent on food and beverage service and
experienced based retailers, two key niche areas which distinguish Rancho Cucamonga in
general, and Victoria Gardens in particular, from surrounding locales.
The sales tax forecast (including Prop 172) for FY 2017/18 is $30,545,700, which is a $1,691,120
or 5.86% increase from FY 2016/17. Although the City has many new food, retail, and service
outlets under construction, history has taught us to be prudent in forecasting these new revenues.
First, it takes at least three to four quarters (one year) to truly determine what sales tax a new
outlet will likely generate. Second, it is nearly impossible to forecast how much is truly new
business and how much is diverted business from other locations. Third, there are often delays
and errors in reporting to the State Board of Equalization (BOE) and in receiving revenue from
the BOE. Accordingly, for all but the largest new retailers, the City does not typically forecast
substantial revenue increases for at least one year after new businesses open. It will most likely
not be until FY 2018/19 that the City will realize any possible increases from new business
locations on Foothill Boulevard, Haven Avenue, and Day Creek Boulevard.
Vehicle License Fees and Franchise Fees
Vehicle License Fees and Motor Vehicle In -Lieu fees have increased $818,440 or approximately
4.73% from FY 2016/17 primarily due to slight increases in the City's assessed
valuation. Unfortunately, this positive uptick is largely offset by an unexpected decrease in
franchise fees in the amount of $298,150 or 4.35% from FY 2016/17, primarily due to Southern
California Edison charging a smaller on -bill increase than what they originally had approved by
the California Public Utilities Commission.
Property Tax
Another positive local economic indicator is property tax growth. For FY 2016/17 the City saw a
strong net taxable value increase of 4.50% overall and an increase in median price for single
family residential by more than 5.49%. These gains were consistent with or higher than many
other places in San Bernardino County, which is a good sign. Putting the numbers into
perspective is key, however. Rancho Cucamonga incorporated after the passage of
Proposition 13 and thus receives minimal revenue from property taxes overall, especially
in comparison to many of our much older surrounding neighbors such as Ontario, Upland and
Fontana. If you take a look at a typical dollar of property tax in Rancho Cucamonga, the City
receives $0.05 (allocated between the General Fund and the Library Fund), the County gets
about $0.15, various special districts get a total of about $0.20 (including $0.12 to the Rancho
Cucamonga Fire Protection District) and Education (K-14) gets about $0.60, as shown in the
Fiscal Year 2017/18 Adopted Budget Page 28
graphic here. Put another way, all the property tax j/�►
received by the City ($8.28 million) is not enough to Property Tax Dollar `
pay even half of our yearly Sheriff contract, much Breakdown
less fund any other services. In FY 2017/18, `
Property Tax revenues for the City's General Fund
are projected to increase a solid $538,900 or 6.13%
from FY 2016/17 due to an anticipated $245,140
increase in property transfer tax and also due to the
County's annual inflation adjustment combined with
new secured properties being added to the tax roll.
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Randto '.
Gicamwpa
Development Fees/Business Licenses/Transient `"°°MUld
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Development fees have remained consistent with B
the prior year. Business License revenues are MM
anticipated to increase slightly by $40,450, or 13
1.54%, due to increased inspection activity. Theme
Transient Occupancy Tax has increased $331,J4U,
or 9.73%, from FY 2016/17 due primarily to the addition of two new hotels that will be opening
during FY 2017/18 as well as the improving local economy and particularly strong hotel industry
in Rancho Cucamonga which has occupancies in the 84% range and room rates well over $100
per night. As the local business community strengthens, and tourism increases, transient
occupancy tax is one of the City's fastest growing and most important revenues, after sales tax.
Overall, most of the City's key revenues continue to grow at modest levels that appear sustainable
and likely to continue for several more years. Once again this year, the General Fund operating
budget is structurally balanced. There is no planned use of General Fund reserves for operations.
Changes in Operating Budget - City General Fund
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Fiscal Year 2017/18 Adopted Budget Page 29
$1,400,000
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Reduction in Usage of Reserves - City General Fund
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Fire District and Library Funds. The principal revenue source for the Fire District and Library
budgets is property tax. As such, property tax revenues play a more critical role in balancing their
respective budgets. As noted earlier, the Fire District's share of each property tax dollar is greater
than what the City General Fund and Library Fund receive. This is because, as a post -Proposition
13 city, Rancho Cucamonga is a low property tax city. The Fire District's property tax share pre-
dates City incorporation, and the Library Fund receives an additional influx of property tax revenue
from a statutory pass -through from the County that was initiated when the City took over Library
operations from the County in 1994.
The Fire District General Fund Property Tax revenue has increased by $823,340 or 3.48% from
FY 2016/17, due to the County's annual inflation adjustment combined with new secured
properties being added to the tax roll and positive home buying activity. The same strong fiscal
discipline that was in place originally, when redevelopment pass -through dollars were set aside
for future capital and facility replacement, remains even after the dissolution of
redevelopment. The Fire District will be utilizing approximately $7.90 million of its capital reserves
during FY 2017/18 to pay for various capital improvements including the construction of the
replacement of San Bernardino Road Fire Station 172 and the construction of the Jersey Station
Data Center.
Due to the ongoing additional revenues being received from the former Redevelopment Agency,
the Fire District is continuing the fee suspension for its Inspection Program that was established
in 2013. This program assists the business community by not collecting fees for basic fire permits
and initial inspections. This reflects the District's strong commitment to economic development
in Rancho Cucamonga.
Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) remained
relatively constant compared to FY 2016/17. No increase in CPI was required for either of the
CFD's due to the strength of the Fire General Fund. This supports the District's commitment to
maintain CFD rates without CPI increases to the extent practical and, where possible, to reduce
rates in a prudent manner. See additional discussion below under "Operating Budgets Analysis."
Fiscal Year 2017/18 Adopted Budget Page 30
Changes in Operating Budget - Fire District
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
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Reduction in Usage of Reserves - Fire District
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000 '
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Fiscal Year 2017/18 Adopted Budget Page 31
The Library's Property Tax has increased $114,460 or 2.79% from FY 2016/17. The FY 2017/18
budget continues to include the statutory pass -through payment from the County, formerly paid
by the now dissolved Redevelopment Agency.
Changes in Operating Budget - Library Fund
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
Operating Budgets Analysis
The economy continues to improve at a solid and unspectacular, but nevertheless sustainable,
pace. Lacking an auto mall or any large warehouse e-distribution centers, Rancho Cucamonga
is largely dependent on the growth in general consumer discretionary spending. Similarly, without
large areas of land to develop with either new homes or new shopping centers, the City is largely
dependent on general property tax growth capped by Proposition 13. Both trends are consistent
with what would be expected in a built -out community and have important implications for long-
term sustainability. Specifically, lacking large new growth opportunities, it is critical that the City
balance its assets and liabilities, both long and short-term, using recurring predictable and reliable
revenues. One of the tools we use to track long-term fiscal sustainability is the League of
California Cities' California Municipal Financial Health Diagnostic. This tool was created to provide
a way for cities to evaluate their overall financial condition using 14 key fiscal indicators. Rancho
Cucamonga remains one of a handful of cities in California that have both completed the Financial
Health Diagnostic and shared those results publicly. This initiative supports the City Council's
goal to increase public transparency and share information regarding the City's sound financial
underpinnings.
Fiscal Year 2017/18 Adopted Budget Page 32
Financial Health Indicators - Summary Checklist
jet Uperatmg deticlt i surplus. I nere are no recurring general
operating deficits. General revenues are sufficient to meet the net general Healthy
2. Fund balance. Reserves are sufficient over multiple consecutive years and in
Healthy
compliance with adopted policy
3. Capital Asset Condition. The county is keeping pace with the aging of its
Healthy
capital assets.
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4. Liquidity. Cash and short-term investments are suffieicent to cover current
Health y
liabilities (including short-term debt and accounts payable within 60 days)
5. Fixed costs & labor Costs. Fixed costs (including debt service and other
contractual obligations), salaries and benefits are stable or decreasing over multiple
Caution
ears relative to reasonably expected revenue growth.
6. General fund subsidies of other funds. Any general fund subsidies other
Caution
enterprises or special funds are sustainable and in compliance with adopted policy.
7. Constraints on budgetary discretion. The board of supervisors' authority
Healthy
to make budget changes is not excessively constrained by charter, contract, or law.
8. Balancing the budget with temporary funds. The use of reserves,
selling assets, deferring asset maintenance to balance the general fund has been
Healthy
limited, prudent and in compliance with adopted policy
9. Balancing the budget with borrowing. The use of short-term borrowing,
N
internal borrowing or transfers from special funds to balance the general fund has
Healthy
0
been limited prudent and in compliance with adopted policy
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10. Balancing the budget by deferring employee compensation costs.
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Pension liabilities and other non -salary benefits have been determined; disclosed
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and actuarially funded in compliance with adopted policy.
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11. Balancing the budget with backloaded debt service payments. Debt
"backloaded"
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service payments have not been into future years.
IL
12. Funding operating costs with non -recurring revenues. ongoing
operating costs are being funded with ongoing rather than temporary revenues (e.g.,
Healthy
from development, etc.
13. Timeliness and accuracy of financial reports. Financial Reports are
being filed on time. (CAFR, Annual Audit, State Controller's Financial Transactions
Healthy
14. Service level solvency. Public service levels meet the standards and needs Healthy
in this community. ffffl
The following are some of the key recommendations for the FY 2017/18 Operating Budget:
City General Fund Budget. Overall, the FY 2017/18 General Fund Budget is
$80,757,570 and for the fifth year in a row does not require the use of General Fund
reserves. The operating budget represents a $3,306,720, or 4.27%, increase from FY
2016/17.
While the City's revenue picture is strong, we are challenged on the expenditure side with some
new cost increases in key areas. One cost driver is a series of minimum wage increases that
began in July 2014, when minimum wage was increased to $9 per hour. In January of 2016, the
minimum wage rose another 11 % to $10 per hour and in January of 2017 rose to $10.50 per hour,
on its way to $15.00 per hour over the next several years. These minimum wage increases have
both direct and indirect impacts on the City's budget. Most directly, costs for our 400+ part-time
employees have been increasing and will continue to do so as minimum wage increases are
phased in. Further, many of our contract providers such as crossing guards and landscape
maintenance, just to name a few, are raising their contracts to keep pace with the minimum wage
increase. Along with additional costs related to the Affordable Care Act, paid sick leave mandates,
Fiscal Year 2017/18 Adopted Budget Page 33
and looming CalPERS pension increases, these costs are largely driving increases in the City's
overall personnel budgets while minimizing discretionary income available for increased services.
For FY 2018/19, it will cost the City $102,000 to implement the minimum wage increases. It is
also anticipated that our required PIERS employer contribution rate will increase from 16.69% to
24.52% over the next five years.
City Miscellaneous Required PERS Employer Contribution
30.00%
25.00% 22,99%
23.93%24.52%
20.97%
20,00% 18.71%
15.85%16.69%
15.00% 12.61%1335%13.47%
14.59%
10.00%
5.00%
0.0000/0
FY FY FY FY FY FY FY FY FY FY FY
12/13 13/14 14/15 15/16 16/17 17/18 18/19 16/20 20/21 21/22 22/23
Another important City General Fund cost driver is the ongoing fiscal challenges in several of the
City's landscape maintenance districts (LMDs), street lighting districts (SLDs), and community
facilities districts (CFDs). The City's goal has always been for these special districts to remain
fiscally stable without relying on the General Fund for a permanent subsidy. As Measure A
showed in 2015, however, there is almost no support in certain parts of the City for assessment
increases, despite the high overall satisfaction with City services, quality neighborhoods, and well
maintained infrastructure as shown by numerous surveys. Following the voter approved mandate
to manage existing and future expenses without going to the residents for additional revenue, the
City Council approved a multi -faceted plan. Last year, a series of one-time expenditures of
General Fund capital reserves designed to yield savings over time was approved and deployed
including adding card readers to sports field lighting so that sports groups can pay for field lights;
a solar feasibility study for Red Hill/Heritage and Beryl Parks; reallocating certain administrative
costs to the General Fund; funding the Red Hill water feature maintenance partially from the
General Fund as a citywide amenity; and providing a General Benefit equivalent payment to PD
85 and LIVID 1 (recurring starting in FY 2016/17), using the same methodology as was used on
the east side parks and landscape districts. These one-time expenditures had an over $600,000
impact on the General Fund and Capital Reserves. This year, the City will go out to bid on a
possible solar installation at Red Hill Park (the only feasible site). Water saving measures are
already in place, to the extent feasible without additional funding for further drought tolerant
conversions (plants and irrigation). The West Side Districts have also been largely switched over
to contract maintenance to reduce personnel expenses for salaries and PIERS, and are being
maintained at the maximum level feasible within the overall budget (C-level). Funding for the
maintenance of the new Los Amigos Park is being covered by the General Fund. The total cost
to the General Fund of ALL subsidies for the landscape maintenance districts was $328,570 in
FY 2015/16, $660,460 in FY 2016/17, and $673,350 in FY 2017/18.
Fiscal Year 2017/18 Adopted Budget Page 34
The Police Department's budget will increase $1,752,740 or 4.92% overall due primarily to
increased public safety pension and labor costs as well as the potential addition of one (1) new
Sergeant and one (1) new Sheriff's Service Specialist (following last year's addition of four (4)
new Deputies and one (1) Sheriff's Service Specialist). Overall, the Police Department costs are
rising approximately 5-7% a year, making this the City's most significant contract cost increase.
Fire District Budget. The recommended FY 2017/18 operating budget for the Fire
District is $35,014,090. This is a $1,771,330, or 5.33%, increase over FY 2016/17. The
budget is balanced without the use of reserves. The budget also continues to redistribute
operating expenses in various areas in order to improve accountability and transparency.
Once again, fees for fire inspections are being waived and the two subsidiary community
facility districts are holding their assessments level without any new rate increases, all
thanks to the strength of the Fire General Fund (which relies on property tax). To that
end, the City has taken the California Municipal Health Financial Diagnostic and applied
the same tool to the Fire District Budget. As seen below, the results indicate the Fire
District is financially stable and healthy.
Financial Health Indicators - Summary Checklist
. Net uperaung ceTICIT i surplus. i nere are no recurring general
nd operating deficits. General revenues are sufficient to meet the net general FM Healthy
2. Fund balance. Reserves are sufficient over multiple consecutive years and in
Healthy
compliance with adopted policy.
3. Capital Asset CondltlOn. The county is keeping pace with the aging of its
Healthy
capital assets.
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4. Liquidity. Cash and short-term investments are suffieicent to cover current
Health Y
liabilities (including short-term debt and accounts payable within 60 days).
5. Fixed costs & labor costs. Fixed costs (including debt service and other
contractual obligations), salaries and benefits are stable or decreasing over multiple
Caution
ears relative to reasonablyexpected revenue growth.
6. General fund subsidies of other funds. Any general fund subsidies other
Healthy
enterprises or special funds are sustainable and in compliance with adopted policy.
7. Constraints on budgetary discretion. The board of supervisors' authority
Healthy
to make budget changes is not excessively constrained by charter, contract, or law
8. Balancing the budget with temporary funds. The use of reserves,
selling assets, deferring asset maintenance to balance the general fund has been
Healthy
limited prudent and in compliance with adopted policy.
9. Balancing the budget with borrowing. The use of short-term borrowing,
N
internal borrowing or transfers from special funds to balance the general fund has
Healthy
0
been limited prudent and in compliance with adopted policy.
10. Balancing the budget by deferring employee compensation costs.
0
Pension liabilities and other non -salary benefits have been determined, disclosed
Healthy
a
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and actuarially funded in compliance with adopted policy.
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11. Balancing the budget with backloaded debt service payments. Debt
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service payments have not been "backloaded" into future years.
12. Funding operating costs with non -recurring revenues. Ongoing
operating costs are being funded with ongoing rather than temporary revenues e.
P 9 9 9 9 P Y ( 9:
Health Y
from development, etc.
13. Timeliness and accuracy of financial reports. Financial Reports are
being filed on time. (CAFR, Annual Audit; State Controller's Financial Transactions
Healthy
14. Service level solvency. Public service levels meet the standards and needs Healthy
in this community. mm
Fiscal Year 2017/18 Adopted Budget Page 35
Library Budget. The FY 2017/18 Library budget is $5,163,710 which represents an
increase of $432,980, or 9.15%, from FY 2016/17. Similar to the Fire District, Library
revenues are primarily property tax related.
City Operating Budgets
City General Fund, Fire District Funds and Library Funds
$2,638,670 -
Special Districts
$512,000
r%
$5,223,800 ■ Governance
$ 5,163, 710
$14,053,430
$810,680
$1,848,380
$2,421,460
'01$1,829,760
$1o,819,800
$3,236,220
Specialization and Organization are the basis of human progress.
Charlotte Perkins Gilman
■ Records Mgmt.
• Community Services
Library Services
■ Admin. Services
■ Econ. and Comm. Dev.
■ Building & Safety Services
■ Engineering Services
■ Planning
■ Public works Services
■ Animal Care & Services
■ Police
■ Fire
There are thirty-five special assessment districts in the City, and these districts play a key role in
the City's budget. In Rancho Cucamonga's early days, a key decision was made to have new
development pay its own way. Thus, whether it was infrastructure such as streets, new parks,
trails or other public improvements, virtually all new development in the City was part of one or
more special districts created to help ensure that sufficient funds, over and above property tax,
were collected to fund police, library, community services, public works, and the many other
general services of the City.
Most of these districts were created prior to Proposition 218 in 1996, and thus have no index to
adjust for rising costs. In the early years, the City Council would review each district's budget
annually and, if necessary, adjust assessments by small incremental amounts to keep pace with
expenses. Once Prop 218 passed, the ability to increase rates now rested with the property
owners who paid the assessments in each district. Without an index to adjust for rising costs,
many of these districts were fiscally stable only so long as they were growing and adding new
properties. That growth has largely ended and the City is now mostly built out, and, as a result,
many districts have started to show significant signs of financial stress. In order to ensure that
each district can strive to remain financially self-sufficient, staff has brought forward plans to
systematically address these problems in the troubled districts.
In November 2015, the City of Rancho Cucamonga placed Measure A on the ballot. Measure A
would have created a new Community Facilities District to replace PD 85 and LIVID 1, two old
landscape districts on the City's west side. The average resident would have seen their annual
rate increase by a total of $60 (from $30 to $90) with modest increases thereafter of less than $3
per year. This measure was overwhelmingly rejected by 78% of the voters on the West -side in a
record turnout. Accordingly, the City's West -side Districts (PD 85, LIVID 1, and SLD 2) budgets
Fiscal Year 2017/18 Adopted Budget Page 36
were balanced through the measures described earlier in this message, resulting in balanced
budgets but with significant, unsustainable reductions in the levels of maintenance and virtually
no capital improvements or replacements of any kind. With the failure of Measure A, these districts
will continue in this condition for the foreseeable future.
The City provides a General Benefit equivalent payment to PD 85 and LIVID 1, using the same
methodology as was used on the east side parks and landscape districts. The percent of General
Fund contribution (approximately 9%) is capped to provide equity with the East -side Districts who
have previously increased their local assessments to maintain higher service levels. While the
General Fund's contributions of $673,350 in FY 2017/18 provide some interim financial stability,
there still remains a need to address the long-term service level stability of PD 85 (Heritage and
Red Hill Parks), LIVID 1 (8 parks and various green spaces/trails), and SLD 2 (local street lights).
Without a permanent long-term solution to the complex equation of balancing a dedicated
landscape and lighting district created and funded on 1985 revenues but facing FY 2017/18 costs
(33 years difference), the overall future of the West -side Districts remains uncertain. LIVID 1 and
PD 85 pay between $30 and $93 per year in assessments to maintain at a C-minus level some
of the largest and oldest sports parks (Heritage, Beryl and Red Hill) and neighborhood parks in
the City. This compares to the $300 to $500 per year paid in the rest of the City to maintain
generally smaller parks at an A -level. Put another way, if PD 85 and LIVID 1 were more self-
sustaining, the City would be able to afford between one to two more police officers to enhance
public safety. Additionally, the list of deferred and unfunded maintenance items continues to
grow, and includes:
• Ball field lighting replacement at Old Town Park, Red Hill Park, and Heritage
• Playground resurfacing at Old Town Park, Heritage, Church Street Park, Hermosa
Park, Bear Gulch Park and Red Hill Park
• Shade shelter and amphitheater repair and replacement at Old Town Park, Heritage
Park, Golden Oak Park and Red Hill Park
• Bridge repair and replacement at Heritage Park
• Restroom repair at various parks
• Walking and jogging path resurfacing at various parks
• Fence repair and replacement at various parks
• Ball field/soccer field rehabilitation and renovation at various parks
A new approach will eventually be needed to ensure fiscal stability for the West -side parks and
landscape districts. To that end, the West -side Citizens' Oversight Committee was formed and
has begun its work reviewing the PD 85, LIVID 1, and SLD 2 budgets, including revenue and
expenses.
In four of the City's newer districts, rate increases are recommended this year and in one district,
a rate decrease is recommended for FY 2017/18. It should be noted that rate increases are only
recommended where they are necessary to maintain a structurally balanced budget for those
districts. Increases, when needed, provide fiscal stability and help to avoid the structural
imbalances down the road that plague other districts, particularly those that have no mechanism
for regular rate adjustments. Several factors, such as increasing costs of maintenance and
essential utilities, when out -paced by assessment revenues lead to these imbalances.
In special districts rates can be adjusted as costs increase. These additional funds go back into
these districts to preserve high quality maintenance levels, and to allow for investments in
infrastructure maintenance and improvements such as the installation of drought -tolerant
Fiscal Year 2017/18 Adopted Budget Page 37
landscaping, park and playground repairs, concrete replacement on sidewalks and paseos, and
care of the urban forest. The following changes are recommended:
• LMD 2 (Victoria Neighborhood Parks and Landscape Maintenance District) — An increase
of 2.7% to the maximum tax is recommended, which is an increase of $12.98 per home,
per year. This increase is primarily being driven by utility costs and funding for more
drought tolerant landscape conversions which will reduce long term water use.
• LMD 4R (Terra Vista) — A decrease of 5.0% to the actual tax, which results in a decrease
of $20.90 per home, per year. This decrease in the actual rate is primarily being driven by
savings from the completed installation of drought tolerant design in the street medians.
LMD 6R (Caryn Communities) — An increase of 2.7% to the maximum tax is
recommended, which results in an increase of $10.92 per home, per year. Modest
increases will likely be needed in this small district each year, as it continues to recover
from its previous deficit position and years of deferred maintenance. In addition to the rate
increase for property owners, this district will receive a transfer in of $52,460 from the
General Fund. This is an amount equivalent to 7% of the expenditure budget, and while
not legally required, is the estimated amount equivalent to the "general benefit" provided
to those that do not own property in this district.
LMD 9 (Lower Etiwanda) —The Council may recall that several years ago, rates in this
district were dramatically reduced due to an excess amount of fund balance that had
accumulated in this fund. With that fund balance nearly spent down to the level set by
policy for our LMD's, it is now time to restore annual rates to the normal level so that
revenues more nearly equal expenditures. This will result in an increase of $60 per home,
per year. Future increases will be necessary over time, however, those increases will be
gradual to avoid future spikes in the rates.
• CFD 2000-03 (Rancho Summit parks) — An increase of 2% to the maximum tax is
recommended, which results in an increase of $24.80 per home, per year. In order to
begin to close an existing budget gap and recover from the deficit position before reserves
are depleted, regular rate increases will continue to be needed in future years.
While the list of fiscally -troubled districts has dwindled as the City has addressed and is
addressing many of the major ones, there is still work to do in the future. Most notably, LMD 7
remains in a deficit position, and rate increases in this district will require property owner
consideration in the near future.
Capital Improvement Program (CIP)
The CIP contains priorities for improvements to the City's infrastructure over a five to ten year
period of time. It is annually reviewed and updated and its implementation is dependent upon the
availability of capital and special funds. Since these special funds are legally restricted, they must
remain separate from and cannot be utilized for general operating costs. While these special
funds can be eroded by economic conditions, the fiscal impacts are different from those in the
operating funds. Capital projects often span many years, as they move from design and
environmental review to plan check and ultimately construction.
Ongoing investment in pavement rehabilitation, Americans with Disabilities Act (ADA) projects,
traffic signal and system improvements as well as facilities maintenance and improvements form
the core of the annual CIP. The FY 2017/18 CIP once again devotes significant resources toward
these activities, the key highlights of which were described earlier in this transmittal letter.
Fiscal Year 2017/18 Adopted Budget Page 38
Fiscal Summary
The FY 2017/18 Budget is a product of past and continuing fiscal discipline enhanced by a
recovering economy. The following is a summation of all FY 2017/18 City Budgets:
City General Fund $ 80,757,570
Library Services $ 5,163,710
Fire Protection District $ 50,704,730
Special Funds including CIP $110,785,460
Summary
The future belongs to those who believe in the beauty of their dreams.
Eleanor Roosevelt
The western valley portion of San Bernardino County is at a cross roads in its development. Its
agricultural days are now a historical remnant of a bygone era, memorialized in books,
monuments and key projects. At the same time, its robust days of suburban growth are beginning
to wind down as the remaining land west of the 15 freeway is quickly being developed. And yet,
the same area is only just seeing the faintest signs of an early urban development wind. Like the
lightest of breezes that stirs flags at the top of the pole before the stronger winds are felt by people
on the ground, so too are Montclair, Upland, and now Rancho Cucamonga just beginning to see
the first traces of multi -story, transit oriented, walkable urban development. As north Orange
County and the eastern San Gabriel Valley reach critical mass in their urban life -cycle, those
development trends will push north and east, finding their nexus in the western Inland Empire
area of San Bernardino County.
Rancho Cucamonga knows how critical it is to prepare for the future, as it was created to be the
City with a plan. A world class community where excellence is expected and success always
comes after hard work, regardless of their place in the dictionary. Modernization of the City's
General Plan, Development Code, and Municipal Code has been under way for several years
now. With a new Economic Development Strategic Plan, the City has a clear set of goals for a
healthy economic future. By reinvesting in infrastructure and focusing on all the elements of a
world class community (housing, schools, leisure, shopping, fiscal sustainability, public safety,
community health and vitality), Rancho Cucamonga is sowing the seeds today so that the
residents of tomorrow will reap the benefits.
In addition to the City Council Goals, the key guiding principles for staff in developing and
providing services, programs, goals, objectives, and a budget document that corresponds to all
of those elements, are the Vision Statement, Mission Statement, and Values for all City
employees. Collectively, the City employees are referred to as Team RC which reflects the value
and emphasis the City places on teamwork as the desired mode for delivery of services. Team
RC has adopted a Vision and Mission Statement, as well as Values, all of which have been
approved by the City Council. The Vision Statement, Mission Statement, and Values are:
Vision Statement
Team RC exceeds expectations of those we serve with pride in the delivery of quality services
and programs in an environment of employee excellence and innovation, empowered by inspired
leadership, opportunity and a collaborative spirit.
Fiscal Year 2017/18 Adopted Budget Page 39
Mission Statement
Team RC delivers superior service to all who live, work and play in our community.
Values — S.P.I.R.I.T.
SERVICE: We are committed to providing a superior level of services and going above and
beyond individual duties to better serve both fellow team members and the community.
PEOPLE: Our respect for each other is demonstrated by empowering and valuing one another
while also encouraging personal growth and enhanced health and wellbeing. We embrace a
healthy life/work balance and are continuously striving to ensure the highest quality of life for our
employees.
INDIVIDUAL EXCELLENCE: Individual excellence is achieved through recognizing workforce
strengths. It is fostered through individuals who possess a strong work ethic, sense of pride and
commitment, and who value honesty, integrity and personal growth.
RANCHO WAY: The Rancho Way is fostered through maintaining a high level of professionalism,
producing quality work products and striving to retain the public's trust through fiscal discipline
and accountability.
INNOVATION: Embrace and appreciate technology; use technology to bring innovation and a
creative spirit to our current work and to help anticipate the challenges of tomorrow.
TEAMWORK: Teamwork is encouraged and reinforced through collaboration, communication
and leadership at all levels. Unwavering unity, common goals and a positive attitude are embodied
by all.
Looking ahead, we need to plan as carefully for the last phases of the City's development as
those before us did for the first 39 years, seeking to ensure that our high development standards
are continued and that long-term fiscal sustainability of the organization remains at the forefront.
Gone are the days when the City viewed itself in isolation. Rancho Cucamonga, its City Manager,
and the entire Executive Team are fully committed to preparing for the future and investing in the
world -class community Rancho Cucamonga continues to aspire to be. Our goal is not simply to
be the premier city in the Inland Empire, but to be one of the premier cities in California. As we
embark on the FY 2017/18 fiscal year, we are proud to work for a world class community, poised
for new and higher levels of success over the next 39 years.
Fiscal Year 2017A8 Adopted Budget Page 40
Attachment A
Department Budgets
Police Department
We strive to ensure the City of Rancho Cucamonga is a safe community to live, work and play. In
the tide of State level changes surrounding reducing prison population, we look to innovative
strategies for keeping our citizens safe through community engagement and advanced
technologies.
Our efforts to `harden the target' will continue with additional community events such as the
"Surviving An Active Shooter" training for the community; "Active Shooter Response" training for
Police and Fire; Citizen Advisory Committee meetings; expanding our Neighborhood Watch and
Crime Free Multi Housing programs; and continued community connections such as "Coffee with
a Cop". We will use grant funding to deploy additional teams for park and trail patrols, warrant
sweeps, and sex registrant and probation compliance checks.
We have previously invested in the Automated License Plate Reader systems and determined
them to be extremely effective in solving crime and locating wanted vehicles and people. The
effectiveness has justified expanding the systems to the east side of our city this fiscal year, and
once achieved we will have encircled the City boundary with these cameras. Our other force
multiplier, the Public Safety Video Network, not only helps us capture real time criminal and traffic
related activities, but also produces images which help the City reduce liability. We have therefore
requested additional system integration into Central Park, the Epicenter, and the EOC and will
add monitoring stations to each Fire House. The cameras can be used to monitor events in real
time and search for past events of interest.
The ALPR database captures and
retains images of license plates,
allowing investigators to identify
and locate wanted people
The PSVN cameras can be viewed
and adjusted in real time, and it
stores data for post -event research
Fiscal Year 2017/18 Adopted Budget Page 41
Even with the dedicated efforts of our law enforcement to leverage community partnerships and
technology, crime rates experienced an increase across the West Valley in 2016. Rancho
Cucamonga was no exception to this disturbing trend. In 2016, Part I crimes increased, while
Part II crimes decreased as indicated on the following chart:
CALLS FO
SERVICE
2014 4,368 8,139 111,133
R JA
FFIC{
LlS/O
13,769 4,390 1,418
2015
4,732
7,142
109,215
15,175
4,837
1,642
2016
4,784
5,714
110,781
15,549
4,439
1,795
Part 1 Crimes: Murder, Rape, Robbery, Aggravated Assault, Burglary, etc.
Part 11 Crimes: Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc.
FY 2017/18 Budget Highlights
• Continue to enhance the partnership between the
Police Department and community stakeholders. This
includes continued meetings with community
members during events such as such the Citizen
Advisory Committee, Coffee with a Cop, an Open
House and service club meetings. Continue to provide
community training on Surviving an Active Shooter
and conduct threat assessments on critical
infrastructure.
• Use technology as a force multiplier
and continue to expand the Public
Safety Video Network (PSVN) and
increase ALPR's (Automated
License Plate Readers) at strategic
intersections throughout the city.
Deploy additional personnel into
our parks and trail system, and
conduct sweeps using grant funds.
Fiscal Year 2017/18 Adopted Budget Page 42
Fire Protection District
The Fire District is a subsidiary district of the City and has its own statutory funding with the City
Council serving as the Fire District Board of Directors. Our mission is to serve the community
through planning, promoting and demonstrating a readiness to respond to, and reduce, threats to
life and property through the delivery of emergency and non -emergency services and programs
in an efficient and effective manner.
Three pillars establish the foundation for the Fire District's
traditional and innovative services: Community Risk Reduction,
Emergency Response and Emergency Management. Leading
our risk reduction efforts, the Prevention Bureau reduces risk and
eliminates hazards through fire prevention, inspection, wildland
fire threat reduction, and public education/community outreach.
Additionally, firefighters deliver an efficient and effective
emergency response through structural and wildland fire
suppression, emergency medical services, hazardous materials response and technical rescue.
The Emergency Management program reduces vulnerability to hazards, increases community
disaster resiliency and provides timely economic recovery utilizing comprehensive mitigation,
preparedness and response programs.
The Fire District supports these direct services through progressive leadership, personnel
management, professional development through high level training, advanced planning, financial
administration and logistical support which includes apparatus and facilities maintenance,
communications and information technology.
Our emergency response and incident mitigation capabilities maintain a cutting edge through
innovative, passionate and fiscally responsible program management, which further enhances
the quality of life for those served by the District. Last year, the District responded to 15,435
incidents. The Fire District's goal is to deliver all of these programs and services in an effective,
efficient and professional manner while maintaining financial stability.
FY 2017/18 Budget Highlights
The All -Risk Regional Training Center will be operational and provide further training
as well as educational opportunities to enhance our firefighters' readiness, while also
creating opportunities for joint training with our regional partners. In addition, the
District will be constructing the new Data Center, on site at the Training Center.
In collaboration with Team RC, the
District will begin construction on new
Fire Station 172. In its new location, Fire
Station 172 will also include a Rancho
Cucamonga Police Department Sub -
Station, access to the Pacific Electric
Trail, and an elevated bike path.
Fiscal Year 2017/18 Adopted Budget Page 43
• The District will continue to expand training to help prepare the citywide workforce
and community for Tactical Response and Purposeful Mass Injury Incidents.
• The District is supporting the City Facilities Team in procurement of a backup
generator located at the new Rancho Cucamonga Family Sports Center, which will
act as an Emergency Evacuation Center in the event of a disaster.
• The District will replace an aging 2003 KME Type 1 fire engine.
• The District continues to fund proposed operations and capital projects, while holding
both Community Facilities District (CFD) assessments at current rates. Additionally,
for the fourth (4) full year, Fire Prevention Permit Inspection Fees continue to be
suspended.
Administrative Services Group
The Administrative Services Group consist of Finance (including Treasury Management and
Special Districts), Human Resources, Innovation and Technology, and Procurement.
Human Resources Department
The Human Resources Department oversees the City's human resources and risk management
functions. The mission of the Human Resources Department is to recruit, develop, and retain a
diverse, engaged, well -qualified and professional workforce that reflects the world -class
standards of the community we serve, and to lead City Departments in positive employee
relations, talent acquisition, succession planning, and employee engagement.
The Human Resources Team provides a wide range of services to City staff in the following areas:
Total Compensation which administers salaries, health care, pension and other benefits.
Employee and Labor Relations which provides guidance to managers and employees to
enhance performance, create a positive work environment, and effective problem -solving of
complaints and grievances as well as facilitates labor contract negotiations.
Organization and Employee Development which identifies and implements training and
employee development opportunities to support employee skill enhancement, innovation and
leadership.
Talent Acquisition which recruits, selects,
public service, excellent skills and the
ability to take on increasingly complex roles
in their City career.
Risk Management, Safety and Workers
Compensation which supports workplace
safety and actively manages risk, reduces
injuries and other potential liabilities and
oversees the employee wellness initiative.
and onboards employees who have a passion for
Fiscal Year 2017/18 Adopted Budget Page 44
FY 2017/18 Human Resources Budget Highlights
The budget reflects the addition of a Risk Analyst as part of a reorganization of the
Administrative Services Group and a clarification of contract insurance
responsibilities within the City, which shifted a full time position from Procurement to
HR. This position will enhance our risk management, safety and workers'
compensation program and provide support for Organization and Employee
Development.
In addition, an Office Specialist I position has been added as part of a reorganization
of the Administrative Services Group. Together with a new Office Specialist I in DoIT,
these new team members will help improve external and internal customer support
across both departments, including telephone coverage and technology customer
support. With HR's move to the Garden Level, partnering with DoIT creates
efficiencies and opportunities for cross training.
The Department will continue to implement the Affordable Care Act (ACA) and/or
deal with its repeal and replacement. The key components continue to be the
tracking and reporting of ACA information and the updating of City policies and
procedures to ensure compliance with the ever changing mandates and deadlines
of the program.
HR is initiating a new project this year that will utilize innovative sourcing and
applicant tracking tools to improve the City's talent acquisition strategies in order to
decrease the time to fill vacancies. The Department continues to work at improve
onboarding to provide an expeditious, engaging, and meaningful experience. In
addition, HR is working to improve the City's current employee performance and goal
setting system to make the process more forward -thinking, effective, and meaningful
for employees and the organizations.
• The Department will continue to foster and facilitate employee development,
organizational development and succession planning through innovative and
cooperative programs.
• HR will partner with DoIT and Finance to refine and enhance the employee self-
service tool in the existing HRIS system to allow employees better access to benefit
and pay information.
• HR will strive to improve the efficiency
and effectiveness of HR practices and
procedures in order to provide better
service to internal and external
customers.
• The Department will use social media
and participate in community events as
a way to improve outreach for
recruitments and the profile of the City.
• HR will continue to update City and
District's policies to assure compliance with California and Federal reguation.
Fiscal Year 2017/18 Adopted Budget Page 45
Finance Department
The Finance Department is comprised of five divisions, including Accounting and Financial
Reporting, Budget Management, Business Licensing, Special Districts, and Treasury
Management.
For 29 years running, the Department has received the
Government Finance Officers Association's (GFOA) Certificate of
Achievement for Excellence in Financial Reporting. This award
recognizes excellence in financial reporting by state and local
governments and is the highest form of recognition in
governmental accounting and financial reporting. For the last four
years, the Department has received the GFOA's Distinguished
Budget Presentation Award, which is the highest form of
recognition in governmental budgeting.
FY 2017/18 Finance Budget Highlights
• In conjunction with DoIT and Human Resources, facilitate the implementation of two
new modules for the City's financial system: Contract Management and COGNOS
Reporting. Employee Online and Personnel Action Forms modules were
implemented during FY 2016/17.
• Facilitate the transition to a new vendor to process the City's parking citations and
administrative citations, as well as facilitate collection activity for past due accounts.
• Implementation of a digital document management system for Business Licensing
to facilitate the transition to a paperless work environment to the extent practical.
Procurement Division
The Procurement Division is responsible for soliciting Requests for Quotes, Bids and Proposals
for its internal customer base. Additionally, the processing of City Hall and off -site location mail
is conducted in the Procurement Division. Under Municipal Code, the Procurement Division has
been vested with the authority for the centralized procurement of commodities and services.
Centralization of the procurement process ensures that solicitations are conducted in an impartial,
open, fair competitive manner. The Division is also responsible for the establishment of
procurement procedures that generate solicitation results for commodities or services that offer
the best value at the most competitive price to the City.
FY 2017/18 Procurement Budget Highlights
• The Procurement team is looking at and working on ways to streamline the Division's
internal processes. This includes enhancing procedures that determine how and
what type of solicitation is done.
Fiscal Year 2017/18 Adopted Budget Page 46
• The Division will roll out its online Procurement Requisition in this fiscal year,
implementing another process that brings the Division a step closer to being
paperless and more environmentally friendly.
• Purchasing 101 Workshops will continue with training events for the Procurement
Division's internal and external customer base.
• The acceptance of RFP responses and their evaluation will be moving to an
electronic process conducted directly in the PlanetBids bidding system that is
already utilized by the Procurement Division. This new feature is at no additional
cost to the City.
Department of Innovation and Technology
The Department of Innovation and Technology manages the core technology platforms for the
City of Rancho Cucamonga and facilitates the effective and innovative use of technology across
the organization to serve our community. Our Department provides the following services to the
City:
• Data network design, operation and security
• Enterprise application management, including cloud and server based systems
• Voice -over -Internet -Protocol (VoIP) telephone system
administration, management and service
• Procurement and management of electronic devices including
desktop, mobile, and shared platforms
• Data science &
visualization including
Business Intelligence,
mobile dashboard, and Geographic
Information Systems platforms, including
the Rancho Enterprise Geographic
Information Systems (REGIS) team that
develops regional GIS capabilities
through business partnerships with other
public agencies
FY 2017/18 Budget Highlights
• Migration of the City's e-mail and internal communications services to Microsoft
cloud based platforms to improve resiliency, performance and accessibility.
• Further development of paper -reduction and e-commerce practices including
electronic retention of business license documentation, paperless personnel action
processing, digital contract management and procurement.
Fiscal Year 2017/18 Adopted Budget Page 47
Development and deployment of enhanced public services applications such as GIS
based citizen reporting tools and
interactive digital maps.
Continued expansion of open
government and performance
reporting using the current public
performance dashboard and the
addition of expanded tools such as
interactive maps and data
visualization tools and continue
strategic partnerships for open
governance with the White House
Police Data Initiative and Bloomberg Philanthropies What Works Cities initiative.
• Complete the implementation of the ultra -high speed internet project for the
Archibald and Biane Libraries, providing up to 10 Gbps internet access at library
sites using the California Research and Education Network (CALREN).
• Improve data recovery, loss mitigation, efficiency and security by migrating data
retention to a hybrid of on -premise disk and cloud based services.
Animal Care and Services
The City of Rancho Cucamonga has an innovative Animal Services Department whose mission
is Building a Community in which every Adoptable Pet Finds a Home. The Animal Services
Department cares for more than 5,000 homeless pets annually and responds to more than 7,500
calls for service related to stray animals, rescues, and animal welfare.
The Department oversees the following program areas:
Animal Care: General animal care,
adoptions, reuniting lost pets with owners
and kennel and facility maintenance.
Community and Information Programs:
Volunteer programs, foster care,
fundraising, community outreach, social
media and community
information/education.
Field Services: Animal pickup, rescues, investigations, rabies control, animal licensing,
enforcement of animal regulations, co -exiting with wildlife and community education.
Veterinarian Services: Veterinary treatment for animals housed at the Center, contracts for
outside veterinary services for emergency and after hour care and specialized care; teaching
hospital for Veterinary and Veterinary Assistant students.
Fiscal Year 2017/18 Adopted Budget Page 48
FY 2017/18 Budget Highlights
• The Veterinary Services Department is focusing on
offering no cost and low cost spay and neuter
opportunities in targeted portions of the community.
They will also continue their free spay and neuter
program for both unowned community cats and pet
cats belonging to residents.
• The Department continues to improve the placement
rate for neonatal kittens (1 day old to 8 weeks old)
through the opening of a 24/7 kitten nursery. The
kitten nursery is staff -run and largely volunteer
supported. A Pet Cadet Program (for volunteers
between the ages of 12 and 16) was implemented to
expand the number of volunteers and youth
educational opportunities. This program is made
possible due to expanded fundraising opportunities
and reallocation of other existing funds.
• A capital project is budgeted to build large dog play
yards at the City owned property located at Rochester
and Arrow, nearly adjacent to the Animal Center. The
new play yards will allow the Animal Center to expand
its dog behavior and enrichment program, keeping the
dogs healthier and mentally fit while they await
adoption.
City Clerk/Records Management Department
As a partner in democracy, the City Clerk's Office/Records
Management Department promotes community
involvement and awareness and supports the City
Council, staff and the citizens of Rancho Cucamonga by
coordinating the legislative process and administering City
elections. Governed by provisions of state, election, and
municipal codes, the Department serves to preserve and
protect the legislative history of the City. As a service department, staff assists the public, elected
officials, and the City organization with a number of important activities, including accurately
preparing and processing agendas, and administering the Citywide records management
program including records storage and destruction. The City Clerk's Office administers the
coordination of City elections, including the filing of Candidate Disclosure Statements and
Statements of Economic Interests as required by law.
FY 2017/18 Budget Highlights
• Implement an electronic Agenda Management System.
Fiscal Year 2017/18 Adopted Budget Page 49
• Implement an automated Public Records Request program to streamline
recording, tracking, and responding to public records requests.
• Update Records Management Manual and Retention Schedules and provide staff
training.
• Update City Council Candidate Handbook and plan, coordinate, and disseminate
information on City Council Districts in preparation of November 2018 election.
• Expand the number of document types (minutes/ordinances/resolutions) available
to the public on the City's Website.
• Assist in initiating additional scanning projects, including training, in various City
Departments to help reduce the volume of records stored.
• Update City's Conflict of Interest Code.
City Management
The City Manager is the administrative head of day-to-day city government, equivalent to the
Chief Executive Officer of a private corporation. The City Manager is assisted by three Deputy
City Managers and other staff to ensure there is adequate span -of -control and oversight for all
thirteen departments and 500+ employees. The City Manager enforces municipal codes, directs
daily operations of the City, makes recommendations to the City Council, prepares and monitors
the municipal budget, and appoints and supervises all City department heads and employees.
Rounding out City Management are key personnel who together help staff the Legislative Affairs
and Performance Management Programs, all with the Communications, Healthy RC, and
Community Improvement Divisions.
Legislative Affairs
Staff provides support for the City Council's active role in the League of
California Cities as well as all Federal and State legislative and policy
activities of the City Council. Mayor Dennis Michael continues to be
active in the League of California Cities serving as Immediate Past oAft
President on the Executive Committee. Council Member Spagnolo is 40
serving his second year as President of the League's Inland Empire
Division and Mayor Pro Tern Kennedy serves as Vice Chair of the League's Legislative Task
Force. Key staff and elected/appointed officials also serve on statewide League policy
committees.
Performance Management
The City Manager's Office is leading the development of the City's online performance dashboard
system. The dashboard displays public safety data and community and cultural services data. It
is in the process of being expanded to include performance data for all city operations including
community development, governance and finance, and health and sustainability.
Fiscal Year 2017/18 Adopted Budget Page 50
In Fiscal Year 2016/17, the City was selected to join the What Works Cities Initiative, a
government improvement program conducted by experts from John Hopkins University and
Harvard University. What Works Cities is a national initiative sponsored by Bloomberg
Philanthropies designed to elevate and accelerate cities' use of data and evidence to engage
citizens, improve decision -making, make governments more effective, and better people's lives.
Rancho Cucamonga is one of 100 cities chosen to participate in this yearlong program, which will
be a focus in FY 2017/18.
Communications
The Communications Division goal for the City is to become the "go to source" for information on
happenings, development, events and efforts in the City - building trust and responsiveness so
our residents and the media look to the City for facts versus speculation on social media. Several
opportunities for regional and national exposure aided to enhance the City and leadership image
and staff will continue to capitalize on positive recognition and the many times our leadership are
recognized as leaders in the government profession.
In early 2017, the division received the Award of Merit for the Most Effective Social / New Media
from the California Association of Public Information Officials 2017 Awards of Excellence for its
social strategies campaign utilizing Facebook Live streaming
Q&A session with our City Attorney and whiteboard animation
video which garnered tens of thousands people reached. Staff will
continue to utilize this timely and cost effective method for sharing
the story of our many departments, City news, events and
updates.
social Media7
The Division continues to be the City lead for our State of the City
presentation, and fosters positive relationships with key agency partners and business
relationships for added community value, contribution and engagement with our Rancho
Cucamonga Chamber, Cucamonga Valley Water District, Ontario Convention & Visitors Bureau,
Victoria Gardens, Chaffey College and many business partners. To improve the transparency of
the City and the goal of the Division, the Division will be completing and implementing a Strategic
Communication Plan in FY 2017/18.
Fiscal Year 2017/18 Adopted Budget Page 51
Healthy RC
In March 2017, City Council adopted the Healthy RC Evaluation Plan.
The Evaluation Plan, developed in partnership with community
members and Healthy RC's community stakeholders, builds on the
foundation for community health improvement that was laid by the
Healthy RC Strategic Plan. Highlights of the Evaluation Plan included
a number of positive downward trends.
Environmental Sustainability
The City's Environmental Sustainability Program enjoyed
significant milestones in FY 16/17 with the completion of
the Solar RC Expansion Project and the Sustainable
Community Action Plan as well as leveraging key
partnerships in order to advance sustainability in the
community.
Solar power systems totaling almost two Megawatts (MW)
were installed at five municipal facilities as part of the
SolarRC Expansion Project. Together, these solar power systems will prevent 33,788 metric tons
of carbon dioxide from entering the air over a 25 year period. This is the equivalent of taking 7,100
cars off the road. The City is expected to save more than $6 million in energy costs over the life
of the system.
For FY 2017/18 the launch of the SolarRC Expansion Project Phase 2.0, will add solar installation
for up to five additional City facilities for possible solar installation. Staff is already working on
evaluating the five additional City facilities for possible solar installation. Staff is preparing a
Request for Proposal in order to see what the solar market can offer the City.
Fiscal Year 2017/18 Adopted Budget Page 52
The Sustainable Community Action Plan (Plan) was adopted by
the City Council in April 2017 after an 18 month process. The Plan
serves as a vision for Rancho Cucamonga's sustainable future and
articulates the community values and priorities as guiding
principles in the sustainability plan. The City of Rancho
Cucamonga received a Beacon Platinum Level Spotlight Award for
Sustainability Best Practices from the Institute for Local
Government and the League of California Cities in October 2016.
The Beacon Award recognizes and celebrates California cities that
promote sustainability, reduce greenhouse gas emissions, save
energy, and adopt policies and programs to address climate
change The Platinum Level for which Rancho Cucamonga is
,
receiving, is the highest level of achievement for Sustainability Best Practices and was
accomplished by having robust and active programs in all categories.
Community Improvement
The Community Improvement Division has continued to build an effective team and begin more
pro -active work to enhance the safety and quality of life for all residents and businesses in Rancho
Cucamonga. With full staffing and an updated work schedule, coverage has been expanded to
provide services six days a week to address issues that occur more often on weekends.
An example of the pro -active work is more assertive actions on
nuisance properties, including vacant structures. Whether homes
or commercial buildings, long-term vacant properties can attract
criminal activity or reduce property values in a neighborhood.
Community Improvement Officers are utilizing the authority of the
Municipal Code and California Health & Safety Code to secure
structures, remove hazards such as weeds or stagnant water, and
provide for rehabilitation of the property financed by the value of
the property. These efforts stabilize neighborhoods and support
commUNITY by mitigating the negative factors. In FY 2017/18, we will continue Community
Improvement efforts to proactively respond to nuisance properties and vacant structures.
In 2016, the State of California recognized the profession by establishing training standards and
a certification procedure for employees enforcing municipal codes. Evidencing the existing strong
commitment to employee development in the City, two officers have already received the
designation of Certified Code Enforcement Officer and all others are on track to receive
certification by 2018.
Community Services
The Community Services Department offers high quality recreational and cultural programs and
manages public recreational facilities for Rancho Cucamonga residents, enhancing the quality of
life for individuals of all ages. Department activities are coordinated through seven Divisions:
Administration, Youth and Adult Sports, Youth and Family Programs, Special Events, Cultural
Fiscal Year 2017/18 Adopted Budget Page 53
Arts/Playhouse Operations, Seniors and Human and oversees park development activities
including the planning, design, and renovation of parks and facilities.
FY 2017/18 Budget Highlights
Upgraded Ticketing System at the Lewis Family
Playhouse - Beginning with the 2017/18 Season, the Lewis
Family Playhouse will have an upgraded ticketing system to
accommodate all the ticketing needs for the Playhouse and
other events (such as 4th of July Spectacular) now and in the
future. New features of the upgraded Tickets.com system will
include print at home tickets or purchased tickets that can also
be saved to your smartphone. It will interact with the LFP
Mobile App, and allow subscribers to purchase their
subscriptions online (a feature not currently available with the
existing system). There are many new features that will help
the Box Office staff and our patrons purchase and manage
their tickets needs more efficiently.
Cultural Center Courtyard Redesign - After a series of
meetings with Victoria Gardens Representatives, City
Staff and design consultants over the past several
months, plans for a newly designed Courtyard are soon to
be underway. The concepts aim to create a more inviting
and usable space with shade and seating, a permanent
stage for outdoor performances, an expanded Cultural
Center Cafe, and a more visible Box Office windows are low
all part of the desired elements for the redesign. Exterior
painting is also part of the project which will put a fresh new, contemporary look to
the facility and complement the redesigned Courtyard. Additionally, plans to provide
a covered work area behind the theatre are also being explored in the project.
Major League Softball Inc. (MLS) - As part of a diversified adult sports program,
the Community Services Department partnered with Major League Softball Inc.,
provide year-round adult softball leagues to the community. League games take
place at the Epicenter Sports Complex Monday through Friday evenings and on
Sunday mornings and afternoons. This partnership has been very successful since
the launch in 2016. Where MLS hosted their very first season in Rancho
Cucamonga, bringing in 132 teams. The overall partnership has been very
successful. Net revenue of $103,000 is anticipated from this program in FY
2017/18.
Movies in the Park at Los Amigos - For Summer of
2017, Movies in the Park will add an additional night at
the City of Rancho Cucamonga's newest park, Los
Amigos. On Monday nights from July 10th — August 1st
residents can enjoy a movie under the stars in the
southwest portion of Rancho Cucamonga.
Fiscal Year 2017/18 Adopted Budget Page 54
Korean Baseball - The City of Rancho Cucamonga is excited to have the Korean
baseball team, NC Dinos, back at LoanMart Field. The NC Dinos returned to Rancho
Cucamonga for the conclusion of their spring training. Approximately 120 players
and personnel from the NC Dinos took over LoanMart Field for 3 weeks, training and
holding games against other Korean baseball teams also training in the surrounding
area.
Park Rangers - The Park Ranger program continues to provide the support needed
to the community at large in Rancho Cucamonga. The goal of the Park Ranger
program has been to enhance the City of Rancho Cucamonga's public safety
initiative by protecting and preserving parklands and open space, enforcing
regulations, providing community education, and promoting parks and open space
as a vital community amenity. With the addition of a third Park Ranger position, the
City will have the means to increase Park Ranger Patrol time from 50 to 75 hours
per week, as well as provide more geographical coverage on a daily basis. This will
also assist the Rancho Cucamonga Police Department by decreasing the critical
time in which deputies spend on lower -level calls and will dramatically increase the
ability to dedicate valuable resources to higher level calls critical to the overall safety
of the community as the population continues to grow and usage of parks and open
spaces steadily rises.
RC Sports Center — Construction of the new RC Sports Center began on April 17,
2017. The new RC Sports Center is located in Parking Lot G across the street from
LoanMart Stadium on Rochester Avenue. The Sports Center will feature three
indoor basketball/volleyball courts, concession area with cafe seating, multi -purpose
room, staff area and three outdoor covered basketball/volleyball courts. This project
is approximately 55,000 square feet. There are 255 working days allocated to this
project.
Partnership with Goals Soccer Centers, Inc. — The City entered into a public
private partnership, leasing approximately 4 acres of land at the Epicenter Sports
Complex to develop, operate and maintain, on a long term basis, a "next generation"
recreational sports park featuring at least 10 floodlit, synthetic grass "small -sided"
soccer fields. Once open in 2018, the Goals Center will offer a variety of sporting
activities for participants of all ages including drop in recreational play, instructional
sessions aimed at various skill levels, skills competitions, youth and adult
tournaments, summer and holiday camps, activities aimed at both youth and adult
soccer development and a number of leagues catering to participants of all ages and
abilities. The facility includes a 4,000 square -foot, modern pavilion that features
professionally -styled men's and women's locker rooms and a sports cafe/multi-
purpose room complete with Wi-Fi and flat screen televisions featuring live domestic
and international soccer games.
Improved Friday Night Fun Clubs - In an effort to improve the programming
provided to our special needs community, City staff enhanced the Friday Night Fun
Clubs offered on a monthly basis. Friday Night Fun Clubs will now give participants
more of an experience. Friday Night Fun Clubs included an evening watching the
Quakes play a game, an evening with the Rancho Cucamonga Fire Department and
a night of bowling. In the past, Friday Night Fun Clubs were held at Central Park
with a fun activity.
Fiscal Year 2017/18 Adopted Budget Page 55
• Special Needs Prom - In collaboration with the San Bernardino County
Superintendent of Schools, the City of Rancho Cucamonga provided the special
needs community with a prom all of their own! Participants enjoyed an evening of
dancing, dinner and carriage rides at Central Park. Prom participants were
entertained by the Colony High School dance team and live band.
• Senior Transportation — In conjunction with the YMCA, the Silver Fox Senior
Transportation Program will be expanding during FY 2017/18 to add a third bus. This
additional bus will allow for increase of the capacity of the program ridership by 50%
and will also allow enough flexibility to add doctor's visits to the route. The additional
bus will be 100% subsidized by the San Bernardino County Transportation Authority
through Measure I funds received by the YMCA. The anticipated start date of the
third bus is fall of 2017. In addition, the YMCA is also leading the efforts of applying
through the Federal Transit Authority for additional grant funding to replace the
oldest, existing bus operating in the fleet. We anticipate a decision on this grant
submission by late 2017 or early 2018.
Youth/Teen Programs —The 2017 summer shifts into high gear with the launch of our Specialty
Camp series. This exciting, innovative and creative program will offer experiences for campers
geared to challenge the unique imaginations and interests of each
camper through various activities geared towards S.T.E.A.M., nature,
socialization and life skills. These specifically themed camps created
by our youth programs team will change weekly and will cater
towards unconventional camp expectations. There will also be the
ever -popular Camp Cucamonga Junior, Kinder Camp, Camp Kahuna
and TRAC Summer Camp for children ranging in ages of 3 to 15.
Launching in the fall of 2017 will be the newly branded Teen
Recreation Activity Club (T.R.A.C.). This program will move away
from the traditional, passive drop -in model to a more engaging and
active schedule of programs focused on leadership, job skills, life
skills, and hands-on experiences working in local government. The goal will be to expand
departments in the City, such as Special Needs, Healthy RC, City Clerk's Office, and many more.
Economic and Community Development Group
The Economic Development Group plays a key role in the fiscal health of the City. At its heart,
economic development is about building a healthy local
economy in order to have a healthy community. Economic
Development provides services that assist in business
retention, attraction and expansion, job creation, and
expansion of public infrastructure.
The City's Economic Development Strategic Plan offers new
strategies and improves on existing activities in order to remain
competitive in today's environment. It also ensures that the City is positioned for success in a
new emerging economy and marketplace.
Fiscal Year 2017/18 Adopted Budget Page 56
FY 2017/18 Budget Highlights
Business Support: The Inland Empire Small Business Development Center (IESBDC)
provides a vital role for new and existing business owners. The City in conjunction with
the IESBDC provides Rancho Cucamonga business owners and entrepreneurs with
technical assistance designed to improve their competitive standing in the marketplace.
Ongoing education is also provided by the IESBDC on a monthly basis. This service is
free to Rancho Cucamonga businesses and entrepreneurs.
Business Retention: The Business Visitation Program is
directed at the City's business retention efforts. Staff has
developed a contact list of the top sales tax generators,
top employers, Fortune 500 companies, and long tenured
companies in order to target business visitations. With
the support of other City departments, staff reaches out
to businesses on the list and meets with them individually
to assure the City is meeting the needs of each business
enterprise.
Communication: The City will continue its efforts to rebrand the existing marketing
handouts including its communications portals such as its website, newsletter, and social
media presence. The staff continues to implement the strategies outlined in the Economic
Development Strategic Plan to expand job growth and encourage retail expansion. This
budget year staff, in conjunction with DoIT and the Communications Manager, will focus
on updating the Economic Development website and related links.
• Data and Technology: Economic Development staff will continue its work with the GIS
staff to develop an application for mobile devices and desk top computers that contains
business analytics as well as site selection tools for economic development. Work will also
continue to develop site selection data useful for attracting new incoming businesses.
Planning Department
The Planning Department's primary responsibilities
are developing and implementing comprehensive
plans that reflect the goals and policies of the City.
Ensuring the long term success of the community
through effective management of the City's growth.
Conducting detailed analysis of all development
proposals to verify consistency with the City's Goals
and Policies. And working with other City
Department's to build and maintain a high quality,
balanced, and sustainable community for the Rancho
Cucamonga residents, businesses, and visitors.
The Planning Department has experienced a high number of visits and calls to the Public Counter
over the last fiscal year. The volume of development applications submitted to the City for review
has been steady. As the amount of readily available vacant land within Rancho Cucamonga
Fiscal Year 2017/18 Adopted Budget Page 57
diminishes, development has shifted towards "in -fill" development. In -fill development requires
increased coordination between the City, the applicant, and stakeholders within the community to
ensure compatibility with existing development and consistency with the community's
expectations. Furthermore, new environmental regulations require more detailed analysis of
development applications and more frequent engagement with regulatory agencies.
FY 2017/18 Budget Highlights
The Planning Department is currently reviewing several applications for mixed use
development including projects at major street intersections such as "Day Creek
Square"' at Base Line Road and Day Creek Boulevard, "Town Square - West" at
Foothill Boulevard and Milliken Avenue, and "Rancho Cuvee" at Foothill Boulevard
and Etiwanda Avenue. Staff is also meeting weekly with developers to discuss the
design/technical details and the review process for the initial development
applications for the recently approved Empire Lakes project. These projects have
been enabled by the Department's efforts that are being completed in phases, to
create development standards for mixed use development and establishing areas in
the City suitable for mixed use and transit -oriented development (TOD). These
ongoing efforts are critical to achieving the City's long term goals for sustainable
development. In the future, Staff will begin work on determining the ideal locations
for mixed use "villages" and developing more site -specific standards that will apply
to them.
In mid-2015, the City contracted with Sargent Town Planning to initiate the
preparation of the North Eastern Sphere Annexation Specific Plan (NESASP) to
establish the pre -zoning and potential annexation of the 4,115 acre project area. The
project area extends from Haven Avenue, easterly to the City's boundary with
Fontana, and from the northerly City limits to the National Forest boundary. The
entirety of the project will include the development of a project specific plan, General
Plan Amendment, Zoning Map Amendment, Etiwanda North Specific Plan
Amendment, and all related environmental documentation. Initial design
considerations maintain the northerly 2,915 acres as open space/conservation
areas, and a "residential village" and conservation areas within the approximate
1,200 acre southerly portion. Early concepts include a mix of residential product
types, a central commercial "town center", and public uses and amenities arranged
in a compact and walkable land use pattern. During 2016, City staff and the
Consultant Team have had several meetings with the U.S. Fish and Wildlife Service
and the California Department of Fish and Wildlife to present the project design and
elicit comments regarding potential environmental constraints. Pre -zoning is
tentatively scheduled to be completed by early 2018 and annexation following
through mid to late 2018.
The Planning Department will be organizing a multi -discipline group to coordinate
preparation for the 2020 Census. The first activity will be the Local Update of Census
Addresses (LUCA) that will take place in late 2017/early 2018 to ensure that all
addresses are included in the Census master list that will be used to mail out the
2020 Census.
Fiscal Year 2017/18 Adopted Budget Page 58
• Staff will begin pre -work needed to in advance of a General Plan Update. Work will
include identifying changes or updates needed within the existing General Plan,
brainstorming future development patterns and incorporating the recently adopted
Sustainable Community Action Plan into the General Plan goals and policies.
• The 2017/18 Community Development Block Grant (CDBG) Annual Action Plan will
be based on the Federal appropriation. Due to change in administration, allocations
have yet to be announced. It is anticipated that CDBG funding will decrease 13 to
14% from the previous fiscal year. The CDBG program provides vital housing
programs and services to low -and -moderate income families. Some of these
programs include the Home Improvement Program, Wheelchair Ramps, Sidewalk
Repair, Graffiti Removal Program, and restoration of the Etiwanda Depot. It also
allows assistance to various public service providers including those administered
by outside organizations such as Foothill Family Shelter, House of Ruth, and Camp
Fire.
Building and Safety Services Department
Building and Safety Services enforces a series of nationally recognized standards and
construction codes as well as mandates from the state regulatory agencies, in matters pertinent
to building construction, grading, drainage, water quality and permit process. In addition, Building
and Safety Services also enforces compliance to codes as it relates to energy, ADA laws, places
of assembly, and housing requirements. Field inspections and safety assessments are performed
by field inspectors. Plan checking is accomplished by in-house plan check staff and through the
use of contract engineers, if needed, in order to meet the goal of quality service to the
development community. The Department provides plan checks and inspection for compliance of
California Fire Code and all fire, life and safety inspection activities.
The Building and Safety Services Department, in partnership with the community:
• Supports the community's construction
projects through plan checking, permit and
inspection services
to meet the
requirements of building
and construction
codes, state mandated
regulations and
municipal codes.
• Works with other City
departments to
develop regulations and
conditions FOR
construction projects
through the
entitlement process.
• Coordinates and assist other City departments in managing building and structural
capital improvement projects and enforcing ADA regulations for City facilities.
• Provide emergency responses and damage assessment during and after disaster
events.
Fiscal Year 2017/18 Adopted Budget Page 59
FY 2017/18 Budget Highlights
• This year, the department worked closely with the Santa Ana Regional Water Quality
Control Board to implement new State requirements for septic systems (LAMP).
There were new regulations to be adopted by the City Council in June 2017. The
City will continue to maintain the half -acre minimum lot size for residential properties
with septic systems instead of using the State's mandate of 2.5 acres.
• Additional funds were allocated to the Department for contract services for outside
consultants to provide assistance in plan check and inspection for large, complex
projects.
• This is a year of transition for the Building and Safety Services Department. An
interim Building and Safety Director was hired while the recruitment for a permanent
Director is completed.
• The department continues to provide opportunities for training new and existing staff
on technical code requirements. This training is critical to proper implementation of
the new State Code changes that became effective January 1, 2017.
Public Works Services Department
The Public Works Services Department's mission is to
provide efficient stewardship of the City's public works =
infrastructure. The Department has 4 sections: Facilities:.
Serving 14 facilities and 8 Fire District buildings (over 1 �
million square feet); Parks and Landscape: Maintaining 30
parks (Los Amigos Park was added in April 2017), Adult
Sports Park and baseball stadium, 125 street front miles of
landscape, 72,000 trees, paseos and trails; StreetlFleet/Storm Drain: Care for 532 roadway miles
and 4,171 catch basins and 197 vehicles, 146 On and Off road equipment, 205 signal -controlled
intersections/crossings, and graffiti removal; and, Administration/Project Management: Manage
departmental support services, contracts, safety and risk management, budget, and capital
maintenance projects.
FY 2017/18 Budget Highlights
• Minimum wage impacts continue to be the largest reason for budget increases in the
Public Works budget due to the heavy dependence on contract labor-intensive
services such as janitorial, security guard, and landscape maintenance services.
• Public Works will continue to focus on the goal to reduce overall City water
consumption. Parks staff have been working steadily on identifying areas where
water can be reduced or eliminated in low traffic turf areas.
• As part of the water saving effort, $550,000 has been set aside in LMDs 2 ($110,000)
and 4R ($440,000) specifically for turf removals along with converting existing
planter sections with low water use landscape plants and materials.
• Work will continue into FY 2017/18 to complete a city-wide tree inventory that will
improve the tree trimming process and improve the efficiency of the tree crew.
Fiscal Year 2017/18 Adopted Budget Page 6o
• Public Works staff will also continue to replace or repair worn out rubberized
surfacing at various parks.
• With the good fortune of rain returning to the Inland Empire, so too do the roof leaks
and repairs needed. During the new fiscal year, the roof system will be replaced at
Lions West in addition to repairs being made at Lions East, the Animal Care and
Adoption Center, and the Cultural Arts Center.
• Other new facilities projects for this year include: the repair and maintenance of the
parking deck at the Civic Center; replacement of the carpeting on the upper level
rotunda area and main staircase at the Civic Center; the replacement of the
moveable room divider wall in Celebration Hall at the Cultural Center.
Engineering Services Department
The Engineering Services Department strives to ensure that Rancho Cucamonga has the vital
infrastructure in place to maintain its standing as the premiere community in the region. There
are six sections in the Engineering Services Department. The Administration and Budget Section
provides imperative management and fiscal support to all five Engineering Sections and is
responsible for the City's Capital Improvement Project budgets. The Land Development Section
is responsible for conditioning new development projects to install street improvements and
collection of development impact fees, plan checking street improvement plans and the issuance
of all permits within the public rights -of -way. The Transportation Management Section oversees
the City's traffic and transportation systems, and investigates
and provides recommendations on matters related to traffic
safety. The Capital Project Management Section designs and
manages the construction of City -funded projects. The
Environmental Programs Section is working collaboratively for
an environmentally safe, healthy and sustainable community
today and for future generations. The Rancho Cucamonga
Municipal Utility (RCMU) Section is dedicated to the operation
and administration of the City's electrical distribution system.
FY 2017/18 Budget Highlights
• Pavement rehabilitation of Foothill Blvd from Haven Avenue to Milliken Avenue.
• Haven Avenue community trail improvements along the west side from Wilson
Avenue to Vivienda Street.
• Construction of the Upper Cucamonga storm drain improvements that captures
drainage flows crossing 19th Street, before going south on Amethyst Street and
joining the previously completed phases of the Upper Cucamonga storm drain by
Hellman Avenue.
• Design, construct, and implement an Intelligent Transportation System. This will
decrease maintenance, improve staff efficiency, and improve signal timing
coordination. The project will install conduit, fiber optic cable, and other network
devices to connect the City's traffic signals to the City's Traffic Management Center.
Fiscal Year 2017/18 Adopted Budget Page 61
• Design and construction of two new traffic signals, located at 6th Street & Hellman
Avenue and East Avenue & Highland Avenue. Other traffic related projects include
flashing yellow arrow upgrades along Day Creek Boulevard, the installation of safety
lights at Terra Vista Parkway & Spruce Avenue, and a pedestrian hybrid beacon
installation, "the HAWK", along Base Line Road & Lion Street.
• Upgrade recycling/trash receptacles at local schools and Chaffey Community
College.
• Implementation of Phase II of the Mandatory
(businesses generating 4 or more cubic
yards of organics). Community outreach
and education on recycling and
sustainability to Elementary schools.
• Construction of 2 small line extension
projects adding additional electric and dark
fiber conduits, cabling and vaults to our
existing backbone system.
• RCMU plans to replace almost 600 old
commercial meters with new technologically advanced smart meters in order to
reduce meter reading costs.
Organics Recycling Program
• Implementation of Phase II of the Mandatory Organics Recycling Program
(businesses generating 4 or more cubic yards of organics). Community outreach and
education on recycling and sustainability to Elementary schools.
Library Services
The Rancho Cucamonga Public Library strives to inform and enrich our
community by providing access to traditional and technologically
innovative resources. The Department supports and encourages
education and the love of reading in a welcoming atmosphere with a
knowledgeable, service -oriented staff. These efforts were recognized
nationally when the Library was awarded the National Medal for Museum
and Library Services, the nation's highest honor that can be bestowed
upon a library or a museum. Programs and services offered at the
Archibald Library and Paul A. Biane Library include:
• Children's services, including weekly and special event programs, performing and
cultural arts programs, Homework Center, and Reading Enrichment Center.
• Adult and children's information services.
• Adult and family literacy services.
• Teen and tween services and programming.
• Public -access computers and free computer classes.
Fiscal Year 2017/18 Adopted Budget Page 62
The Library also offers outreach services, featuring bookmobile service
to children and delivery service to the homebound and infirmed elderly.
A full service Virtual Library provides 24/7 access to eBooks, research
databases, online homework tutoring, downloadable music, and local
history information. New sensory story times offer programs targeted
specifically to special needs patrons, and our popular passport
acceptance agency continues to meet a fast-growing demand for
passport services in the community.
FY 2017/18 Budget Highlights
• Further development of the RC Kids
Discovery Space on the 2nd floor of the
Paul A. Biane Library and kick off new
Phase I programming including superhero
costume design and construction classes,
robotics challenges, and a STEAM petting
zoo.
• Purchase a new, state-of-the-art
bookmobile.
• Utilize Collection HQ, a new software created specifically for libraries that will help
to analyze circulation statistics, trends and patterns to make data -driven decisions
in the area of collection management.
• Offer high-speed internet (both wired
and wireless) to the public via CENIC
(the Corporation for Education
Network Initiatives in California.)
Users will experience connectivity
speeds which are 5,000 times faster
than the current speeds.
• Continue to examine and fine-tune
lineup of story times and programs —
23 weekly children's story times,
increase lineup of STEAM (Science,
Technology, Engineering, Art, and
Mathematics) programs, and
continue to pilot new special needs
programming.
• Increase materials collections, in both print and online formats, with new and
updated titles at both Libraries.
Fiscal Year 2017/18 Adopted Budget Page 63
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Fiscal Year 2017/18 Adopted Budget Page 64
Attachment B
2017 CITY COUNCIL GOALS
These 2017 goals were developed at the January 2017 City Council goal -setting session. As noted, many of
these programs and projects are multi -year in nature, in order to develop and implement.
PUBLIC SAFETY
Proactively develop public safety programs and facilities to meet community needs.
PS-1 By March 2017, explore the feasibility of additional measures that allow the Police Department to limit
pedestrian access during the Thoroughbred holiday lights display. Police (prior year Council Goal)
PS-2 By December 2017, continue to build/expand the Public Safety Video Network (PSVN) to include most
major public facilities in town as well as the City perimeter. Police (prior year Council Goal)
PS-3 By December 2016, in partnership with Police, Fire, and Public Works, develop a safety plan for Archibald
Library, Biane Library, Central Park, Lions East and West, and the Family Resource Center. The safety plan
could include increased staff training, recommendations for enhanced video surveillance, and an action
plan in the event of an emergency. Library, Community Services, and Police (prior year Council Goal)
PS-4 By March 2018, award a contract for the construction of the re -build of the San Bernardino Road Station
(172), which will include a Police Department substation, at the new location at the northwest corner of
Vineyard and San Bernardino Road. Fire
PS-5 By December 2017, continue to "Harden the Target" through community training/education/meetings.
Conduct Active Shooter Response training at every campus with school staff (AB 58 2014). Police
PS-6 By June 2017, focus efforts on reducing of mail and package thefts through enhanced patrols, elevating
public awareness; and exploring options with developers and the Post Master regarding location and
security of the community mailboxes. Police
PARKS AND RECREATION DEVELOPMENT
Proceed with planning and development of major parks and recreational projects.
PR-1 By March 2015, develop a plan for enhancements to the Cultural Center Courtyard that include shade and
seating, directional signage from parking areas and design work for future capital improvements.
Community Services, Library, City Manager's Office, and Planning (prior year Council Goal)
PR-2 By March 2018, complete the survey and environmental review, develop a site plan, and establish a rough
cost of development for Etiwanda Creek Park. Community Services
PR-3 By June 2018, complete the construction and begin occupancy of the new community RC Sports Center;
increase the City's disaster resiliency with the RCSC serving as the primary evacuation center during a
catastrophic event. Community Services
PR-4 By June 2018, conduct the public input process for a new Central Park Master Plan. Community Services
Fiscal Year 2017/18 Adopted Budget Page 65
ENHANCING PREMIER COMMUNITY STATUS
As the community matures, undertake programs and projects to enhance Rancho
Cucamonga's position as the premier community in our region.
EP-1 By June 2011, negotiate updated joint use agreements with the elementary school districts. Community
Services (prior year Council Goal)
EP-2 By March 2016, complete the design drawings for a proposed widening of Hellman Avenue at the Metrolink
tracks, including a Traffic Signal at 8th Street, and construct the improvements. Engineering (prior year
Council Goal)
EP-3 By December 2017, position the City to improve its issuer credit rating from the current AA (by S&P) to
AA+ or AAA in the next three years. Finance (prior year Council Goal)
EP-4 By June 2016, develop a Public Art Master Plan to consider how significant art pieces can be
incorporated into future public and private development, to include funding options for both art installation
and long-term maintenance. City Manager's Office and Planning (prior year Council Goal)
EP-5 By March 2017, amend the Rancho Cucamonga Municipal Code regarding Construction Permits for
Excavations and Pavement Cuts. Put in place an Ordinance establishing a moratorium against certain types
of pavement cuts that contribute to early pavement degradation. Engineering
EP-6 By December 2017, complete Phase 1 of the City fiber broadband feasibility study and begin Phase 2 of the
study by issuing a Request for Information (RFI) seeking a private partner to be a potential service provider
in marketing and delivering broadband services to end users. Engineering
EP-7 By June 2017, plan and host a Healthy RC open -streets -type pilot signature event that brings the
community together to celebrate and highlight Rancho Cucamonga's heritage, diversity, culture, and quality
of life for its residents and visitors. City Manager's Office, Community Services, and Engineering
EP-8 By July 2017, develop programming that includes piloting multi -day or week classes for the Biane Library
2nd Floor. Library
MID AND LONG RANGE PLANNING
Begin efforts to develop mid -range and long-term goals and vision for the City.
ML-1 By January 2014, develop and present to City Council a long term financial plan for the fiscal sustainability
of the City's special districts (LMD's, SLD's, CFD's). Administrative Services (prior year Council Goal)
ML-2 By September 2013, review areas with industrial zoning along arterials for possible rezoning to permit
more commercial/office uses. Example of one such area is Rochester/Jack Benny by Quakes Stadium.
Planning and Community Development (prior year Council Goal)
ML-3 By March 2014, review the City's long term objectives for the entire 6,000 acre Sphere area and
identify development, mitigation, preservation and annexation potential. City Manager's Office and
Community Development (prior year Council Goal)
ML-4 By May 2016, review the City's zoning districts and evaluate/investigate creating overlay districts or
specific plan areas that will create villages or development districts in order to revitalize underperforming or
underutilized areas and create synergy amongst the varying land uses. Planning (prior year Council Goal)
ML-5 By June 2016, review the possibility of an open data technology system that provides access to the City's
budget and financial information in order to promote local government transparency and public trust.
Finance and City Manager's Office (prior year Council Goal)
ML-6 By December 2015, work with the community to develop a recommendation for an updated Vision
Statement for the City Council's consideration. City Manager's Office (prior year Council Goal)
ML-7 By December 2017, participate in the Bloomberg Philanthropies' What Works Cities Initiative and
complete the Scope of Work to advance the City's performance analytics and results -driven contracting
capacity. City Manager's Office
Fiscal Year 2017/18 Adopted Budget Page 66
ML-8 By June 2018, building upon existing performance metrics, develop additional tools, such as business
intelligence dashboards and interactive reporting, to visualize and interpret Citywide data in order to
enhance understanding and decision making across applicable service categories. Department of
Innovation $ Technology
ML-9 By December 2017, develop a holistic data and network security strategy that protects the City's
information assets, guards against network incursions, and ensures continuity of operations. Department
of Innovation 8 Technology
ML-10 By December 2020, develop and implement a plan to significantly reduce the City's total water consumption
using the 2013/14 consumption rates as the baseline. Public Works Services
OTHER OBJECTIVES:
Begin multi -year process of revising and/or implementing major City documents and
systems, including:
* None at the present time.
Fiscal Year 2017/18 Adopted Budget Page 67
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Fiscal Year 2017/18 Adopted Budget Page 68
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation Award
PRESENTED TO
City of Rancho Cucamonga
California
For the Fiscal Year Beginning
July 1, 2016
Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented
a Distinguished Budget Presentation Award to the City of Rancho Cucamonga, California for its
annual budget for the fiscal year beginning July 1, 2016. In order to receive this award, a
governmental unit must publish a budget document that meets program criteria as a policy
document, operations guide, financial plan, and communications device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements and will be submitted to GFOA to determine its eligibility for
another award.
Fiscal Year 2017/18 Adopted Budget Page 69
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RANCHO
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
Fiscal Year 2017/18 Adopted Budget Page 71
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Fiscal Year 2017/18 Adopted Budget Page 72
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Name
L. Dennis Michael
Lynne Kennedy
William J. Alexander
Sam Spagnolo
Diane Williams
City Officials
City Council
Mayor
Mayor Pro -Tern
Council Member
Council Member
Council Member
Administration and Department Heads
City Manager
Deputy City Manager/Civic and Cultural Services
Deputy City Manager/Administrative Services
Deputy City Manager/Economic and Community Development
City Attorney
Treasurer
City Clerk
Animal Services Director
Building and Safety Services Director
City Clerk Services Director
Community Services Director
Engineering Services Director/City Engineer
Finance Director
Fire Chief
Human Resources Director
Innovation and Technology Director
Library Director
Police Chief
Public Works Services Director
Term Expires
2018
2020
2018
2020
2018
John R. Gillison
Elisa C. Cox
Lori Sassoon
Jeff Bloom
James L. Markman
James Frost
Janice C. Reynolds
Veronica Fincher
Vacant
Linda Troyan
Jennifer Hunt-Gracia
Jason Welday
Tamara L. Layne
Mike Costello
Robert Neiuber
Darryl Polk
Julie Sowles
Danielle Boldt
Bill Wittkopf
Fiscal Year 2017/18 Adopted Budget Page 73
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Fiscal Year 2017/18 Adopted Budget Page 74
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Organization Chart
t-itizens
of
Rancho Cucamonga
City Clerk I I City Council
City
City Manager
City Treasurer
Administrative
Civic and
Police
Economic and
Services
Cultural Services
Department
Community
Admin/Procurement
Development
Fire
Community
District
Finance
Services
Animal Care
Human
Library
and Services
Resources
Services
Community
Innovation and
Records
Improvement
Technology
Management
Building and
Engineering
FPublic Works
Planning
I
Safetv
Services
Services
Fiscal Year 2017/18 Adopted Budget Page 75
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Fiscal Year 2017/18 Adopted Budget Page 76
Gen
S80,757,570
Governance
Police
Animal Care and Services
Administrative Services
Finance
Human Resources
Economic and Comm. Dev.
Building and Safety
Engineering Services
Planning
Public Works Services
Community Services
nds
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Functional Units by Fund Type
Fiscal Year 2017/18 Adopted Budget
Governance
Comm Dev Technical Services
Police
Reimb St/County Parking Cit
Law Enforcement Reserve
Traffic Safety
Administrative Services
Info Technology -Development
City Technology Fee
Capital Reserve
Finance
Benefits Contingency
Human Resources
Capital Reserve
Economic and Comm. Dev.
Comm Dev Technical Services
City Technology Fee
Building and Safety
Comm Dev Technical Services
City Technology Fee
Mobile Home Park Program
SB1186 Cert Access Special Program
Engineering Services
Comm Dev Technical Services
City Technology Fee
Capital Reserve
Planning
Comm Dev Technical Services
City Technology Fee
Public Works Services
CVWD Reimbursements
County of S.B. Reimbursements
Capital Reserve
Community Services
Capital Reserve
$247,411,470
$127,399,540
Assessment Districts Admin
AB2766 Air Quality Improvement
Beautification
Drainage Facilities
Park Development
Transportation
Etiwanda No. Equestrian Facility
Underground Utilities
Landscape Maintenance Districts
LMD #1 Capital Replacement
Street Light Maintenance Districts
Gas Tax
Measure I
AB 2928 Traffic Congestion Relief
Foothill Blvd Maintenance
Integrated Waste Management
Prop 42-Traffic Congestion Mitig.
Proposition 1B State Funding
Asset Seizure - State and Federal
Citywide Infrastructure Imprv.
Community Dev. Block Grant
Federal Safetea-LU
Prop I - SLPP
Pedestrian Grant/Art 3
Public Resrce Grants/Healty RC
CA Recycle/Litter Reduction Grant
Used Oil Recycling
Safe Routes to School Program
Prop 84 Park Bond Act
Recreation Services
Victoria Gardens Cultural Center
Library Fund
Library Development
CA State Library
Staff Innovation (CA ST LB)
The Big Read Library Gant
COP'S Program Grant - State
Justice Assistance Grant (JAG)
COPS Hiring Program Grant
Dept of Homeland Security Grant
Housing Sucessor Agency
AD 91-2 Redemption -Day Canyon
PD 85 Redemption Fund
PD 85 Capital Replacement
CFD 2000-03 Park Maintenance
Fire Protection District
$450
AD 84-1 Day Creek/Mello
CFD 2001-01
CFD 2003-01 Cultural Center
CFD 2004-01 Rancho Etiwanda Est
CFD 2006-01 Vintner's Grove
Sports Complex
REGIS Connect
Municipal Utility
Utility Public Benefit
al Service
Equipment Nehicle Replacement
Computer Equip/Tech Replacement
Fiscal Year 2017/18 Adopted Budget Page 77
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Snapshot of the City of Rancho Cucamonga
General Information:
The City of Rancho Cucamonga currently has an estimated population of 176,699 and
encompasses approximately 40.2 square miles. It is located between the cities of Upland to the
west, Ontario to the south, Fontana to the east and is in the western section of San Bernardino
County which is in the southern part of the State of California. The local economy includes a
diverse business base of office, light manufacturing and distribution, and retail which emphasizes
the City's efforts at attracting and retaining sales tax generating businesses to help provide a stable
financial base.
Government:
The City of Rancho Cucamonga (the City) was incorporated in 1977 as a general law city under
the provisions of the Government Code of the State of California, and operates under the Council -
Manager form of city government. The City officials elected at large include a Mayor and four
City Council members, a City Clerk and a City Treasurer. The Mayor and Council members are
elected on a staggered basis for a term of four years. There is no limit on the number of terms an
individual can serve as Mayor or as Council members. The Mayor and City Council appoint the
City Manager and City Attorney.
Population (per California State Department of Finance):
2006-172,322
2007-173,916
2008-175,627
2009-177,051
2010-178,904
2011-169,498
2012-171,058
2013-172,299
2014-174,064
2015-175,251
2016-177,324
2017-176,699
Number of Registered Voters (San Bernardino County Registrar of Voters): 86,956
Capital Asset Statistics (per June 30, 2016 CAFR):
Police:
Stations: 1
Patrol units: 63
Public Works:
Streets (miles): 532
Streetlights: 16,744
Traffic signals: 224
Fire:
Fire Stations: 7
Parks and Recreation:
Parks: 31
Acreage: 343
Community centers: 6
Fiscal Year 2017/18 Adopted Budget Page 79
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Population by Age
2010 (Census), 2017 (est), and 2022 (est)
Total
165,269
0-4
6.2%
5-9
6.8%
10 - 14
7.7%
15 - 24
15.6%
25 - 34
14.4%
35 - 44
15.0%
45 - 54
15.7%
55 - 64
10.8%
65 - 74
4.7%
75 - 84
2.3%
85 +
0.9%
Total
176,699
0-4
5.9%
5-9
6.2%
10 - 14
6.7%
15 - 24
13.9%
25 - 34
16.1%
35 - 44
14.1%
45 - 54
14.0%
55 - 64
12.4%
65 - 74
7.0%
75 - 84
2.6%
85 +
1.0%
Total
184,498
0-4
6.0%
5 - 9
6.0%
10 - 14
6.3%
15 - 24
12.1%
25 - 34
16.4%
35 - 44
15.4%
45 - 54
12.8%
55 - 64
12.1%
65 - 74
8.4%
75 - 84
3.4%
85 +
1.1%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2017 and 2022. Esri converted Census 2000 data into 2010 geography.)
Fiscal Year 2017/18 Adopted Budget Page 8o
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Educational Attainment
Current Year
u
Total
118,954
Less than 9th Grade
3.8%
9th - 12th Grade, No Diploma
5.2%
High School Graduate
18.0%
GED/Alternative Credential
2.7%
Some College, No Degree
27.9%
Associate Degree
9.2%
Bachelor's Degree
20.7%
Graduate/Professional Degree
12.6%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2017. Esri converted Census 2000 data into 2010 geography.)
Fiscal Year 2017/18 Adopted Budget Page 81
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Principal Employers
Current Year and Nine Years Ago*
2016 2007
Number of
Employer
Employees'
Rank
Inland Empire Health Plan QEHP)
1,450
1
Chaffey Community College
1,335
2
Etiwanda School District
1,025
3
Amphastar Pharmaceutical
880
4
City of Rancho Cucamonga
855
5
Southern California Edison
800
6
Alta Loma School District
650
7
Big Lots Distribution Center
605
8
Mercury Insurance Company
595
9
Central School District
527
10
West Coast Liquidators
n/a
n/a
Frito-Lay, Inc.
n/a
n/a
CMC Steel Fabricators
n/a
n/a
Percent of
Percent of
Total
Number of
Total
Employment
Employees'
Rank
Employment
1.57%
n/a
n/a
n/a
1.44%
1,516
1
1.87%
1.11%
1,267
2
1.56%
0.95%
880
3
1.09%
0.92%
842
4
1.04%
0.86%
800
5
0.99%
0.70%
750
6
0.92%
0.65%
n/a
n/a
n/a
0.64%
606
7
0.75%
0.57%
n/a
n/a
n/a
n/a
565
8
0.70%
n/a
561
9
0.69%
n/a
517
10
0.64%
Note: "Total Employment" as used above represents the total employment of all employers located within
city limits.
' Includes full-time and part-time employees.
*Only the top ten employers for each year presented have data displayed. If a company did not rank in the top
ten employers for both years presented, then one of the two years will state "n/a".
Source: June 30, 2016 Comprehensive Annual Financial Report
Fiscal Year 2017/18 Adopted Budget Page 82
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Principal Sales Tax Remitters
Current Year and Nine Years Ago
2016
2007
Business Name
Business Category
Business Name
Business Cateeory
Apple
Electronics/Appliance Stores
Ameron International
Contractors
Bass Pro Shops Outdoor World
Sporting Goods/Bike Stores
Ameron Steel Pipe
Contractors
Best Buy
Electronics/Appliance Stores
Apple
Electronics/Appliance Stores
Chevron
Service Stations
Best Buy
Electronics/Appliance Stores
Costco
Discount Department Stores
Chevron
Service Stations
Home Depot
Lumber/Building Materials
Circuit City
Electronics/Appliance Stores
JC Penney
Department Stores
Costco
Discount Department Stores
Jeromes
Home Furnishings
Dan Reshaw Mobil
Service Stations
Living Spaces Furniture
Home Furnishings
Home Depot
Lumber/Building Materials
Lowes
Lumber/Building Materials
JC Penney
Department Stores
Macys
Department Stores
Kayo Oil
Service Stations
Meadowbrook Meat Company
Food Service Equip./Supplies
Living Spaces Furniture
Home Furnishings
Monoprice
Fulfillment Centers
Lowes
Lumber/Building Materials
NIC Partners
Electrical Equipment
Macys
Department Stores
Parallon Supplies Chain Solutions
Medical Biotech
Mervyns
Department Stores
Phos-Check Fire Retardants
Drugs/Chemicals
Novartis Animal Health
Medical/Biotech
Ralphs
Grocery Stores Liquor
Sears
Department Stores
Sears
Department Stores
Shell/Texaco
Service Stations
Tamco
Heavy Industrial
Southwire
Energy/Utilities
Target
Discount Department Stores
Tamco
Heavy Industrial
Tesoro Refining & Marketing
Service Stations
Target
Discount Department Stores
Vector Resources
Contractors
Walmart
Discount Department Stores
Verizon Wireless
Electronics/Appliance Stores
Walters Wholesale Electric
Plumbing/Electrical Supplies
Walmart
Discount Department Stores
West End Material Supply
Lumber/Building Materials
Walters Wholesale Electric
Plumbing/Electrical Supplies
Wickes
Home Furnishings
* Firms listed alphabetically
Source: June 30, 2016 Comprehensive Annual Financial Report
Fiscal Year 2017/18 Adopted Budget Page 83
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2017/18 Adopted Budget Page 84
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Budget Guide
The purpose of the City of Rancho Cucamonga's budget is to serve as a "blueprint" for providing City
services and as a working financial plan for the fiscal year. It also represents the official organization
plan, by which, City policies, priorities, and programs are implemented. It provides the means to
communicate to the residents, businesses, and employees how the City's financial sources are used to
provide services to the community. The budget includes both the operating costs to manage the City and
the capital improvement projects that the City plans to undertake during the fiscal year.
The budget is organized by fund, by department, and by account. A fund is defined as a fiscal accounting
entity with a self -balancing set of accounts recording cash and other financial resources, together with all
related liabilities and balances, which are segregated for the purpose of carrying on specific activities in
accordance with special regulations, restrictions, or limitations. A department (e.g., Administrative
Services) is an organizational unit with divisions (e.g., Purchasing). "Line" accounts provide the details
of the type of expenditure that each department/division spends — e.g., salaries, benefits, supplies, and so
forth.
The budget document can be broken down into the following sections:
Introduction: This section includes the City Manager's executive summary to the City Council and
describes what is in the budget, including budget issues and policies that lead to the development of the
budget. It also includes the City's GFOA Distinguished Budget Presentation Award.
General Information: This section includes a listing of City Officials; a City-wide Organization Chart;
a Functional Units by Fund Type chart; various demographic and economic data for the City; a Budget
Guide; and a description of the Budget Process.
Summaries of Financial Data: This section provides a variety of financial analyses such as multi -year
revenue comparisons for the operating budget and the total budget; multi -year expenditure comparisons
for the operating budget and the total budget; and the beginning and ending fund balances for each fund.
Departmental Budget Details: This section divides the document by department. It starts with City
Council. The reader will find a narrative of the department describing each division and each program
within that department; current year budget highlights; multi -year comparisons of expenditures by funding
source and category; multi -year summaries of budgeted full and part time staffing; performance statistics;
and services to the community.
Capital Improvement Program: This section provides a summary of the capital improvement projects
planned for the year including their descriptions, funding sources, and the estimated cost of each project.
Fiscal Year 2017/18 Adopted Budget Page 85
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Budget Process
The City's budget process begins in January. The City Manager outlines the goals and directives
for the development of the coming year's budget based on the results of the semi-annual Council
goal setting workshops. Finance distributes the budget calendar, instructions, forms, and budget
worksheets to the departments. Public Works Services coordinates the departmental building
modification and vehicle replacement requests. Engineering coordinates the capital improvement
project requests.
After the departments have input their budget requests, Finance compiles the data and calculates
the total amount requested including estimated revenues and projected fund balances. The City
Manager and Finance Director hold departmental budget meetings. Subsequently, the City
Manager makes his recommendations and Finance prepares the proposed budget document. The
City Manager submits the proposed budget to City Council. The Council conducts a budget study
session; sets a public hearing; and adopts the budget prior to the beginning of the fiscal year.
After the budget is adopted, staff integrates the budgetary data into the City's accounting system.
Month -end reports are distributed to the departments to monitor budget performance throughout
the year.
Capital Improvement Projects Budget Process: The City maintains a rolling Five -Year Capital
Improvement Program (CIP). In February each year, the Engineering Services Department solicits
proposals from the other City departments for inclusion in the coming year's capital improvement
projects budget. Around the same time, the Finance Department provides Engineering Services
the estimated fund balances available for appropriation for CIP. These fund balances usually come
from Special Revenue Funds and Capital Projects Funds. Both these fund types are earmarked for
specific uses.
Engineering Services staff then prepares the Capital Improvement Project form, which provides
detailed information about the proposed capital improvement project. Typically, a project costing
$5,000 or more (with some exceptions depending on the type of project) is categorized as a capital
improvement project.
During the departmental budget meetings, the City Manager and staff conduct a "walkthrough" of
the various proposed projects. After the City Manager's evaluation of what will be included in the
proposed budget, the CIP is submitted to the Planning Commission to determine if the projects
conform to the General Plan. The proposed CIPs relating to parks are also submitted to the Parks
and Recreation Commission for comments and recommendations.
Budget amendments: Supplemental appropriations, when required during the fiscal year, require
approval by the City Council. Although supplemental appropriations can occur throughout the
fiscal year, a comprehensive update to budgeted figures occurs once per year as part of the
Amended Budget process which is presented to the City Council in May each fiscal year. Budget
changes within each department or between accounts are approved by the City Manager and/or the
respective department head depending on the dollar threshold of the budget change.
Fiscal Year 2017/18 Adopted Budget Page 86
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Budget Process
Basis of budgeting: The City uses the modified accrual basis in budgeting governmental funds.
This means that obligations of the City, including outstanding purchase orders, are budgeted as
expenses and revenues are recognized when they are both measurable and available to fund current
expenditures.
For proprietary funds, the budget is prepared on a full accrual basis. This means expenses are
recognized when incurred and revenues are recognized when due the City. Depreciation expense
is not included in budgeting for proprietary funds but the full purchase price of equipment is
included in the budget.
Basis of accounting: The City uses the modified accrual basis of accounting for governmental
funds. Revenues are recorded when measurable and available to fund current expenditures.
Expenditures are recorded when the services are substantially performed or the goods have been
received and the liabilities have been incurred. The City's proprietary funds use the full accrual
basis of accounting; revenues are recorded when earned and expenses are recorded when incurred.
Budgetary control is maintained at the department level within each fund. The City also maintains
an encumbrance accounting system budgetary control. Estimated purchase amounts are
encumbered prior to the release of purchase orders to vendors. At fiscal year end, all operating
budget appropriations lapse. Open encumbrances are reported as reservations of fund balances at
fiscal year end.
Budgetary Data: Annual budgets are legally adopted for all funds on a basis consistent with
generally accepted accounting principles, except for the following funds for which no budget is
proposed for FY 2017/18:
Special Revenue Funds:
AD 93-1 Masi Commerce Center
Community/Rec Center Development
Library Impact Fee
Police Impact Fee
SB 140
Various Grant Funds
Capital Projects Funds:
ADs 82-1, 86-2
Park Land Acquisition
Park Improvement
Animal Center Impact Fee
General City Street Lights
Henderson/Wardman Drainage
CFDs 2000-01, 2003-01, 2004-01,
2006-02
The following Flow Chart describes the City's annual budget process.
Fiscal Year 2017/18 Adopted Budget Page 87
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
January
FINANCE
Analyze and Project
Revenue Estimates
February
FINANCE
Present Mid -Year
Budget Review
March/April
CITY MANAGER/
FINANCE DIRECTOR
Budget Meetings with
Departments
May 1
CITY MANAGER
Submit Proposed
Budget to City Council
Budget Process
February
DEPARTMENTS
Early January Submit Budget
Requests to Finance
Department
BUDGET
KICK-OFF
February/March
April/May
FINANCE
Prepare Proposed
Budget
June
CITY COUNCIL/
CITY MANAGER
Conduct Budget
Study Session
FINANCE
Review and Analyze
Budget Requests/
Finalize Revenue
Projections
May
ENGINEERING/
PUBLIC WORKS
CIP presented to
Planning Commission
June
CITY COUNCIL
Hold Public Hearing
and Adopt Budget
Fiscal Year 2017/18 Adopted Budget Page 88
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Fiscal Year 2017/18 Adopted Budget Page 89
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FINANCIAL SUMMARY - OPERATING BUDGET
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Description Actual Budget Budget
Revenues By Category:
Taxes
$ 98,706,562
$ 99,562,610
$103,597,090
Licenses & Permits
4,044,696
4,161,040
4,210,180
Fines & Forfeitures
952,317
836,040
931,710
Use of Money & Property
878,917
902,880
965,060
Charges for Services
3,142,160
3,338,440
3,391,150
Intergovernmental
157,863
177,150
190,950
Other
7,530,999
4,099,580
4,681,230
Transfer In
2,366,399
2,548,200
2,736,120
Total Revenues
$117,779,913
$115,625,940
$120,703,490
Expenditures By Department:
Governance:
City Council
$ 111,291
$ 128,160
$ 123,930
City Clerk
1,873
1,940
1,910
City Treasurer
8,638
12,150
12,230
City Management
1,880,308
2,218,720
2,500,600
Total Governance
$ 2,002,110
$ 2,360,970
$ 2,638,670
Public Safety:
Fire District
$
33,337,847
$
33,242,760
$
35,014,090
Police
32,922,454
35,610,630
37,363,370
Animal Care Services
2,924,837
3,155,980
3,236,220
Total Public Safety
$
69,185,138
$
72,009,370
$
75,613,680
Civic and Cultural Services:
Records Management
$
540,005
$
490,530
$
512,000
Community Services
4,530,255
5,025,020
5,223,800
Library Services
3,768,717
4,730,730
5,163,710
Total Civic and Cultural Services
$
8,838,977
$
10,246,280
$
10,899,510
Administrative Services:
Administration/General Government
$
9,378,757
$
7,440,240
$
7,436,020
Finance
1,400,207
1,749,550
1,883,970
Human Resources
650,468
827,840
1,009,580
Innovation and Technology
2,436,685
3,526,360
3,723,860
Total Administrative Services
$
13,866,117
$
13,543,990
$
14,053,430
Economic and Community Development:
Administration
$ 443,229
$ 737,080
$ 810,680
Building and Safety Services
1,622,965
2,019,300
1,848,380
Engineering Services
2,351,039
2,267,690
2,421,460
Planning
1,896,184
1,884,240
1,829,760
Public Works Services
8,552,551
10,355,420
10,819,800
Total Economic and Community Development
$ 14,865,968
$ 17,263,730
$ 17,730,080
Total Expenditures
$108,758,310
$115,424,340
$120,935,370
Excess of Revenues Over (Under) Expenditures
$ 9,021,603
$ 201,600
$ (231,880)
See Notes to Financial Summary
Fiscal Year 2017/18 Adopted Budget Page go
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FINANCIAL SUMMARY - ALL FUNDS
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
Revenues By Category:
Taxes
$ 121,485,674
$ 121,176,660
$ 126,631,900
Licenses & Permits
4,353,409
4,420,100
4,469,240
Fines & Forfeitures
1,328,323
1,316,710
1,289,220
Use of Money & Property
6,478,320
5,193,850
5,628,210
Charges for Services
18,074,317
19,224,340
19,938,490
Intergovernmental
24,248,243
17,091,140
15,817,610
Development Fees
4,016,732
3,957,000
3,632,000
Other
15,136,164
6,071,210
22,959,250
Transfer In
11,246,103
7,690,220
7,438,890
Total Revenues
$ 206,367,285
$ 186,141,230
$ 207,804,810
Expenditures By Department:
Governance:
City Council
$
111,291
$
128,160
$
123,930
City Clerk
1,873
1,940
1,910
City Treasurer
8,638
12,150
12,230
City Management
1,953,107
2,268,450
2,510,330
Total Governance
$
2,074,909
$
2,410,700
$
2,648,400
Public Safety:
Police
$
34,254,762
$
36,979,230
$
38,862,340
Fire District
41,446,183
58,271,970
50,737,950
Animal Care Services
2,924,837
3,155,980
3,236,220
Total Public Safety
$
78,625,782
$
98,407,180
$
92,836,510
Civic and Cultural Services:
Records Management
$
540,005
$
490,530
$
512,000
Community Services
10,221,978
13,671,010
11,899,540
Library Services
5,615,151
5,091,180
5,393,080
Total Civic and Cultural Services
$
16,377,134
$
19,252,720
$
17,804,620
Administrative Services:
Administration/General Government
$ 16,230,652
$ 18,332,460
$ 30,042,870
Finance
5,271,852
5,596,530
20,158,070
Human Resources
650,468
827,840
1,009,580
Innovation and Technology
4,054,985
5,048,190
4,828,100
Total Administrative Services
$ 26,207,957
$ 29,805,020
$ 56,038,620
Economic and Community Development:
Administration
$ 624,398
$ 1,273,160
$ 1,057,200
Building and Safety Services
1,626,715
2,063,450
1,892,740
Engineering Services
32,071,116
50,289,120
39,785,800
Planning
3,031,774
11,028,010
8,249,940
Public Works Services
21,706,997
26,018,160
27,097,640
Total Economic and Community Development
$ 59,061,000
$ 90,671,900
$ 78,083,320
Total Expenditures
$ 182,346,782
$ 240,547,520
$ 247,411,470
Excess of Revenues Over (Under) Expenditures
$ 24,020,503
$ (54,406,290)
$ (39,606,660)
See Notes to Financial Summary
Fiscal Year 2017/18 Adopted Budget Page 91
CITY OF RANCHO CUCAMONGA, CALIFORNIA
NOTES TO FINANCIAL SUMMARY
Fiscal Year 2017/18 Adopted Budget
The accompanying Financial Summary reports provide a snapshot of the City of Rancho Cucamonga,
California's operating budget as well as the organization as a whole. The City's operating budget is
comprised of the General Fund (Fund 001), the Fire District Operational Funds (Funds 281,282, 283), and
the Library Fund (Fund 290).
Financial Summary — Operating Budget:
2015/16 Actual: Generally, revenues for the Operating Budget were higher than anticipated and expenditures
were less than anticipated. The primary cause of overall operating revenues exceeding operating
expenditures was the Fire District's receipt of a one-time distribution from the Public Agency Self -Insurance
System (PASIS) in the amount of $3,709,808 for the Fire District's share of the now dissolved entity. PASIS
facilitated payments of the Fire District's workers compensation claims. Effective for Fiscal Year 2015/16,
the Fire District's workers compensation insurance is handled through the Public Agency Risk Sharing
Authority of California (PARSAC), which is the same JPA that handles the City's insurance.
2016/17 Adopted and 2017/18 Adopted: The City's goal is to adopt a balanced Operating Budget with the
exception of the planned use of reserves. For FY 2016/17, there was no planned use of reserves; however,
for FY 2017/18, the Library Fund included the planned use of reserves in the amount of $231,880 to fund the
replacement of the Library's popular Bookmobile. The use of reserves by the Library Fund for FY 2016/17
was offset by an anticipated contribution to reserves in the amount of $184,650 for Community Facilities
District (CFD) 85-1 (Fund 282). This contribution to reserves will be utilized in a future year to replace
certain capital assets within the CFD. All other Fire District Operational Funds were balanced for FY
2016/17. For FY 2017/18, the City adopted balanced budgets for the General Fund and the Fire District
Operational Funds.
Financial Summary — All Funds:
2015/16 Actual: Revenues increased slightly from the prior year overall, with some shifting of revenues
between categories. Revenues from taxes increased $6,695,805 or 5.8% due to growth in the City's assessed
valuation and new secured properties being added to the tax roll for property taxes as well as healthy
economic activity resulting in additional sales tax revenue. Intergovernmental revenues increased $8,076,293
or 49.9% due to reimbursements from various governmental agencies for their share of operating and capital
projects for general infrastructure improvements throughout the City, such as the Base Line/I-15 Interchange
project. Expenditures increased slightly from the prior year as well. Notable changes from the prior year
include the current year property purchases for the Fire District's Fire Station 178 and relocation of the San
Bernardino station.
2016/17 Adopted and 2017/18 Adopted: The Operating Budget is incorporated into this schedule. In addition
to the discussion noted above regarding the Operating Budget, many of the other City funds have capital
outlay expenditures budgeted which are funded by resources accumulated over a period of time. This can
result in overall expenditures exceeding revenues in a given year, depending on the level of capital
improvement activity. The Capital Improvement Program (CIP) section of this document details out the
projects budgeted for FY 2017/18 and includes the funding sources. Some of the larger items included in the
CIP include the Citywide Street Light Acquisition ($9,779,290) and Citywide Street Light LED Retrofit
($4,121,440), both of which will be funded by an interfund advance from the Capital Reserve Fund; the
relocation of the San Bernardino Fire Station ($9,420,000); and the construction of the Cucamonga Storm
Drain Upper Phase 11($3,900,000).
Fiscal Year 2017/18 Adopted Budget Page 92
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Fiscal Year 2017/18 Adopted Budget Page 93
City of Rancho Cucamonga, California
Fiscal Year 2017/18 Adopted Budget
Special Districts Summary
The City of Rancho Cucamonga has eleven Landscape Maintenance Districts (LMDs), eight Street
Lighting Maintenance Districts (SLDs) as well as several other Special Districts such as one Benefit
Assessment District (AD), various Community Facilities Districts (CFDs), and one Park and
Recreation District (PD). Three of these other Special Districts provide funding for maintenance of
specific public improvements within the City — AD 91-2, PD-85, and CFD 2000-03. Those Special
Districts, along with the various LMDs and SLDs, are summarized below and in the following
schedule to identify those Special Districts with fiscal sustainability issues that will need to be
addressed in future years.
When the LMDs were established, they were created in conjunction with new development coming
into the City, and were intentionally designed to ensure that each district bore the costs of the
maintenance of the infrastructure that provides special benefit to the property owners. The
assessments received for LMDs are utilized only for the maintenance and operation of parks and other
landscaping within the boundaries of each district. Maintenance and operation includes, but is not
limited to, turf, ground cover, planter beds, shrubs, plants and trees, landscape lighting, irrigation
systems, electrical energy for irrigation controllers, insect/disease control, graffiti removal,
hardscapes, entry signs, sound walls and all appurtenant facilities. The City utilizes current year
assessment revenues, prior year carryovers, and (in some cases) contributions from the General Fund
to meet each district's annual expenses. The budgeted contributions from the General Fund for FY
2017/18 are $123,740 for LMD #1, $293,490 for LMD #2 and $52,460 for LMD #6R.
The SLDs provide street light coverage throughout the general city and planned communities. Each
year the assessments received are earmarked for the maintenance and operation of street lights, traffic
signals and appurtenant facilities. This maintenance and operation includes the cost and supervision
of street lighting maintenance, including repair, removal or replacement of all or any part of any
improvement providing for lighting within these Districts. The budgeted contribution from the
General Fund for FY 2017/18 is $350,170 for SLD #2 and $105,100 for SLD #7. The deficit fund
balance for SLD #5 will also be addressed in future years through a phased -in approach.
PD-85 was originally created to provide funds to finance the cost of construction, maintenance,
operation and debt service payments for Heritage Community Park and Red Hill Community Park.
Heritage Community Park is a 40-acre facility located on the southwest corner of Hillside Road and
Beryl Street. Red Hill Community Park is 42 acres and is located on the southwest corner of Base
Line Road and Vineyard Avenue. The District's boundary includes all of the City of Rancho
Cucamonga with the general exception of land east of the Deer Creek Channel and the Victoria, Caryn
and Terra Vista Planned Communities. The annual assessments levied and collected are dedicated to
the ongoing maintenance and operation and periodic capital improvement expenditures for the parks.
The budgeted contribution from the General Fund for FY 2017/18 is $203,990.
AD 91-2 was formed for the protection of certain properties with the construction of a 27+ acre-foot
desilting basin and a 1,460+ linear foot concrete drainage channel. Annual assessments provide
funding for the annual maintenance of these basins.
CFD 2000-03 was formed to build certain public facilities in the Rancho Summit housing tracts within
the City. Annual assessments from Special Tax B provide for the maintenance of these public
Fiscal Year 2017/18 Adopted Budget Page 94
City of Rancho Cucamonga, California
Fiscal Year 2017/18 Adopted Budget
Special Districts Summary
facilities which include parks and parkways. The FY 2017/18 Budget includes a 2% increase in the
annual assessments.
Following is a summary of changes in fund balances for each of the districts mentioned above. The
summary includes prior years' actuals for revenues and expenditures, with a break out of support
from other funds, along with budgeted revenues and expenditures for FY 2017/18.
Fiscal Year 2017/18 Adopted Budget Page 95
CITY OF RANCHO CUCAMONGA, CALIFORNIA
LANDSCAPE MAINTENANCE DISTRICTS, STREET LIGHTING MAINTENANCE DISTRICTS,
AND OTHER MAINTENANCE DISTRICTS
CHANGES IN FUND BALANCE
FY 2015/16
Fund Balance Actual Support From Actual Fund Balance
Fund # Fund Name 6/30/2015 Revenues Other Funds Expenditures 6/30/2016
LANDSCAPE MAINTENANCE DISTRICTS
130
LMD,
#1 GENERAL CITY
620,155:'
1,270,029
941,457
131
LMD
#2 VICTORIA
2,808,795''
3,388,063
328,570 3,220,583
132
LMD
#3A HYSSOP
40,922''1
4,333
5,658
133
LMD
#313 MEDIANS
1,175,045
1,329,509
786,638
134
LMD
#4R TERRA VISTA
3,617,571
2,903,425
2,093,643
135
LMD
#5 ANDOVER
70,048
3,188
30,608
136
LMD
#6R CARYN COMMUNITY
228,556
475,498
387,009
137
LMD
#7 NORTH ETIWANDA
825,375
1,006,860
867,267
138
LMD
#8 SOUTH ETIWANDA
65,793
33,561
30,436
139
LMD
#9 LOWER ETIWANDA
2,119,187
204,879
471,369
140
LMD
#10 RANCHO ETIWANDA
965,544
596,813
476,093
141
LMD
1 CAPITAL REPLACEMENT
0
STREET LIGHTING DISTRICTS
151
SLD #1 ARTERIAL
734,031
815,324
1,044,540
152
SLD #2 RESIDENTIAL
191,571
367,035
350,170 710,133
153
SLD #3 VICTORIA
1,186,664
373,363
348,564
154
SLD #4 TERRA VISTA
507,813
172,653
143,248
155
SLD #5 CARYN COMMUNITY
(32,564)
43,586
77,771
156
SLD #6 INDUSTRIAL AREA
397,926
139,241
117,322
157
SLD #7 NORTH ETIWANDA
(50,819)
125,819
105,100 226,039
158
SLD #8 SOUTH ETIWANDA
2,024,185
101,639
92,352
OTHER MAINTENANCE DISTRICTS
838 AD 91-2 REDEMPTION -DAY CANYON
847 PD 85 CAPITAL REPLACEMENT
848 PD 85 REDEMPTION FUND
868 CFD 2000-03 PARK MAINTENANCE
33,454
1,306,715
429,084
55,369
1,114,497
424,797
Fiscal Year 2017/18 Adopted Budget Page 96
FY 2016/17
Estimated
FY 2017/18
Estimated
Estimated Support From
Estimated Fund Balance Budgeted
Support From Budgeted
Fund Balance
Revenues Other Funds
Expenditures 6/30/2017 Revenues
Other Funds Expenditures
6/30/2018
1,277,070
3,339,030
4,120
1,083,620
2,919,370
2,930
484,210
981,710
33,470
193,490
585,330
180
815,160
397,830
367,470
180,820
44,210
143,650
129,560
93,590
33,100
230
1,263,910
445,590
121,360
276,640
31,880
50,000
90,000
350,170
105,100
116,800
230,580
1,213,790
3,791,020
6,770
1,213,980
2,821,500
7,840
503,220
1,049,730
40,500
576,370
592,870
40,000
1,039,240
699,730
345,430
165,660
80,170
125,710
217,250
95,600
57,120
41,260
1,625,210
488,530
1,305,510
123,410
1,362,480
1,199,808
3,441,420
293,490
4,136,170
2,728,235
4,170
8,570
32,547
1,082,550
1,046,920
1,623,186
2,779,140
2,735,910
4,568,452
2,910
9,970
30,658
497,350
52,460
515,610
364,115
986,910
50,000
1,136,830
847,027
34,940
36,560
60,268
321,850
660,250
1,131,416
592,480
613,980
1,057,224
480
90,000
40,000
100,660
5,032,430
5,286,260
26,905
4,959,490
350,170
5,403,390
153,183
2,134,400
2,137,070
1,230,833
1,087,910
1,241,780
398,509
445,690
488,910
(145,929)
761,960
775,060
424,685
1,407,220
105,100
1,532,100
(48,309)
411,190
423,260
2,019,392
33,090
28,270
44,966
690
116,800
40,000
153,260
1,305,950
203,990
1,322,070
1,262,469
454,140
498,080
387,528
Fiscal Year 2017/18 Adopted Budget Page 97
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Fiscal Year 2017/18 Adopted Budget Page 98
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Revenue
Summaries
Fiscal Year 2017/18 Adopted Budget Page 99
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Fiscal Year 2017/18 Adopted Budget Page 100
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Revenue and Resource Estimates
The City receives a multitude of revenue from many sources, most of which must be accounted
for separately and their identity kept intact. Revenue projections in the Fiscal Year 2017/18
Preliminary Budget are estimated using historical information, expert analysis, data collected from
the State Controller, the State Department of Finance, the League of California Cities, the San
Bernardino County Auditor -Controller's Office, and numerous financial indicators. Utilizing
historical revenue data, a general sense of the economic status of the local community, and other
indicators noted above, the City's budget staff produce a financially conservative picture of the
near future.
Concurrent with the near -term revenue projections, City budget staff, using the same data and
historical data noted above, keep a running five-year forward projection that we use in conjunction
with our near -term estimates to help guide the agency's medium and long-term planning for
expenditures.
Major Revenues of Funds
Operating Budget. The City's Operating Budget, which is comprised of the City General Fund,
Fire District Operational Funds, and City Library Fund, is primarily supported by seven key
revenue sources. These key revenue sources include: sales tax, vehicle license fees (VLF and
Property Tax in Lieu of VLF), franchise fees, property tax, development fees, business licenses,
and transient occupancy tax.
Sales Tax. California sales tax is imposed on the total retail price of any tangible personal property
(excluding a variety of state mandated exemptions), while use tax is imposed on the purchaser for
eligible transactions when sales tax has not been collected. The sales and use tax rate in San
Bernardino County is currently 7.75%, of which Rancho Cucamonga receives 1% from the
California State Board of Equalization (SBOE) for transactions occurring within the City. The
City also receives its share of the Proposition 172 half -cent public safety sales tax from the County
of San Bernardino in addition to the amount distributed directly by the State. The City works
closely with its sales tax consultant, HdL Companies, in projecting sales tax revenue. Based on
HDL's analysis of the trend in year-to-date tax receipts, macroeconomic conditions (done in
collaboration with its partner Beacon Economics) and an examination of local business data, the
consultant anticipates the City will receive sales tax revenue of $30.5 million for FY 2017/18, a
$1.7 million or 5.9% increase over the FY 2016/17 budget.
Vehicle license fees (VLFand Property Tax in lieu of VLF). The majority of this revenue source
is Property Tax in lieu of VLF and is a result of the VLF for property tax swap of 2004 which was
part of the state -local budget agreement. Growth in this revenue source is based on the increase
in the City's assessed valuation of the properties within the City. This was a change from the
growth factor used for VLF which was the change in the City's population. The City works closely
with its property tax consultant, HdL Coren & Cone, to project the growth in the City's assessed
valuation.
Fiscal Year 2017/18 Adopted Budget Page io1
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Revenue and Resource Estimates
SB89 of 2011 eliminated, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated
under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature's efforts
to solve the state's chronic budget problems, the bill shifted all city VLF revenues to fund law
enforcement grants that previously had been paid by a temporary state tax and — prior to that — by
the state general fund. The League of California Cities challenged this action in court as a
Constitutional violation. Unfortunately, in March 2013, the petition was denied. Staff will
continue to track any new developments in this area regarding potential appeals, etc. Cities should
expect zero VLF revenues on a go forward basis unless and until there is a change in law. The
City receives a small amount of VLF in Excess from the State which is allocated under Revenue
and Taxation Code Section 11001.5(b). Half of these revenues go to counties and half go to cities
apportioned on a population basis. Overall revenues for vehicle license fees (VLF and Property
Tax in lieu of VLF) are projected to be $18,113,300 which is a $818,440 or 4.7% increase from
the FY 2016/17 budget.
Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable providers
within the City as "rent" for the use of the streets and rights of way within our municipality.
Revenues are projected based on estimated population increases (based on the State Department
of Finance's population estimates adjusted for the impact of the projected date of build -out in the
City), anticipated rate changes, and known changes in activities communicated by the respective
service providers. Franchise fees are projected to be $6,553,060 which is a $298,150 or 4.4%
decrease from FY 2016/17.
Property tax. Property tax is an ad valorem (value -based) tax imposed on real property such as
land, buildings, and tangible personal property. Property tax revenue is collected by the County
of San Bernardino and allocated according to State law among cities, counties, school districts,
and special districts. Rancho Cucamonga property owners pay a basic tax equal to 1 % of the
assessed value on real property. The City's share of this property tax dollar is approximately 5.11
cents (shared between the City General Fund and City Library Fund) and the Fire District's share
of this property tax dollar is approximately 12.48 cents, for a total of 17.59 cents for the City's
operating budget. The City works with its property tax consultant in projecting property tax
revenue, an estimate made with four factors in mind: property turnover rate, pricing and appeals
exposure, new construction activity, and Proposition 13's annual inflation adjustment. After
considering these factors, the City's consultant has projected that Rancho Cucamonga's property
tax revenue will increase 4.68%.
Property tax revenues for the City General Fund (including post -RDA property tax revenue) have
increased overall by $293,760 or 4.0% from FY 2016/17, with property transfer taxes projected to
increase by $245,140 or 26.7%. The Library's property tax has increased by $114,460 or 2.8%
from FY 2016/17 and continues to include the statutory pass -through payment from the County of
San Bernardino, formerly paid by the now dissolved Redevelopment Agency. The Fire District
General Fund property tax revenue has increased by $823,340 or 3.5% from FY 2016/17, partially
due to the County's annual inflation adjustment combined with new secured properties being
added to the tax roll and positive home buying activity. Additionally, a larger percentage of the
Fiscal Year 2017/18 Adopted Budget Page 102
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Revenue and Resource Estimates
post -RDA property tax revenues are being allocated to the Fire General Fund resulting in a
corresponding decrease in these revenues being allocated to the District's Capital Reserve Fund.
Property tax revenue for the Fire District's two Community Facilities Districts (CFDs) increased
by $22,880 or .3% from FY 2016/17. The District continues to be committed to maintaining CFD
rates without CPI increases to the extent practical and, where possible, to reduce rates in a prudent
manner.
Development fees. Development fees are collected through the Community Development
departments and are projected based upon known or anticipated development projects within the
City. Depending on what phase a project is in for a given fiscal year, the corresponding Building
and Safety, Engineering, or Planning Fees are adjusted accordingly. Based on input received from
the Community Development departments, development fees are projected to increase by $9,000
(excluding special services fees) or .2%, from FY 2016/17.
Business licenses. The City taxes businesses for the privilege of conducting business within the
City. The amount of the tax is determined based on either gross receipts or gross payroll for the
business. Business Licenses revenues are projected to increase $40,450 or 1.5% from FY 2016/17.
Transient Occupancy Tax (TOT). TOT is a 10% tax applied to the cost of hotel or other lodging
stays of less than 30 days. Factors influencing TOT revenues include business and leisure travel
and room rate increases. Additionally, the City anticipates the opening of two new hotels during
FY 2017/18 that will contribute to increased revenues for part of the year. The growth factor
applied to this revenue source is the Consumer Price Index (CPI) as published by the U.S.
Department of Labor, Bureau of Labor Statistics to anticipate potential room rate increases as well
as increased travel due to a slightly improving economy. The Transient Occupancy Tax (TOT) is
projected to increase $331,340 or 9.7% from FY 2016/17.
The revenues discussed above total $109,988,400 and represent 91.1% of the City's Operating
Budget and 52.9% of the City's overall budget.
Other Funds. Revenues for the other City funds are comprised of various taxes, charges for
services, intergovernmental, and other sources. Property taxes are collected for the City's various
Landscape Maintenance Districts (LMDs), Street Lighting Districts (SLDs), and various special
districts. These property tax revenues total $14,245,520, or 6.9%, of the City's overall budget.
The amounts of the assessments have been calculated in accordance with the governing regulations
and are assessed on a per parcel or per dwelling unit basis. Certain special districts have a
provision for an annual CPI increase, but the majority of the special districts do not have such a
provision. All revenues collected are legally restricted for use in the respective special districts
only.
Additional property tax revenues are reflected in the Fire Protection Capital Fund in the amount
of $7,444,820, or 3.6%, of the City's overall budget. These property tax revenues represent the
tax increment that was collected by the Redevelopment Agency in prior years for Fire District
Fiscal Year 2017/18 Adopted Budget Page 103
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Revenue and Resource Estimates
capital expenditures. Due to the elimination of the Redevelopment Agency on February 1, 2012,
these revenues are now distributed directly to the Fire District and will be used for the same capital
expenditure purposes.
Charges for services are received for Community Services recreational and community activities,
in the amount of $2,183,410, as well as for the City's Municipal Utility, in the amount of
$11,968,320, which provides electrical service to a portion of the City. Together, these revenues
represent 6.8% of the City's overall budget. All charges for services are set by fee resolutions
which are approved by the City Council and comply with all State laws regarding fees and taxes
including Proposition 26. Intergovernmental revenues include the various State Gas Tax revenues
as well as grant income received. The State provides revenue estimates during the City's budget
process and grant income is projected based on the amount applied for. Intergovernmental
revenues represent $15,738,270, or 7.6%, of the City's overall budget.
Included in other revenues is the interfund advance from the Capital Reserve Fund to the Street
Light Maintenance District funds in the amount of $14,105,220 for the acquisition of streetlights
from Southern California Edison and LED lighting retrofits.
Other sources of revenue include interest earnings, reimbursements from other funds, and transfers
in.
Fiscal Year 2017/18 Adopted Budget Page 104
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Fiscal Year 2017/18 Adopted Budget Page 105
City of Rancho Cucamonga, California
Revenue Summary by Category
Operating Budget*
Fiscal Year 2017/18 Adopted Budget
Intergovernmental Other
Charges for SPrvir.Pc
2.81°
erIn
Use of Money & P
0.80%
Fines & Forfeitures
0.77%
Licenses & Permit!
3.49%
Taxes:
Property Tax**
$ 62,756,790
Sales Tax
30,545,700
Franchise Fees
6,553,060
Transient Occupancy Tax
3,737,450
Admissions Tax
4,090
Subtotal -Taxes
103,597,090
Licenses & Permits
4,210,180
Fines & Forfeitures
931,710
Use of Money & Property
965,060
Charges for Services
3,391,150
Intergovernmental
190,950
Other
4,681,230
Transfer In
2,736,120
Total Operating Budget $ 120,703,490
*Operating Budget is comprised of the City General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290).
**Includes Property Tax In -Lieu of VLF in the amount of $18,033,960 for the City General Fund
(Fund 001).
Fiscal Year 2017/18 Adopted Budget Page 1o6
City of Rancho Cucamonga
Revenue Summary by Category
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
001 - GENERAL FUND
TAXES
$
65,148,696
$
64,595,300
$
67,669,100
LICENSES & PERMITS
4,023,498
4,141,160
4,190,300
FINES & FORFEITURES
714,678
614,340
705,010
USE OF MONEY & PROPERTY
212,415
385,500
401,590
CHARGES FOR SERVICES
2,948,348
3,182,660
3,167,870
INTERGOVERNMENTAL
148,496
152,150
165,950
OTHER
2,454,353
2,785,340
2,827,270
TRANSFER IN
1,294,800
1,594,400
1,630,480
TOTAL 001 - GENERAL FUND
$
76,945,284
$
77,450,850
$
80,757,570
281 - FIRE FUND
TAXES
$
22,714,836
$
23,681,880
$
24,505,220
LICENSES & PERMITS
21,198
19,880
19,880
FINES & FORFEITURES
71,210
41,700
66,700
USE OF MONEY & PROPERTY
489,533
366,410
409,380
CHARGES FOR SERVICES
7,464
12,820
5,820
OTHER
4,956,943
1,123, 820
1,656,040
TRANSFER IN
74,323
0
0
TOTAL 281 - FIRE FUND
$
28,335,507
$
25,246,510
$
26,663,040
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
$
5,803,797
$
5,955,300
$
5,984,420
USE OF MONEY & PROPERTY
47,269
34,710
30,140
CHARGES FOR SERVICES
678
1,800
1,800
OTHER
4,383
0
0
TRANSFER IN
0
0
16,090
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$
5,856,127
$
5,991,810
$
6,032,450
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
$
1,200,573
$
1,234,730
$
1,228,490
USE OF MONEY & PROPERTY
(264)
0
0
CHARGES FOR SERVICES
0
560
560
OTHER
(14,561)
0
0
TRANSFER IN
997,276
953,800
1,089,550
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
$
2,183,024
$
2,189,090
$
2,318,600
290 - LIBRARY FUND
TAXES
$
3,838,660
$
4,095,400
$
4,209,860
FINES & FORFEITURES
166,429
180,000
160,000
USE OF MONEY & PROPERTY
129,964
116,260
123,950
CHARGES FOR SERVICES
185,670
140,600
215,100
INTERGOVERNMENTAL
9,367
25,000
25,000
OTHER
129,881
190,420
197,920
TOTAL 290 - LIBRARY FUND
$
4,459,971
$
4,747,680
$
4,931,830
TOTAL OPERATING BUDGET
$
117,779,913
$
115,625,940
$
120,703,490
Fiscal Year 2017/18 Adopted Budget Page 107
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
001 - GENERAL FUND
TAXES
4101 Property Taxes-CY Secured
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4105 Property Taxes -Supplemental
4106 Property Taxes -Unitary
4107 Property Transfer Tax
4111 Property Tax In -Lieu of VLF
4113 Property Tax- Post RDA Res Bic
4120 Sales and Use Tax
4121 Prop 172-Half Cent Sales Tax
4122 Sales Tax In -Lieu (Triple Flp)
4125 Transient Occupancy Tax
4126 Admissions Tax
4130 Franchise Fee -Gas & Electric
4131 Franchise Fee-Resid. Refuse
4132 Franchise Fee -Comm. Refuse
4133 Franchise Fee -Cable
4135 Franchise Fee -Towing Services
TOTAL TAXES
LICENSES & PERMITS
4201 Business Licenses
4207 Building Permits
4208 Bldg Pmt-Strong Motion Fees
4209 Mobile Home Permit
4210 Bldg Permits-SB 1473(90% to CA)
4215 Animal Licenses
4216 Parking Permits
4220 Other Licenses & Permits
4231 Business Licenses-P/Y
4232 Business Licenses -Penalties
TOTAL LICENSES & PERMITS
FINES & FORFEITURES
4301 Vehicle Code Fines
4302 Parking Citations
4306 Vehicle Release Fees
4307 Citation Proof of Corr Fees
4308 General Ordinance Fines
4309 False Alarm Fees
4310 Loud Party Ordinance Fines
4313 Other Fines & Forfeitures
TOTAL FINES & FORFEITURES
USE OF MONEY & PROPERTY
4401 Interest Earnings
2015/16
Actual
$ 3,833,623
156,767
84,566
290,999
99,477
786,112
1,065,015
16,638,217
1,784,026
24,650,919
507,094
5,744,180
3,055,397
4,063
2,586,477
1,029,723
1,374,060
1,457,981
n
2016/17
Adopted
Budget
4,010,590
168,180
94,070
334,210
188,140
653,220
916,750
17,223,880
1,890,780
28,305,450
549,130
0
3,406,110
3,580
2,927,710
1,031,210
1,389,760
1,502,530
n
2017/18
Adopted
Budget
4,216,500
172,430
93,010
320,060
109,410
852,210
1,161,890
18,033,960
1,869,330
30,001,810
543,890
0
3,737,450
4,090
2,510,470
1,030,610
1,478,320
1,458,660
75 O00
$ 65,148,696
$
64,595,300
$
67,669,100
$ 2,492,030
$
2,523,370
$
2,562,230
1,100,941
1,200,000
1,200,000
4,271
0
9,000
5,472
2,970
2,500
661
780
780
292,530
310,000
310,000
360
150
150
952
650
810
12,691
10,920
11,090
113,590
92,320
93,740
$ 4,023,498
$
4,141,160
$
4,190,300
$ 52,397
$
80,080
$
32,340
273,302
253,420
233,730
143,190
144,160
170,110
1,470
1,440
1,830
56,264
35,790
161,690
45,625
38,020
54,220
0
100
100
142,430
61,330
50,990
$ 714,678
$
614,340
$
705,010
$ 330,040
$
302,950
$
325,860
Fiscal Year 2017/18 Adopted Budget Page 1o8
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
4402 Unrealized Gain
4419 Other Rental/Lease Income
4440 Sale of Fixed Assets
4442 Gain/Loss on Investment
TOTAL USE OF MONEY & PROPERTY
CHARGES FOR SERVICES
4501 Plan Check Fees
4508 Planning Fees
4509 Planning- Special Services Fee
4510 Engineering Fees
4511 Engineering - Special Services
4554 Park Maintenance Fees
4556 Sports Lighting Fees
4560 Fingerprint Fees
4563 Candidates Filing Fees
4564 Returned Item Charge
4570 Sale of Printed Materials
4571 Sale of Taxable Items
4630 Animal Adoption Fees
4631 Animal Spay/Neuter Fees
4633 Animal Boarding Fees
4634 Animal Impound Fees
4636 Owner Surrender Fees
4638 Microchipping Fee
4639 Rabies Vaccination Fee
4640 Vaccination Services
TOTAL CHARGES FOR SERVICES
INTERGOVERNMENTAL
4701 Motor Vehicle In -Lieu Fees
4710 Homeowners Property Tax Relief
TOTAL INTERGOVERNMENTAL
OTHER
2016/17
2015/16
Adopted
Actual
Budget
112,928
0
33,356
32,480
25,331
50,070
(289,240)
0 _
$ 212.415 $
385.500 $
$ 1,051,173
684,174
4,244
938,173
0
(71)
0
29,488
0
840
15,908
519
151,723
10,425
10,124
21,295
16,325
5,255
15
8,737
$ 2,948,347
$ 980,000
700,000
440,000
760,000
50,000
0
0
29,630
13,590
460
14,980
0
130,000
9,000
10,000
20,000
14,000
4,500
0
6,500
$ 3,182,660
2017/18
Adopted
Budget
0
25,660
50,070
n
401.590
980,000
700,000
440,000
760,000
50,000
0
600
22,420
0
670
14,180
0
130,000
9,000
11,000
21,000
15,000
7,500
0
� cnn
S 3.167.870
$ 70,457 $ 70,980 $
78,039 81,170 _
$ 148.496 $ 152.150 $
4901 Other Revenue
$ 812,104 $
667,660
4905 Contributions/Fundraising
80,541
82,660
4911 Reimbursement from Other Funds
130,117
869,210
4913 State Mandate Reimbursement
284,012
0
4914 Non -Abated Reimbursements
119,180
95,410
4915 Bad Debt Recovery
0
6,430
4917 RDASA Admin Allowance
828,324
863,970
4918 Housing SA Admin Allowance
200,000
200,000
4941 Other Revenue - ActiveNet
74
0
TOTAL OTHER
$ 2,454,352 $
2,785,340
TRANSFER IN
8006 Transfer In -Fund 006
$ 39,450 $
37,140
8188 Transfer In -Fund 188
0
350,170
79,340
86,610
165.950
713,880
82,660
816,820
0
146,750
3,220
863,940
200,000
n
$ 2,827,270
$ 39,170
350,170
Fiscal Year 2017/18 Adopted Budget Page log
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
8705 Transfer In -Municipal Utility
1,255,350
1,207,090
1,241,140
TOTAL TRANSFER IN
$
1,294,800
$
1,594,400
$
1,630,480
TOTAL 001 - GENERAL FUND
$
76,945,282
$
77,450,850
$
80,757,570
281 - FIRE FUND
TAXES
4101 Property Taxes-CY Secured
$
14,782,186
$
15,198,750
$
16,091,400
4102 Property Taxes-CY Unsecured
595,691
667,970
693,360
4103 Property Taxes-PY Sec & Unsec
422,790
375,460
460,240
4104 Property Taxes-Penalties/Int.
151,940
155,020
165,390
4105 Property Taxes -Supplemental
375,457
301,350
408,710
4106 Property Taxes -Unitary
536,776
447,820
590,210
4110 Homeowners Exemption
168,131
170,660
168,130
4112 Property Tax- Post RDA
5,681,866
6,364,850
5,927,780
TOTAL TAXES
$
22,714,837
$
23,681,880
$
24,505,220
LICENSES & PERMITS
4211 Fire Permits
$
21,198
$
19,880
$
19,880
TOTAL LICENSES & PERMITS
$
21,198
$
19,880
$
19,880
FINES & FORFEITURES
4309 False Alarm Fees
$
0
$
1,500
$
1,500
4313 Other Fines & Forfeitures
396
3,200
3,200
4316 Weed Abatement
70,814
37,000
62,000
TOTAL FINES & FORFEITURES
$
71,210
$
41,700
$
66,700
USE OF MONEY & PROPERTY
4401 Interest Earnings
$
285,007
$
274,870
$
314,080
4402 Unrealized Gain
117,655
0
0
4419 Other Rental/Lease Income
89,456
91,540
95,300
4440 Sale of Fixed Assets
1,486
0
0
4442 Gain/Loss on Investment
(4,070)
0
0
TOTAL USE OF MONEY & PROPERTY
$
489,534
$
366,410
$
409,380
CHARGES FOR SERVICES
4501 Plan Check Fees
$
2,808
$
7,500
$
3,500
4546 FSD Fees
0
140
140
4548 D.U.I. Recovery
0
280
280
4549 Hazmat Recovery
0
900
900
4553 Fire Maintenance Fees
4,656
4,000
1,000
TOTAL CHARGES FOR SERVICES
$
7,464
$
12,820
$
5,820
OTHER
4901 Other Revenue
$
3,736,837
$
12,700
$
10,100
4905 Contributions/Fundraising
100
0
0
4913 State Mandate Reimbursement
12,763
19,000
19,000
4914 Non -Abated Reimbursements
577,361
441,800
591,800
4916 Reimbursement from OPEB Trust
629,883
650,320
1,031,740
Fiscal Year 2017/18 Adopted Budget
Page 110
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Artua1 RurlaPt Rudaet
4941 Other Revenue - ActiveNet
0
0
3,400
TOTAL OTHER
$
4,956,944
$
1,123,820
$
1,656,040
TRANSFER IN
8380 Transfer In - HSG Fire F380
$
74,323
$
0
$
0
TOTAL TRANSFER IN
$
74,323
$
0
$
0
TOTAL 281 - FIRE FUND
$
28,335,510
$
25,246,510
$
26,663,040
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
4101 Property Taxes-CY Secured
$
5,753,955
$
5,908,080
$
5,940,580
4103 Property Taxes-PY Sec & Unsec
38,616
36,220
36,220
4104 Property Taxes-Penalties/Int.
11,226
11,000
7,620
TOTAL TAXES
$
5,803,797
$
5,955,300
$
5,984,420
USE OF MONEY & PROPERTY
4401 Interest Earnings
$
37,226
$
34,710
$
30,140
4402 Unrealized Gain
10,043
0
0
TOTAL USE OF MONEY & PROPERTY
$
47,269
$
34,710
$
30,140
CHARGES FOR SERVICES
4552 CFD Annexation Fees
$
678
$
1,800
$
1,800
TOTAL CHARGES FOR SERVICES
$
678
$
1,800
$
1,800
OTHER
4901 Other Revenue
$
4,383
$
0
$
0
TOTAL OTHER
$
4,383
$
0
$
0
TRANSFER IN
8281 Transfer In -Fire Fund
$
0
$
0
$
16,090
TOTAL TRANSFER IN
$
0
$
0
$
16,090
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$
5,856,127
$
5,991,810
$
6,032,450
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
4101 Property Taxes-CY Secured
$
1,181,402
$
1,208,320
$
1,217,140
4103 Property Taxes-PY Sec & Unsec
15,301
18,860
9,290
4104 Property Taxes-Penalties/Int.
3,870
7,550
2,060
TOTAL TAXES
$
1,200,573
$
1,234,730
$
1,228,490
USE OF MONEY & PROPERTY
4401 Interest Earnings
$
(269)
$
0
$
0
4402 Unrealized Gain
6
0
0
TOTAL USE OF MONEY & PROPERTY
$
(263)
$
0
$
0
CHARGES FOR SERVICES
4552 CFD Annexation Fees
$
0
$
560
$
560
Fiscal Year 2017/18 Adopted Budget
Page ill
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2015/16
Actual
TOTAL CHARGES FOR SERVICES
OTHER
4901 Other Revenue
TOTAL OTHER
TRANSFER IN
8281 Transfer In -Fire Fund
TOTAL TRANSFER IN
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
290 - LIBRARY FUND
TAXES
4101 Property Taxes-CY Secured
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4105 Property Taxes -Supplemental
4106 Property Taxes -Unitary
4113 Property Tax- Post RDA Res Blc
TOTAL TAXES
FINES & FORFEITURES
4312 Library Fines and Fees
TOTAL FINES & FORFEITURES
USE OF MONEY & PROPERTY
4401 Interest Earnings
4402 Unrealized Gain
4410 Media Rentals
4419 Other Rental/Lease Income
TOTAL USE OF MONEY & PROPERTY
CHARGES FOR SERVICES
4512 Library Card & Merchndse Sales
4515 Information Service Fees
4565 Passport Processing Fees
4567 Passport Photo Fees
4570 Sale of Printed Materials
4690 Contract Classes -Library
4691 Program Revenue -Library
TOTAL CHARGES FOR SERVICES
INTERGOVERNMENTAL
4740 Grant Income
TOTAL INTERGOVERNMENTAL
OTHER
4901 Other Revenue
$ (14,561) $
2016/17 2017/18
Adopted Adopted
Budget Budget
0 $ 0
0 $ 0
$ 997,276 $ 953,800 $ 1,089,550
$ 2,183,025 $ 2,189,090 $ 2,318,600
$ 3,511,239
$
3,689,840
$
3,863,750
86,057
89,120
94,650
46,422
49,850
51,060
54,602
99,700
60,060
0
26,550
0
140,340
140,340
140,340
$ 3,838,660
$
4,095,400
$
4,209,860
$ 166,429
$
180,000
$
160,000
$ 166,429
$
180,000
$
160,000
$ 42,313
$
36,260
$
41,950
19,943
0
0
67,708
80,000
80,000
0
0
2,000
$ 129,964
$
116,260
$
123,950
$ 15
$
0
$
0
508
600
600
125,887
95,000
120,000
31,773
21,000
30,000
27,487
24,000
24,000
0
0
25,500
0
0
15,000
$ 185,670
$
140,600
$
215,100
$ 9,367
$
25,000
$
25,000
$ 9,367
$
25,000
$
25,000
$ (119)
$
420
$
420
Fiscal Year 2017/18 Adopted Budget Page 112
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
4907 Private Contributions Library
4909 RC Library Foundation Support
4911 Reimbursement from Other Funds
TOTAL OTHER
TOTAL 290 - LIBRARY FUND
TOTAL OPERATING BUDGET
2016/17
2015/16 Adopted
Actual Budget
130,000 130,000
0 60,000
0 0
Q 170 Q21 Q ion n')n
$ 4,459,971
$
4,747,680
$ 117,779,915
$
115,625,940
2017/18
Adopted
Budget
130,000
65,000
2,500
$ 197,920
$ 4,931,830
$ 120,703,490
Fiscal Year 2017/18 Adopted Budget Page 113
City of Rancho Cucamonga, California
Revenue Summary by Category
All Funds
Fiscal Year 2017/18 Adopted Budget
Other
11.05%
Development Fees
1.75%_
Intergovernmental
7.61 %
Charges for Services
9.59%
Use of Money &--.-
Property
2.71 %
Fines & Forfeitures
0.62%
Licenses & Permits
2.15%
Transfer In
3.58%
Taxes
$ 126,631,900
Licenses & Permits
4,469,240
Fines & Forfeitures
1,289,220
Use of Money & Property
5,628,210
Charges for Services
19,938,490
Intergovernmental
15, 817,610
Development Fees
3,632,000
Other
22,959,250
Transfer In
7,438,890
Total All Funds Budget $ 207,804,810
Fiscal Year 2017/18 Adopted Budget Page 11.4
City of Rancho Cucamonga
Revenue Summary by Category
All Funds
Fiscal Year 2017/18 Adopted Budget
2015/16
Actual
2016/17
Adopted
Budget
2017/18
Adopted
Budget
CITY OF RANCHO CUCAMONGA
TAXES
$ 84,520,296
$ 84,146,400
$ 87,468,950
LICENSES & PERMITS
4,332,211
4,400,220
4,449,360
FINES & FORFEITURES
1,257,113
1,275,010
1,222,520
USE OF MONEY & PROPERTY
5,402,699
4,481,230
4,733,850
CHARGES FOR SERVICES
18,065,857
19,208,160
19,929,310
INTERGOVERNMENTAL
24,248,243
17,091,140
15,817,610
DEVELOPMENT FEES
4,016,732
3,957,000
3,632,000
OTHER
10,103,195
4,947,390
21,295,770
TRANSFER IN
10,174,505
6,736,420
6,333,250
TOTAL CITY OF RANCHO CUCAMONGA
$ 162,120,851
$ 146,242,970
$ 164,882,620
R.C. FIRE PROTECTION DISTRICT
TAXES
$ 36,965,378
$ 37,030,260
$ 39,162,950
LICENSES & PERMITS
21,198
19,880
19,880
FINES & FORFEITURES
71,210
41,700
66,700
USE OF MONEY & PROPERTY
1,075,569
712,620
894,360
CHARGES FOR SERVICES
8,460
16,180
9,180
OTHER
4,946,765
1,123,820
1,663,480
TRANSFER IN
1,071,598
953,800
1,105,640
TOTAL R.C. FIRE PROTECTION DISTRICT
$ 44,160,178
$ 39,898,260
$ 42,922,190
TOTAL ALL FUNDS BUDGET
$ 206,281,029
$ 186,141,230
$ 207,804,810
Fiscal Year 2017/18 Adopted Budget Page 115
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
001 - GENERAL FUND
4101 Property Taxes-CY Secured
$ 3,833,623 $
4,010,590 $
4,216,500
4102 Property Taxes-CY Unsecured
156,767
168,180
172,430
4103 Property Taxes-PY Sec & Unsec
84,566
94,070
93,010
4104 Property Taxes-Penalties/Int.
290,999
334,210
320,060
4105 Property Taxes -Supplemental
99,477
188,140
109,410
4106 Property Taxes -Unitary
786,112
653,220
852,210
4107 Property Transfer Tax
1,065,015
916,750
1,161,890
4111 Property Tax In -Lieu of VLF
16,638,217
17,223,880
18,033,960
4113 Property Tax- Post RDA Res Blc
1,784,026
1,890,780
1,869,330
4120 Sales and Use Tax
24,650,919
28,305,450
30,001,810
4121 Prop 172-Half Cent Sales Tax
507,094
549,130
543,890
4122 Sales Tax In -Lieu (Triple Flp)
5,744,180
0
0
4125 Transient Occupancy Tax
3,055,397
3,406,110
3,737,450
4126 Admissions Tax
4,063
3,580
4,090
4130 Franchise Fee -Gas & Electric
2,586,477
2,927,710
2,510,470
4131 Franchise Fee-Resid. Refuse
1,029,723
1,031,210
1,030,610
4132 Franchise Fee -Comm. Refuse
1,374,060
1,389,760
1,478,320
4133 Franchise Fee -Cable
1,457,981
1,502,530
1,458,660
4135 Franchise Fee -Towing Services
0
0
75,000
4201 Business Licenses
2,492,030
2,523,370
2,562,230
4207 Building Permits
1,100,941
1,200,000
1,200,000
4208 Bldg Pmt-Strong Motion Fees
4,271
0
9,000
4209 Mobile Home Permit
5,472
2,970
2,500
4210 Bldg Permits-SB 1473(90% to CA)
661
780
780
4215 Animal Licenses
292,530
310,000
310,000
4216 Parking Permits
360
150
150
4220 Other Licenses & Permits
952
650
810
4231 Business Licenses-P/Y
12,691
10,920
11,090
4232 Business Licenses -Penalties
113,590
92,320
93,740
4301 Vehicle Code Fines
52,397
80,080
32,340
4302 Parking Citations
273,302
253,420
233,730
4306 Vehicle Release Fees
143,190
144,160
170,110
4307 Citation Proof of Corr Fees
1,470
1,440
1,830
4308 General Ordinance Fines
56,264
35,790
161,690
4309 False Alarm Fees
45,625
38,020
54,220
4310 Loud Party Ordinance Fines
0
100
100
4313 Other Fines & Forfeitures
142,430
61,330
50,990
4401 Interest Earnings
330,040
302,950
325,860
4402 Unrealized Gain
112,928
0
0
4419 Other Rental/Lease Income
33,356
32,480
25,660
4440 Sale of Fixed Assets
25,331
50,070
50,070
4442 Gain/Loss on Investment
(289,240)
0
0
4501 Plan Check Fees
1,051,173
980,000
980,000
4508 Planning Fees
684,174
700,000
700,000
4509 Planning- Special Services Fee
4,244
440,000
440,000
4510 Engineering Fees
938,173
760,000
760,000
4511 Engineering - Special Services
0
50,000
50,000
Fiscal Year 2017/18 Adopted Budget Page 116
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4554 Park Maintenance Fees
(71)
0
0
4556 Sports Lighting Fees
0
0
600
4560 Fingerprint Fees
29,488
29,630
22,420
4563 Candidates Filing Fees
0
13,590
0
4564 Returned Item Charge
840
460
670
4570 Sale of Printed Materials
15,908
14,980
14,180
4571 Sale of Taxable Items
519
0
0
4630 Animal Adoption Fees
151,723
130,000
130,000
4631 Animal Spay/Neuter Fees
10,425
9,000
9,000
4633 Animal Boarding Fees
10,124
10,000
11,000
4634 Animal Impound Fees
21,295
20,000
21,000
4636 Owner Surrender Fees
16,325
14,000
15,000
4638 Microchipping Fee
5,255
4,500
7,500
4639 Rabies Vaccination Fee
15
0
0
4640 Vaccination Services
8,737
6,500
6,500
4701 Motor Vehicle In -Lieu Fees
70,457
70,980
79,340
4710 Homeowners Property Tax Relief
78,039
81,170
86,610
4901 Other Revenue
812,104
667,660
713,880
4905 Contributions/Fundraising
80,541
82,660
82,660
4911 Reimbursement from Other Funds
130,117
869,210
816,820
4913 State Mandate Reimbursement
284,012
0
0
4914 Non -Abated Reimbursements
119,180
95,410
146,750
4915 Bad Debt Recovery
0
6,430
3,220
4917 RDASA Admin Allowance
828,324
863,970
863,940
4918 Housing SA Admin Allowance
200,000
200,000
200,000
4941 Other Revenue - ActiveNet
74
0
0
8006 Transfer In -Fund 006
39,450
37,140
39,170
8188 Transfer In -Fund 188
0
350,170
350,170
8705 Transfer In -Municipal Utility
1,255,350
1,207,090
1,241,140
TOTAL 001 - GENERAL FUND
$ 76,945,282 $
77,450,850 $
80,757,570
003 - REIMB ST/COUNTY PARKING CIT
4303 Parking Cit Surcharge -State
$ 8,636 $
8,840 $
9,960
4304 Parking Cit Surchrge-County
6,477
6,190
7,470
4305 Parking Cit Surcharge-Cnty Crt
25,908
26,520
29,880
4402 Unrealized Gain
64
0
0
4901 Other Revenue
45,879
46,840
44,360
TOTAL 003 - REIMB ST/COUNTY PARKING CIT
$ 86,964 $
88,390 $
91,670
006 - CVWD REIMBURSEMENTS
4402 Unrealized Gain
$ 2,164 $
0 $
0
4745 Other Intergov'tl Reimbursemnt
395,055
300,000
325,000
TOTAL 006 - CVWD REIMBURSEMENTS
$ 397,219 $
300,000 $
325,000
008 - CNTY OF S. B. REIMBURSEMENTS
4402 Unrealized Gain
$ 65 $
0 $
0
4745 Other Intergov'tl Reimbursemnt
111,217
93,300
93,300
4914 Non -Abated Reimbursements
0
2,750
2,750
8001 Transfer In -General Fund
41,040
0
0
Fiscal Year 2017/18 Adopted Budget Page 117
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
TOTAL 008 - CNTY OF S. B. REIMBURSEMENTS
$
152,322
$
96,050
$
96,050
016 - COMM DEV TECHNICAL SRVCS FUND
4401 Interest Earnings
$
24,545
$
25,320
$
24,820
4402 Unrealized Gain
8,253
0
0
4518 General Plan Update Fee
28,535
30,790
30,790
TOTAL 016 - COMM DEV TECHNICAL SRVCS FUND
$
61,333
$
56,110
$
55,610
017 - LAW ENFORCEMENT RESERVE
4401 Interest Earnings
$
84,862
$
98,150
$
92,910
4402 Unrealized Gain
31,826
0
0
TOTAL 017 - LAW ENFORCEMENT RESERVE
$
116,688
$
98,150
$
92,910
018 - TRAFFIC SAFETY
4301 Vehicle Code Fines
$
334,985
$
439,120
$
310,200
4401 Interest Earnings
351
0
0
4402 Unrealized Gain
(2)
0
0
8001 Transfer In -General Fund
0
0
58,920
TOTAL 018 - TRAFFIC SAFETY
$
335,334
$
439,120
$
369,120
019 - INFO TECHNOLOGY -DEVELOPMENT
4401 Interest Earnings
$
5,887
$
6,490
$
6,410
4402 Unrealized Gain
2,091
0
0
4519 Information Technology Revenue
146,409
158,000
158,000
TOTAL 019 - INFO TECHNOLOGY -DEVELOPMENT
$
154,387
$
164,490
$
164,410
020 - CITY TECHNOLOGY FEE FUND
4401 Interest Earnings
$
1,153
$
1,300
$
970
4402 Unrealized Gain
288
0
0
4517 Technology Fee -Permit
171,035
179,000
182,000
TOTAL 020 - CITY TECHNOLOGY FEE FUND
$
172,476
$
180,300
$
182,970
022 - MOBILE HOME PARK PROGRAM
4218 Mobile Home Lot Fees -City
$
14,916
$
14,910
$
14,910
4219 Mobile Home Lot Fees -State
3,150
3,150
3,150
4401 Interest Earnings
1,298
1,210
1,400
4402 Unrealized Gain
491
0
0
4901 Other Revenue
1,120
1,120
1,120
TOTAL 022 - MOBILE HOME PARK PROGRAM
$
20,975
$
20,390
$
20,580
023 - SB1186 CERT ACCESS SPEC PROG
4401 Interest Earnings
$
232
$
240
$
350
4402 Unrealized Gain
96
0
0
4650 SB1186 Cert Access Spec Prog
8,424
7,620
7,730
TOTAL 023 - SB1186 CERT ACCESS SPEC PROG
$
8,752
$
7,860
$
8,080
025 - CAPITAL RESERVE
4401 Interest Earnings
$
610,536
$
722,390
$
746,260
4402 Unrealized Gain
199,874
0
0
Fiscal Year 2017/18 Adopted Budget Page 118
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4901 Other Revenue
55,977
0
0
4911 Reimbursement from Other Funds
50,000
182,500
0
4914 Non -Abated Reimbursements
317
0
0
8001 Transfer In -General Fund
700,000
1,000,000
1,025,000
TOTAL 025 - CAPITAL RESERVE
$
1,616,704
$
1,904,890
$
1,771,260
073 - BENEFITS CONTINGENCY
4401 Interest Earnings
$
47,741
$
49,100
$
45,360
4402 Unrealized Gain
13,683
0
0
TOTAL 073 - BENEFITS CONTINGENCY
$
61,424
$
49,100
$
45,360
100 - ASSESSMENT DISTRICTS ADMIN
4401 Interest Earnings
$
7,143
$
6,490
$
6,400
4402 Unrealized Gain
2,413
0
0
4901 Other Revenue
985,981
991,260
951,600
TOTAL 100 - ASSESSMENT DISTRICTS ADMIN
$
995,537
$
997,750
$
958,000
101 - AD 93-1 MASI COMMERCE CENTER
4401 Interest Earnings
$
116
$
130
$
130
4402 Unrealized Gain
32
0
0
TOTAL 101 - AD 93-1 MASI COMMERCE CENTER
$
148
$
130
$
130
105 - AB2766 AIR QUALITY IMPROVEMENT
4401 Interest Earnings
$
7,968
$
7,510
$
8,820
4402 Unrealized Gain
3,416
0
0
4740 Grant Income
448,461
212,200
1,696,970
TOTAL 105 - AB2766 AIR QUALITY IMPROVEMENT
$
459,845
$
219,710
$
1,705,790
110 - BEAUTIFICATION
4401 Interest Earnings
$
16,551
$
14,970
$
9,440
4402 Unrealized Gain
4,011
0
0
4801 Beautification Fees
200
0
0
TOTAL 110 - BEAUTIFICATION
$
20,762
$
14,970
$
9,440
111 - PARK LAND ACQUISITION
4401 Interest Earnings
$
775
$
1,440
$
1,990
4402 Unrealized Gain
325
0
0
4801 Beautification Fees
(3,221)
0
0
4818 Park Land Acq Impact Fee
83,449
130,000
130,000
TOTAL 111 - PARK LAND ACQUISITION
$
81,328
$
131,440
$
131,990
112 - DRAINAGE FAC/GENERAL
4401 Interest Earnings
$
23,278
$
20,940
$
17,440
4402 Unrealized Gain
7,551
0
0
4806 Storm Drain Fees
246,926
400,000
100,000
TOTAL 112 - DRAINAGE FAC/GENERAL
$
277,755
$
420,940
$
117,440
113 - COMMUNITY/REC CENTER DEVELPMNT
4401 Interest Earnings
$
239
$
510
$
710
Fiscal Year 2017/18 Adopted Budget Page 119
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
108
0
0
4822 Community/Rec Ctr Impact Fee
27,871
50,000
50,000
TOTAL 113 - COMMUNITY/REC CENTER DEVELPMNT
$
28,218
$
50,510
$
50,710
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
4401 Interest Earnings
$
5,357
$
7,180
$
4,980
4402 Unrealized Gain
1,302
0
0
4807 Secondary Regional Fee
173,628
75,000
75,000
TOTAL 114 - DRAINAGE-ETIWANDA/SAN SEVAINE
$
180,287
$
82,180
$
79,980
115 - HENDERSON/WARDMAN DRAINAGE
4402 Unrealized Gain
$
3,812
$
0
$
0
TOTAL 115 - HENDERSON/WARDMAN DRAINAGE
$
3,812
$
0
$
0
116 - ETIWANDA DRAINAGE
4401 Interest Earnings
$
24,713
$
24,220
$
24,650
4402 Unrealized Gain
8,452
0
0
4807 Secondary Regional Fee
206,878
75,000
75,000
TOTAL 116 - ETIWANDA DRAINAGE
$
240,043
$
99,220
$
99,650
118 - UPPER ETIWANDA DRAINAGE
4401 Interest Earnings
$
6,510
$
6,600
$
6,560
4402 Unrealized Gain
2,194
0
0
TOTAL 118 - UPPER ETIWANDA DRAINAGE
$
8,704
$
6,600
$
6,560
119 - PARK IMPROVEMENT
4401 Interest Earnings
$
358
$
730
$
1,020
4402 Unrealized Gain
163
0
0
4819 Park Improvement Impact Fee
40,855
70,000
70,000
TOTAL 119 - PARK IMPROVEMENT
$
41,376
$
70,730
$
71,020
120 - PARK DEVELOPMENT
4401 Interest Earnings
$
143,442
$
149,780
$
145,210
4402 Unrealized Gain
51,532
0
0
TOTAL 120 - PARK DEVELOPMENT
$
194,974
$
149,780
$
145,210
122 - SOUTH ETIWANDA DRAINAGE
4401 Interest Earnings
$
7,345
$
7,610
$
7,560
4402 Unrealized Gain
2,481
0
0
TOTAL 122 - SOUTH ETIWANDA DRAINAGE
$
9,826
$
7,610
$
7,560
123 - LIBRARY IMPACT FEE
4401 Interest Earnings
$
2,196
$
2,310
$
3,260
4402 Unrealized Gain
936
0
0
4814 Library Impact Fee
130,105
50,000
50,000
TOTAL 123 - LIBRARY IMPACT FEE
$
133,237
$
52,310
$
53,260
124 - TRANSPORTATION
4401 Interest Earnings
$
202,566
$
215,170
$
245,840
Fiscal Year 2017/18 Adopted Budget Page 120
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
81,674
0
0
4820 Regional Transportation Fee
1,143,464
1,140,000
1,140,000
4821 Local Transportation Fee
1,873,591
1,860,000
1,860,000
4901 Other Revenue
648,072
0
0
TOTAL 124 - TRANSPORTATION
$ 3,949,367 $
3,215,170 $
3,245,840
125 - ANIMAL CENTER IMPACT FEE
4401 Interest Earnings
$ 469 $
530 $
730
4402 Unrealized Gain
194
0
0
4815 Animal Center Impact Fee
28,066
15,000
15,000
TOTAL 125 - ANIMAL CENTER IMPACT FEE
$ 28,729 $
15,530 $
15,730
126 - LOWER ETIWANDA DRAINAGE
4401 Interest Earnings
$
6,912
$
7,020
$
6,980
4402 Unrealized Gain
2,332
0
0
TOTAL 126 - LOWER ETIWANDA DRAINAGE
$
9,244
$
7,020
$
6,980
127 - POLICE IMPACT FEE
4401 Interest Earnings
$
995
$
1,120
$
1,720
4402 Unrealized Gain
430
0
0
4816 Police Impact Fee
63,034
40,000
40,000
TOTAL 127 - POLICE IMPACT FEE
$
64,459
$
41,120
$
41,720
128 - ETIWANDA NO. EQUESTRIAN FACIL.
4401 Interest Earnings
$
7,720
$
8,000
$
7,950
4402 Unrealized Gain
2,598
0
0
TOTAL 128 - ETIWANDA NO. EQUESTRIAN FACIL.
$
10,318
$
8,000
$
7,950
129 - UNDERGROUND UTILITIES
4401 Interest Earnings
$
120,447
$
139,360
$
137,750
4402 Unrealized Gain
45,589
0
0
4813 Underground Utilities Fee
0
50,000
25,000
TOTAL 129 - UNDERGROUND UTILITIES
$
166,036
$
189,360
$
162,750
130 - LMD #1 GENERAL CITY
4101
Property Taxes-CY Secured
$ 1,211,240 $
1,223,220 $
1,228,530
4103
Property Taxes-PY Sec & Unsec
10,275
11,900
11,900
4104
Property Taxes-Penalties/Int.
2,879
2,000
2,000
4401
Interest Earnings
7,904
7,220
10,000
4402
Unrealized Gain
4,041
0
0
4419
Other Rental/Lease Income
27,995
24,910
24,910
4554
Park Maintenance Fees
4,863
4,450
4,450
4555
Sports Field User Grp Rentals
658
1,000
1,000
4556
Sports Lighting Fees
0
0
22,290
4901
Other Revenue
148
100
100
4941
Other Revenue - ActiveNet
26
0
0
8001
Transfer In -General Fund
0
121,360
123,410
TOTAL
130 - LMD #1 GENERAL CITY
$ 1,270,029 $
1,396,160 $
1,428,590
Fiscal Year 2017/18 Adopted Budget Page 121
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
131 - LMD #2 VICTORIA
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4554 Park Maintenance Fees
4555 Sports Field User Grp Rentals
4740 Grant Income
8001 Transfer In -General Fund
TOTAL 131 - LMD #2 VICTORIA
132 - LMD #3A HYSSOP
4101 Property Taxes-CY Secured
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 132 - LMD #3A HYSSOP
133 - LMD #311 MEDIANS
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4216 Parking Permits
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
TOTAL 133 - LMD #3B MEDIANS
134 - LMD #4R TERRA VISTA
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4554 Park Maintenance Fees
4555 Sports Field User Grp Rentals
TOTAL 134 - LMD #4R TERRA VISTA
135 - LMD #5 ANDOVER
4101 Property Taxes-CY Secured
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 135 - LMD #5 ANDOVER
136 - LMD #6R CARYN COMMUNITY
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
2016/17
2015/16 Adopted
Actual Budget
2017/18
Adopted
Budget
$ 3,174,743
$
3,268,930
$
3,372,930
29,912
29,730
29,730
9,688
5,000
5,000
32,001
27,070
31,760
15,264
0
0
3,005
2,000
2,000
526
0
0
122,924
0
0
328,570
276,640
293,490
$ 3,716,633
$
3,609,370
$
3,734,910
$ 3,724
$
3,670
$
3,730
460
480
440
149
0
0
$ 4,333
$
4,150
$
4,170
$ 1,010,980
$
815,170
$
813,720
4,608
9,730
9,730
1,292
970
970
289,796
240,000
240,000
15,534
15,220
17,790
6,788
0
0
510
340
340
$ 1,329,508
$
1,081,430
$
1,082,550
$ 2,823,606
$
2,856,100
$
2,714,850
12,733
12,500
12,500
3,938
1,250
1,250
41,795
38,800
47,960
18,210
0
0
2,474
2,080
2,080
668
500
500
$ 2,903,424
$
2,911,230
$
2,779,140
$ 2,493
$
2,460
$
2,470
538
620
440
158
0
0
$ 3,189
$
3,080
$
2,910
$ 467,169
$
477,140
$
490,090
3,480
3,500
3,500
835
350
350
2,720
2,080
3,410
Fiscal Year 2017/18 Adopted Budget Page 122
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
1,294
0
0
8001 Transfer In -General Fund
0
31,880
52,460
TOTAL 136 - LMD #6R CARYN COMMUNITY
$
475,498
$
514,950
$
549,810
137 - LMD #7 NORTH ETIWANDA
4101 Property Taxes-CY Secured
$
903,640
$
934,120
$
934,130
4103 Property Taxes-PY Sec & Unsec
9,681
9,610
9,610
4104 Property Taxes-Penalties/Int.
2,207
2,250
2,250
4401 Interest Earnings
8,508
7,940
9,130
4402 Unrealized Gain
3,841
0
0
4419 Other Rental/Lease Income
28,380
25,660
25,660
4554 Park Maintenance Fees
602
540
540
4556 Sports Lighting Fees
0
0
5,590
8868 Transfer In -Fund 868
50,000
50,000
50,000
TOTAL 137 - LMD #7 NORTH ETIWANDA
$
1,006,859
$
1,030,120
$
1,036,910
138 - LMD #8 SOUTH ETIWANDA
4101 Property Taxes-CY Secured
$
32,367
$
32,330
$
33,840
4103 Property Taxes-PY Sec & Unsec
152
350
350
4104 Property Taxes-Penalties/Int.
29
30
30
4401 Interest Earnings
747
730
720
4402 Unrealized Gain
266
0
0
TOTAL 138 - LMD #8 SOUTH ETIWANDA
$
33,561
$
33,440
$
34,940
139 - LMD #9 LOWER ETIWANDA
4101 Property Taxes-CY Secured
$ 171,041 $
170,240 $
300,150
4103 Property Taxes-PY Sec & Unsec
923
1,000
1,000
4104 Property Taxes-Penalties/Int.
154
380
380
4401 Interest Earnings
22,347
21,590
17,820
4402 Unrealized Gain
7,220
0
0
4554 Park Maintenance Fees
2,344
2,000
2,000
4555 Sports Field User Grp Rentals
849
500
500
TOTAL 139 - LMD #9 LOWER ETIWANDA
$ 204,878 $
195,710 $
321,850
140 - LMD #10 RANCHO ETIWANDA
4101 Property Taxes-CY Secured
$ 553,352 $
549,610 $
549,620
4103 Property Taxes-PY Sec & Unsec
6,026
5,500
5,500
4104 Property Taxes-Penalties/Int.
2,025
1,250
1,250
4401 Interest Earnings
10,623
10,230
11,340
4402 Unrealized Gain
4,267
0
0
4419 Other Rental/Lease Income
14,700
7,500
7,500
4554 Park Maintenance Fees
1,599
4,740
4,740
4555 Sports Field User Grp Rentals
1,917
2,000
2,000
4556 Sports Lighting Fees
0
0
7,030
4901 Other Revenue
2,215
3,500
3,500
4941 Other Revenue - ActiveNet
89
0
0
TOTAL 140 - LMD #10 RANCHO ETIWANDA
$ 596,813 $
584,330 $
592,480
141 - LMD 1 CAPITAL REPLACEMENT FUND
Fiscal Year 2017/18 Adopted Budget Page 123
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
4401 Interest Earnings
$
0
$
300
$
480
8130 Transfer In -Fund 130
0
90,000
90,000
TOTAL 141 - LMD 1 CAPITAL REPLACEMENT FUND
$
0
$
90,300
$
90,480
150 - GENERAL CITY STREET LIGHTS
4401 Interest Earnings
$
778
$
830
$
830
4402 Unrealized Gain
266
0
0
TOTAL 150 - GENERAL CITY STREET LIGHTS
$
1,044
$
830
$
830
151 - SLD #1 ARTERIAL
4101 Property Taxes-CY Secured
$
799,642
$
803,640
$
805,570
4103 Property Taxes-PY Sec & Unsec
5,658
5,500
5,500
4104 Property Taxes-Penalties/Int.
1,549
1,250
1,250
4401 Interest Earnings
5,883
5,830
2,380
4402 Unrealized Gain
2,122
0
0
4808 Developer Energizing Fee
469
1,000
1,000
4930 Advances from Other Funds
0
0
4,216,730
TOTAL 151 - SLD #1 ARTERIAL
$
815,323
$
817,220
$
5,032,430
152 - SLD #2 RESIDENTIAL
4101 Property Taxes-CY Secured
$
360,869
$
392,640
$
368,300
4103 Property Taxes-PY Sec & Unsec
3,161
3,480
3,480
4104 Property Taxes-Penalties/Int.
748
550
550
4401 Interest Earnings
0
160
0
4402 Unrealized Gain
937
0
0
4808 Developer Energizing Fee
1,320
1,000
1,000
4930 Advances from Other Funds
0
0
4,586,160
8001 Transfer In -General Fund
0
350,170
350,170
8170 Transfer In -Gas Tax
350,170
0
0
TOTAL 152 - SLD #2 RESIDENTIAL
$
717,205
$
748,000
$
5,309,660
153 - SLD #3 VICTORIA
4101 Property Taxes-CY Secured
$
350,213
$
350,380
$
351,930
4103 Property Taxes-PY Sec & Unsec
3,479
3,510
3,510
4104 Property Taxes-Penalties/Int.
1,377
350
350
4401 Interest Earnings
13,543
13,980
13,590
4402 Unrealized Gain
4,750
0
0
4930 Advances from Other Funds
0
0
1,765,020
TOTAL 153 - SLD #3 VICTORIA
$
373,362
$
368,220
$
2,134,400
154 - SLD #4 TERRA VISTA
4101 Property Taxes-CY Secured
$
163,488
$
173,190
$
162,370
4103 Property Taxes-PY Sec & Unsec
952
1,600
1,600
4104 Property Taxes-Penalties/Int.
335
160
160
4401 Interest Earnings
5,780
5,950
5,100
4402 Unrealized Gain
2,099
0
0
4930 Advances from Other Funds
0
0
918,680
TOTAL 154 - SLD #4 TERRA VISTA
$
172,654
$
180,900
$
1,087,910
Fiscal Year 2017/18 Adopted Budget Page 124
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
155 - SLD #5 CARYN COMMUNITY
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4930 Advances from Other Funds
TOTAL 155 - SLD #5 CARYN COMMUNITY
156 - SLD #6 INDUSTRIAL AREA
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4808 Developer Energizing Fee
4930 Advances from Other Funds
TOTAL 156 - SLD #6 INDUSTRIAL AREA
157 - SLD #7 NORTH ETIWANDA
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4930 Advances from Other Funds
8001 Transfer In -General Fund
8174 Transfer In -Fund 174
TOTAL 157 - SLD #7 NORTH ETIWANDA
158 - SLD #8 SOUTH ETIWANDA
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4930 Advances from Other Funds
TOTAL 158 - SLD #8 SOUTH ETIWANDA
170 - GAS TAX 2105/PROP111
4401 Interest Earnings
4402 Unrealized Gain
4720 Gas Tax 2105-Prop 111
4745 Other Intergov'tl Reimbursemnt
TOTAL 170 - GAS TAX 2105/PROP111
172 - GAS TAX 2106-2107
4401 Interest Earnings
4402 Unrealized Gain
4721 State Gas Tax-2106
4722 State Gas Tax-2107
2016/17
2015/16 Adopted
Actual Budget
2017/18
Adopted
Budget
$ 43,783 $ 43,700 $ 43,710
314 440 440
76 70 70
(587) 0 0
0 0 401,470
$ 43,586 $ 44,210 $ 445,690
$ 132,130 $
133,550 $ 133,530
654
750
750
188
130
130
4,542
9,400
4,540
1,630
0
0
98
0
0
0
0
623,010
$ 139,242
$
143,830
$
761,960
$ 124,856
$
127,860
$
127,870
1,362
1,300
1,300
328
400
400
(727)
0
0
0
0
1,277,650
0
0
105,100
105,100
105,100
0
$ 230,919
$
234,660
$
1,512,320
$ 70,002
$
69,730
$
70,250
386
700
700
65
100
100
23,304
23,990
23,640
7,882
0
0
0
0
316,500
$ 101,639
$
94,520
$
411,190
$ 33,798
$
35,100
$
0
11,853
0
0
977,282
1,087,150
0
2,505
0
0
$ 1,025,438
$
1,122,250
$
0
$ 1,573
$
770
$
0
2,310
0
0
597,907
535,450
0
1,272,555
1,509,680
0
Fiscal Year 2017/18 Adopted Budget Page 125
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
4723 State Gas Tax-2107.5
TOTAL 172 - GAS TAX 2106-2107
174 - GAS TAX R&T7360
4401 Interest Earnings
4402 Unrealized Gain
4720 Gas Tax 2105-Prop 111
4721 State Gas Tax-2106
4722 State Gas Tax-2107
4723 State Gas Tax-2107.5
4725 Gas Tax R&T7360
4727 State GF Loan Repmt-HUTA
TOTAL 174 - GAS TAX R&T7360
176 - MEASURE I 1990-2010
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 176 - MEASURE I 1990-2010
177 - MEASURE I 2010-2040
4401 Interest Earnings
4402 Unrealized Gain
4715 Measure I Local St Allotment
4901 Other Revenue
TOTAL 177 - MEASURE I 2010-2040
178 - SB 140
4402 Unrealized Gain
TOTAL 178 - SB 140
179 - ROAD MAINT & REHAB ACCT
4726 Road Maint & Rehab Acct Rev
TOTAL 179 - ROAD MAINT & REHAB ACCT
182 - AB 2928 TRAFFIC CONGEST RELIEF
4402 Unrealized Gain
TOTAL 182 - AB 2928 TRAFFIC CONGEST RELIEF
188 - INTEGRATED WASTE MANAGEMENT
4134 Integrated Waste Mgmt Fee
4220 Other Licenses & Permits
4401 Interest Earnings
4402 Unrealized Gain
4590 Administrative Fee-C&D Program
4901 Other Revenue
4923 Misc. Other Financing Sources
TOTAL 188 - INTEGRATED WASTE MANAGEMENT
190 - PROP 42-TRAFFIC CONGESTION MIT
2016/17
2015/16 Adopted
Actual Budget
2017/18
Adopted
Budget
10,000 10,000 0
$ 1,884,345 $ 2,055,900 $ 0
$ 42,927
$
38,610
$
80,190
14,431
0
0
0
0
1,018,610
0
0
620,010
0
0
1,315,890
0
0
10,000
894,159
410,560
704,660
0
0
200,520
$ 951,517
$
449,170
$
3,949,880
$ 8,932
$
9,480
$
3,370
1,811
0
0
$ 10,743
$
9,480
$
3,370
$ 54,103
$
47,620
$
57,160
21,060
0
0
2,813,919
2,762,470
3,029,740
6,797
0
0
$ 2,895,879
$
2,810,090
$
3,086,900
$ 138 $
$ 138 $
0 $ 0
0 $ 1,010,620
n m i nin can
0 $ 0
$ 1,201,892 $
1,210,490 $
1,254,470
850
1,000
1,000
26,098
25,890
31,830
11,200
0
0
28,251
33,000
33,000
739,317
275,000
525,000
27,500
0
0
$ 2,035,108 $
1,545,380 $
1,845,300
Fiscal Year 2017/18 Adopted Budget Page 126
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4401 Interest Earnings
$
2,428
$
2,710
$
2,430
4402 Unrealized Gain
773
0
0
TOTAL 190 - PROP 42-TRAFFIC CONGESTION MIT
$
3,201
$
2,710
$
2,430
194 - PROPOSITION 1B STATE FUNDING
4401 Interest Earnings
$
2,736
$
2,860
$
2,850
4402 Unrealized Gain
926
0
0
TOTAL 194 - PROPOSITION 1B STATE FUNDING
$
3,662
$
2,860
$
2,850
195 - STATE ASSET SEIZURE
4401 Interest Earnings
$
1,997
$
1,450
$
1,570
4402 Unrealized Gain
445
0
0
4740 Grant Income
20,540
0
0
TOTAL 195 - STATE ASSET SEIZURE
$
22,982
$
1,450
$
1,570
196 - CA ASSET SEIZURE 15%
4401 Interest Earnings
$
59
$
50
$
90
4402 Unrealized Gain
22
0
0
4740 Grant Income
3,625
0
0
TOTAL 196 - CA ASSET SEIZURE 15%
$
3,706
$
50
$
90
197 - FEDERAL ASSET SEIZURE
4401 Interest Earnings
$
1,323
$
840
$
190
4402 Unrealized Gain
89
0
0
4740 Grant Income
5,885
0
0
TOTAL 197 - FEDERAL ASSET SEIZURE
$
7,297
$
840
$
190
198 - CITYWIDE INFRASTRUCTURE IMPRV
4401 Interest Earnings
$
213,736
$
170,610
$
295,070
4402 Unrealized Gain
100,204
0
0
4745 Other Intergov'tl Reimbursemnt
9,539,195
3,400,000
1,250,000
4901 Other Revenue
105,311
0
0
TOTAL 198 - CITYWIDE INFRASTRUCTURE IMPRV
$
9,958,446
$
3,570,610
$
1,545,070
204 - COMMUNITY DEVELOPMENT BLK GRNT
4402 Unrealized Gain
$
705
$
0
$
0
4740 Grant Income
820,535
1,151,140
835,300
4741 Program Income
0
350,000
350,000
TOTAL 204 - COMMUNITY DEVELOPMENT BLK GRNT
$
821,240
$
1,501,140
$
1,185,300
209 - FEDERAL SAFETEA-LU
4401 Interest Earnings
$
4,686
$
28,740
$
0
4402 Unrealized Gain
11
0
0
4740 Grant Income
3,626,616
3,951,810
2,127,750
TOTAL 209 - FEDERAL SAFETEA-LU
$
3,631,313
$
3,980,550
$
2,127,750
211 - PROP 1B - SLPP
4401 Interest Earnings
$
3,224
$
11,430
$
0
4402 Unrealized Gain
11
0
0
Fiscal Year 2017/18 Adopted Budget Page 127
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4740 Grant Income
980,083
19,920
19,920
TOTAL 211 - PROP 1B - SLPP
$
983,318
$
31,350
$
19,920
214 - PEDESTRIAN GRANT/ART 3
4740 Grant Income
56,022
46,940
0
TOTAL 214 - PEDESTRIAN GRANT/ART 3
$
56,022
$
46,940
$
0
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
4402 Unrealized Gain
$
141
$
0
$
0
4740 Grant Income
72,560
40,000
9,730
4905 Contributions/Fundraising
10,000
9,510
9,510
4914 Non -Abated Reimbursements
218
220
360
TOTAL 218 - PUBLIC RESRCE GRNTS/HEALTHY RC
$
82,919
$
49,730
$
19,600
225 - CA RECYC/LITTER REDUCTION GRNT
4402 Unrealized Gain
$
201
$
0
$
0
4740 Grant Income
53,182
68,910
50,070
TOTAL 225 - CA RECYC/LITTER REDUCTION GRNT
$
53,383
$
68,910
$
50,070
226 - USED OIL RECYCLING GRANT
4402 Unrealized Gain
$
53
$
0
$
0
4740 Grant Income
0
15,240
0
TOTAL 226 - USED OIL RECYCLING GRANT
$
53
$
15,240
$
0
227 - USED OIL RECYCLING PROGRAM
4401 Interest Earnings
$
212
$
260
$
230
4402 Unrealized Gain
128
0
0
4740 Grant Income
52,673
52,810
40,260
TOTAL 227 - USED OIL RECYCLING PROGRAM
$
53,013
$
53,070
$
40,490
234 - SAFE ROUTES TO SCHOOL PROGRAM
4740 Grant Income
198,649
148,560
178,070
TOTAL 234 - SAFE ROUTES TO SCHOOL PROGRAM
$
198,649
$
148,560
$
178,070
235 - PROP 84 PARK BOND ACT
4740 Grant Income
$
218,994
$
5,320
$
0
TOTAL 235 - PROP 84 PARK BOND ACT
$
218,994
$
5,320
$
0
239 - FEDERAL GRANT FUNDS-DREIER
4402 Unrealized Gain
$
42
$
0
$
0
TOTAL 239 - FEDERAL GRANT FUNDS-DREIER
$
42
$
0
$
0
250 - RECREATION SERVICES
4401 Interest Earnings
$
35,875
$
33,770
$
29,420
4402 Unrealized Gain
11,903
0
0
4419 Other Rental/Lease Income
994,027
712,620
702,770
4439 Other Rental/Lease Inc.-ANet
35,286
0
0
4520 Recreation Fees
1,609,138
2,064,880
2,103,960
4522 Processing Fees
58,297
0
0
Fiscal Year 2017/18 Adopted Budget Page 128
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
4523 Web Sales Fees
4,655
0
0
4571
Sale of Taxable Items
23,453
26,000
26,000
4581
Ticket Sales
882,433
47,850
50,950
4586
Advertising Revenue
2,783
2,500
2,500
4588
Theatre Rental Ticket Sales
6,686
0
0
4591
Recreation Fees - ActiveNet
270,141
0
0
4592
Sale of Tax Items - ActiveNet
72
0
0
4596
Advertising Revenue -ActiveNet
150
0
0
4901
Other Revenue
169,100
129,360
136,760
4905
Contributions/Fundraising
273,081
100,580
106,040
4914
Non -Abated Reimbursements
1,803
20,800
17,890
4941
Other Revenue - ActiveNet
23,311
0
0
4945
Contrib/Fundraising -ActiveNet
155
0
0
4946
Fee Revenue - ActiveNet
(5,996)
0
0
TOTAL
250 - RECREATION SERVICES
$ 4.396.353 $
3,138,360 $
3,176,290
255 - VG CULTURAL CENTER
4401 Interest Earnings
$ 0 $
50 $
5,510
4402 Unrealized Gain
1,562
0
0
4419 Other Rental/Lease Income
0
352,500
351,250
4520 Recreation Fees
0
48,440
63,520
4522 Processing Fees
0
61,350
56,180
4571 Sale of Taxable Items
0
1,700
1,300
4581 Ticket Sales
0
677,890
787,000
4586 Advertising Revenue
0
11,500
11,500
4901 Other Revenue
(8)
49,900
52,500
4905 Contributions/Fundraising
0
130,350
133,750
8250 Transfer In Recreation Service
400,000
0
0
TOTAL 255 - VG CULTURAL CENTER
$ 401,554 $
1,333,680 $
1,462,510
272 - FREEDOM COURTYARD RSRC GRANTS
4401
Interest Earnings $
0 $
30 $
30
TOTAL 272 - FREEDOM COURTYARD RSRC GRANTS $
0 $
30 $
30
290 - LIBRARY FUND
4101
Property Taxes-CY Secured $
3,511,239 $
3,689,840 $
3,863,750
4102
Property Taxes-CY Unsecured
86,057
89,120
94,650
4103
Property Taxes-PY Sec & Unsec
46,422
49,850
51,060
4105
Property Taxes -Supplemental
54,602
99,700
60,060
4106
Property Taxes -Unitary
0
26,550
0
4113
Property Tax- Post RDA Res Blc
140,340
140,340
140,340
4312
Library Fines and Fees
166,429
180,000
160,000
4401
Interest Earnings
42,313
36,260
41,950
4402
Unrealized Gain
19,943
0
0
4410
Media Rentals
67,708
80,000
80,000
4419
Other Rental/Lease Income
0
0
2,000
4512
Library Card & Merchndse Sales
15
0
0
4515
Information Service Fees
508
600
600
4565
Passport Processing Fees
125,887
95,000
120,000
Fiscal Year 2017/18 Adopted Budget Page 129
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4567 Passport Photo Fees
31,773
21,000
30,000
4570 Sale of Printed Materials
27,487
24,000
24,000
4690 Contract Classes -Library
0
0
25,500
4691 Program Revenue -Library
0
0
15,000
4740 Grant Income
9,367
25,000
25,000
4901 Other Revenue
(119)
420
420
4907 Private Contributions Library
130,000
130,000
130,000
4909 RC Library Foundation Support
0
60,000
65,000
4911 Reimbursement from Other Funds
0
0
2,500
TOTAL 290 - LIBRARY FUND
$
4,459,971
$
4,747,680
$
4,931,830
291 - CA STATE LIBRARY
4402 Unrealized Gain
$
351
$
0
$
0
4740 Grant Income
7,017
0
0
TOTAL 291 - CA STATE LIBRARY
$
7,368
$
0
$
0
292 - STAFF INNOVATION FD (CA ST LB)
4401 Interest Earnings
$
2,564
$
2,290
$
2,560
4402 Unrealized Gain
962
0
0
4740 Grant Income
6,688
6,800
71,950
TOTAL 292 - STAFF INNOVATION FD (CA ST LB)
$
10,214
$
9,090
$
74,510
299 - LIBRARY DEVELOPMENT FUND
4401 Interest Earnings
$
179
$
120
$
520
4402 Unrealized Gain
76
0
0
4575 Exhibit Sales
34,000
20,000
20,000
TOTAL 299 - LIBRARY DEVELOPMENT FUND
$
34,255
$
20,120
$
20,520
301 - THE BIG READ LIBRARY GRANT
4402 Unrealized Gain
$
75
$
0
$
0
4740 Grant Income
16,041
15,000
0
4909 RC Library Foundation Support
10,000
5,000
0
TOTAL 301 - THE BIG READ LIBRARY GRANT
$
26,116
$
20,000
$
0
302 - LIBRARY SERVICES & TECH. ACT
4402 Unrealized Gain
$
138
$
0
$
0
TOTAL 302 - LIBRARY SERVICES & TECH. ACT
$
138
$
0
$
0
310 - PUBLIC LIBRARY BOND ACT-2000
4402 Unrealized Gain
$
117
$
0
$
0
4901 Other Revenue
6,029
0
0
TOTAL 310 - PUBLIC LIBRARY BOND ACT-2000
$
6,146
$
0
$
0
329 - LIBRARY CAPITAL FUND
4401 Interest Earnings
$
35,084
$
26,050
$
14,460
4402 Unrealized Gain
6,624
0
0
TOTAL 329 - LIBRARY CAPITAL FUND
$
41,708
$
26,050
$
14,460
354 - COP'S PROGRAM GRANT -STATE
Fiscal Year 2017/18 Adopted Budget Page 130
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
$
3,122
359,273
$
0
200,000
$
0
200,000
4740 Grant Income
TOTAL 354 - COP'S PROGRAM GRANT -STATE
$
362,395
$
200,000
$
200,000
361 - JUSTICE ASSISTANCE GRANT(JAG)
4402 Unrealized Gain
$
204
$
0
0
$
0
47,000
4740 Grant Income
0
TOTAL 361 - JUSTICE ASSISTANCE GRANT(JAG)
$
204
$
0
$
47,000
370 - OTS-"DRINK,DRIVE,LOSE" GRANT
0
4402 Unrealized Gain
$
53
$
0
$
TOTAL 370 - OTS-"DRINK,DRIVE,LOSE" GRANT
$
53
$
0
$
0
373 - COPS SECURE OUR SCHOOLS GRANT
4402 Unrealized Gain
$
43
$
0
$
0
TOTAL 373 - COPS SECURE OUR SCHOOLS GRANT
$
43
$
0
$
0
374 - COPS HIRING PROGRAM GRANT
0
4740 Grant Income
$
12,500
$
135,000
$
0
8001 Transfer In -General Fund
150,730
367,580
TOTAL 374 - COPS HIRING PROGRAM GRANT
$
163,230
$
502,580
$
0
380 - HOMELAND SECURITY GRANT -FIRE
0
4402 Unrealized Gain
$
1
$
0
$
0
4740 Grant Income
82,255
32,280
TOTAL 380 - HOMELAND SECURITY GRANT -FIRE
$
82,356
$
32,280
$
0
381 - HOMELAND SECURITY GRANT -POLICE
68,070
4740 Grant Income
0
0
0
8354 Transfer In -COPS
9,3
82 5
,4
TOTAL 381 - HOMELAND SECURITY GRANT -POLICE
$
92,796
$
0
$
68,070
383 - EMERGENCY MGMT PERFORMNCE GRNT
0
4401 Interest Earnings
$
442
33442
$
0
33,450
$
33,220
4740 Grant Income
,
TOTAL 383 - EMERGENCY MGMT PERFORMNCE GRNT $
33,412
$
33,450
$
33,220
396 - HOUSING SUCCESSOR AGENCY
$
435,292
$
72,640
$
80,960
4401 Interest Earnings
0
0
4402 Unrealized Gain
,
301,851 51
12,000
12,000
4901 Other Revenue
4,,0
0
0
4936 Contribution fr Property Owner
0
8623 Transfer In-2007 Housing Bonds
4,17373,409
0
TOTAL 396 - HOUSING SUCCESSOR AGENCY
$
8,936,776
$
84,640
$
92,960
600 - AD 82-1 6TH ST INDUSTRIAL
$
144
$
160
$
160
4401 Interest Earnings
0
0
4402 Unrealized Gain
43
Fiscal Year 2017/18 Adopted Budget Page 131
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
TOTAL 600 - AD 82-1 6TH ST INDUSTRIAL
602 - AD 84-1 DAY CREEK/MELLO
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 602 - AD 84-1 DAY CREEK/MELLO
612 - CFD 2001-01
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 612 - CFD 2001-01
614 - CFD 2003-01 PROJECT FUND
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 614 - CFD 2003-01 PROJECT FUND
615 - CFD 2003-01 CULTURAL CENTER
4401 Interest Earnings
TOTAL 615 - CFD 2003-01 CULTURAL CENTER
617 - CFD 2004-01 RANCHO ETIWANDA ES
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 617 - CFD 2004-01 RANCHO ETIWANDA ES
680 - CFD 2006-01 VINTNER'S GROVE
4401 Interest Earnings
TOTAL 680 - CFD 2006-01 VINTNER'S GROVE
681 - CFD 2006-02 AMADOR ON ROUTE 66
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 681 - CFD 2006-02 AMADOR ON ROUTE 66
700 - SPORTS COMPLEX
4126 Admissions Tax
4402 Unrealized Gain
4411 Special Event Rental
4419 Other Rental/Lease Income
4426 Stadium Lease -Minimum Rent
4520 Recreation Fees
4554 Park Maintenance Fees
4556 Sports Lighting Fees
4562 Maintenance Fees
4580 Stadium Security Reimbursement
4583 Baseball Security Reimb.
4901 Other Revenue
8001 Transfer In -General Fund
2016/17
2015/16 Adopted
Actual Budget
2017/18
Adopted
Budget
$ 187 $ 160 $ 160
$ 12,787 $ 13,260 $ 13,160
4,313 0 0
$ 17,100 $ 13,260 $ 13,160
$ 5,645
$
5,870
$
5,840
1,906
0
0
$ 7,551
$
5,870
$
5,840
$ 17
$
0
$
0
21
0
0
$ 38
$
0
$
0
$ 19
$
0
$
0
$ 19
$
0
$
0
$ 67
$
60
$
60
11
0
0
$ 78
$
60
$
60
79 $
196,385 $
4,559
6,750
77,017
93,000
81,807
8,104
0
6,493
34,150
38,545
502
1,767,464
0
$
30
0
$
30
80
$
80
0
0
80
$
80
90,000 $
0
4,000
43,530
98,000
106,160
0
0
7,000
34,150
47,320
0
2,222,910
90,000
0
4,000
178,920
103,000
103,350
0
3,220
0
34,150
47,320
0
2,050,490
Fiscal Year 2017/18 Adopted Budget Page 132
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
TOTAL 700 - SPORTS COMPLEX
702 - REGIS CONNECT
4401 Interest Earnings
4402 Unrealized Gain
4670 REGIS Connect Service Fees
8001 Transfer In -General Fund
TOTAL 702 - REGIS CONNECT
705 - MUNICIPAL UTILITY
4401 Interest Earnings
4402 Unrealized Gain
4601 Monthly Srvc Fee -Electric Util
4602 Commodity Fee -Electric Util.
4603 New Srvc Activation Fee-Util.
4604 Dist Line Ext Fee-Elec Utility
4605 Wholesale Energy Sales & Cntrt
4608 Standby Demand Fee
4610 Late Fee -Electric Utility
4621 Med Supp Assist (Contra -Rev)
4622 Economic Dev (Contra -Revenue)
4735 ARB-Cap and Trade Revenue
4901 Other Revenue
4915 Bad Debt Recovery
TOTAL 705 - MUNICIPAL UTILITY
706 - UTILITY PUBLIC BENEFIT FUND
4401 Interest Earnings
4402 Unrealized Gain
4609 Public Benefit Fund-Elec Util
4740 Grant Income
TOTAL 706 - UTILITY PUBLIC BENEFIT FUND
708 - RCMU CAPITAL REPLACEMENT FUND
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 708 - RCMU CAPITAL REPLACEMENT FUND
711 - FIBER OPTIC NETWORK
4419 Other Rental/Lease Income
4911 Reimbursement from Other Funds
4921 Long -Term Debt Proceeds
TOTAL 711 - FIBER OPTIC NETWORK
712 - EQUIP/VEHICLE REPLACEMENT
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
8001 Transfer In -General Fund
2016/17
2015/16 Adopted
Actual Budget
2017/18
Adopted
Budget
$ 2,314,776 $
2,653,070 $
2,614,450
$ 614 $
130 $
400
269
0
0
82,300
105,280
105,280
22,000
0
0
$ 105,183 $
105,410 $
105,680
$ 91,683
$
113,090
$
112,450
36,303
0
0
558,150
560,000
590,000
9,914,8 87
10,600,000
10,912,000
7,514
15,000
15,000
140,090
200,000
200,000
263,288
150,000
150,000
91,320
91,320
91,320
12,085
10,000
10,000
(68)
0
0
(112,836)
0
0
193,891
320,000
320,000
1,238
10,000
10,000
403
0
0
$ 11,197,948
$
12,069,410
$
12,410,770
$ 7,751
$
6,690
$
6,310
2,566
0
0
268,287
300,000
300,000
51,418
0
0
$ 330,022
$
306,690
$
306,310
$ 41,108
$
42,140
$
52,530
13,815
0
0
$ 54,923
$
42,140
$
52,530
0
0
39,670
0
0
7,280
0
0
2,150,000
$ 0
$
0
$
2,196,950
$ 74,354
$
81,380
$
57,560
25,874
0
0
(5)
0
0
251,730
0
0
Fiscal Year 2017/18 Adopted Budget Page 133
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
TOTAL 712 - EQUIPNEHICLE REPLACEMENT
714 - COMP EQUIP/TECH REPLCMENT FUND
4401 Interest Earnings
4402 Unrealized Gain
4419 Other Rental/Lease Income
4540 Intragovernmental User Fees
4911 Reimbursement from Other Funds
8001 Transfer In -General Fund
8020 Transfer In -Fund 020
8124 Transfer In -Transportation I'd
TOTAL 714 - COMP EQUIP/TECH REPLCMENT FUND
838 - AD 91-2 REDEMPTION -DAY CANYON
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 838 - AD 91-2 REDEMPTION -DAY CANYON
847 - PD 85 CAPITAL REPLACEMENT FUND
4401 Interest Earnings
8848 Transfer In -Fund 848
TOTAL 847 - PD 85 CAPITAL REPLACEMENT FUND
848 - PD 85 REDEMPTION FUND
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4419 Other Rental/Lease Income
4554 Park Maintenance Fees
4555 Sports Field User Grp Rentals
4556 Sports Lighting Fees
4901 Other Revenue
4914 Non -Abated Reimbursements
8001 Transfer In -General Fund
TOTAL 848 - PD 85 REDEMPTION FUND
868 - CFD 2000-03 PARK MAINTENANCE
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 868 - CFD 2000-03 PARK MAINTENANCE
2015/16
Actual
251 QS't
$ 34,571
10,457
24,363
235,450
55,680
305,980
166,180
7,850
$ 840,531
$ 31,982
416
103
709
nA�
AA U, .
$ 0
Y 11
$ 1,144,778
10,299
3,651
10,470
4,805
122,068
8,378
(75)
0
422
1,919
n
$ 418,246
3,295
1,084
4,542
1,917
e a14 M'd
2016/17 2017/18
Adopted Adopted
Budget Budget
$ 81,380 $ 57,560
$ 24,910 $ 27,960
0 0
70,270 0
261,190 349,180
0 0
0 0
179,000 182,940
$ JSJ,S7U JbU,UZSU
$ 31,860 $ 31,870
500 500
150 150
650 570
0 0
$ 33,160 $ 33,090
$ 450
116,800
T 117 1Gn
$ 1,122,190
11,500
2,500
10,600
0
107,450
6,500
650
0
500
0
230,580
1 aW A7n
$ 436,390
3,600
1,250
3,950
0
$ 445,190
$ 690
116,800
e 11 7 a4n
$ 1,123,840
11,500
2,500
13,790
0
107,450
6,500
650
39,220
500
0
203,990
1 5no Qan
$ 445,130
3,600
1,250
4,160
Y ANa 1 ul l
Fiscal Year 2017/18 Adopted Budget Page 134
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
TOTAL CITY OF RANCHO CUCAMONGA
$
162,120,845
$
146,242,970
$
164,882,620
R.C. FIRE PROTECTION DISTRICT
281 - FIRE FUND
4101 Property Taxes-CY Secured
$
14,782,186
$
15,198,750
$
16,091,400
4102 Property Taxes-CY Unsecured
595,691
667,970
693,360
4103 Property Taxes-PY Sec & Unsec
422,790
375,460
460,240
4104 Property Taxes-Penalties/Int.
151,940
155,020
165,390
4105 Property Taxes -Supplemental
375,457
301,350
408,710
4106 Property Taxes -Unitary
536,776
447,820
590,210
4110 Homeowners Exemption
168,131
170,660
168,130
4112 Property Tax- Post RDA
5,681,866
6,364,850
5,927,780
4211 Fire Permits
21,198
19,880
19,880
4309 False Alarm Fees
0
1,500
1,500
4313 Other Fines & Forfeitures
396
3,200
3,200
4316 Weed Abatement
70,814
37,000
62,000
4401 Interest Earnings
285,007
274,870
314,080
4402 Unrealized Gain
117,655
0
0
4419 Other Rental/Lease Income
89,456
91,540
95,300
4440 Sale of Fixed Assets
1,486
0
0
4442 Gain/Loss on Investment
(4,070)
0
0
4501 Plan Check Fees
2,808
7,500
3,500
4546 FSD Fees
0
140
140
4548 D.U.I. Recovery
0
280
280
4549 Hazmat Recovery
0
900
900
4553 Fire Maintenance Fees
4,656
4,000
1,000
4901 Other Revenue
3,736,837
12,700
10,100
4905 Contributions/Fundraising
100
0
0
4913 State Mandate Reimbursement
12,763
19,000
19,000
4914 Non -Abated Reimbursements
577,361
441,800
591,800
4916 Reimbursement from OPEB Trust
629,883
650,320
1,031,740
4941 Other Revenue - ActiveNet
0
0
3,400
8380 Transfer In - HSG Fire F380
74,323
0
0
TOTAL 281 - FIRE FUND
$
28,335,510
$
25,246,510
$
26,663,040
282 - COMMUNITY FACILITIES DIST 85-1
4101 Property Taxes-CY Secured
$
5,753,955
$
5,908,080
$
5,940,580
4103 Property Taxes-PY Sec & Unsec
38,616
36,220
36,220
4104 Property Taxes-Penalties/Int.
11,226
11,000
7,620
4401 Interest Earnings
37,226
34,710
30,140
4402 Unrealized Gain
10,043
0
0
4552 CFD Annexation Fees
678
1,800
1,800
4901 Other Revenue
4,383
0
0
8281 Transfer In -Fire Fund
0
0
16,090
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$
5,856,127
$
5,991,810
$
6,032,450
283 - COMMUNITY FACILITIES DIST 88-1
4101 Property Taxes-CY Secured
$
1,181,402
$
1,208,320
$
1,217,140
4103 Property Taxes-PY Sec & Unsec
15,301
18,860
9,290
Fiscal Year 2017/18 Adopted Budget Page 135
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
4104 Property Taxes-Penalties/Int.
3,870
7,550
2,060
4401 Interest Earnings
(269)
0
0
4402 Unrealized Gain
6
0
0
4552 CFD Annexation Fees
0
560
560
4901 Other Revenue
(14,561)
0
0
8281 Transfer In -Fire Fund
997,276
953,800
1,089,550
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
$
2,183,025
$
2,189,090
$
2,318,600
285 - FIRE TECHNOLOGY FEE FUND
4401 Interest Earnings
$
231
$
250
$
300
4402 Unrealized Gain
85
0
0
4517 Technology Fee -Permit
318
1,000
1,000
TOTAL 285 - FIRE TECHNOLOGY FEE FUND
$
634
$
1,250
$
1,300
288 - FIRE PROTECTION CAPITAL FUND
4112 Property Tax- Post RDA
$
6,708,065
$
6,158,350
$
7,444,820
4113 Property Tax- Post RDA Res Blc
538,107
0
0
4401 Interest Earnings
391,543
311,250
454,540
4402 Unrealized Gain
147,171
0
0
4901 Other Revenue
0
0
7,440
TOTAL 288 - FIRE PROTECTION CAPITAL FUND
$
7,784,886
$
6,469,600
$
7,906,800
TOTAL R.C. FIRE PROTECTION DISTRICT
$
44,160,182
$
39,898,260
$
42,922,190
TOTAL ALL FUNDS
$
206,281,027
$
186,141,230
$
207,804,810
Fiscal Year 2017/18 Adopted Budget Page 136
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 -GENERAL FUND
$
76,945,283
$
77,450,850
$
80,757,570
TOTAL GENERAL FUND
$
76,945,283
$
77,450,850
$
80,757,570
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$
86,964
$
88,390
$
91,670
006 - CVWD REIMBURSEMENTS
397,219
300,000
325,000
008 - CNTY OF S. B. REIMBURSEMENTS
152,322
96,050
96,050
016 - COMM DEV TECHNICAL SRVCS FUND
61,334
56,110
55,610
017 - LAW ENFORCEMENT RESERVE
116,688
98,150
92,910
018 - TRAFFIC SAFETY
335,334
439,120
369,120
019 - INFO TECHNOLOGY -DEVELOPMENT
154,386
164,490
164,410
020 - CITY TECHNOLOGY FEE FUND
172,476
180,300
182,970
022 - MOBILE HOME PARK PROGRAM
20,975
20,390
20,580
023 - SB1186 CERT ACCESS SPEC PROG
8,753
7,860
8,080
025 - CAPITAL RESERVE
1,616,703
1,904,890
1,771,260
073 - BENEFITS CONTINGENCY
61,425
49,100
45,360
TOTAL OTHER GENERAL FUNDS
$
3,184,579
$
3,404,850
$
3,223,020
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$
995,537
$
997,750
$
958,000
101 - AD 93-1 MASI COMMERCE CENTER
148
130
130
105 - AB2766 AIR QUALITY IMPROVEMENT
459,845
219,710
1,705,790
110 - BEAUTIFICATION
20,762
14,970
9,440
111 - PARK LAND ACQUISITION
81,328
131,440
131,990
112 - DRAINAGE FAC/GENERAL
277,755
420,940
117,440
113 - COMMUNITY/REC CENTER DEVELPMNT
28,218
50,510
50,710
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
180,287
82,180
79,980
115 - HENDERSON/WARDMAN DRAINAGE
3,812
0
0
116 - ETIWANDA DRAINAGE
240,043
99,220
99,650
118 - UPPER ETIWANDA DRAINAGE
8,704
6,600
6,560
119 - PARK IMPROVEMENT
41,376
70,730
71,020
120 - PARK DEVELOPMENT
194,973
149,780
145,210
122 - SOUTH ETIWANDA DRAINAGE
9,826
7,610
7,560
123 - LIBRARY IMPACT FEE
133,237
52,310
53,260
124 - TRANSPORTATION
3,949,365
3,215,170
3,245,840
125 - ANIMAL CENTER IMPACT FEE
28,729
15,530
15,730
126 - LOWER ETIWANDA DRAINAGE
9,245
7,020
6,980
127 - POLICE IMPACT FEE
64,460
41,120
41,720
128 - ETIWANDA NO. EQUESTRIAN FACIL.
10,318
8,000
7,950
129 - UNDERGROUND UTILITIES
166,036
189,360
162,750
130 - LMD #1 GENERAL CITY
1,270,029
1,396,160
1,428,590
131 - LMD #2 VICTORIA
3,716,633
3,609,370
3,734,910
132 - LMD #3A HYSSOP
4,333
4,150
4,170
133 - LMD #3B MEDIANS
1,329,509
1,081,430
1,082,550
134 - LMD #4R TERRA VISTA
2,903,425
2,911,230
2,779,140
135 - LMD #5 ANDOVER
3,188
3,080
2,910
136 - LMD #6R CARYN COMMUNITY
475,498
514,950
549,810
137 - LMD #7 NORTH ETIWANDA
1,006,860
1,030,120
1,036,910
Fiscal Year 2017/18 Adopted Budget Page 137
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16 Adopted
Adopted
Actual Budget
Budget
138 - LMD #8 SOUTH ETIWANDA
33,561
33,440
34,940
139 - LMD #9 LOWER ETIWANDA
204,879
195,710
321,850
140 - LMD #10 RANCHO ETIWANDA
596,813
584,330
592,480
141 - LMD 1 CAPITAL REPLACEMENT FUND
0
90,300
90,480
150 - GENERAL CITY STREET LIGHTS
1,044
830
830
151 - SLD #1 ARTERIAL
815,324
817,220
5,032,430
152 - SLD #2 RESIDENTIAL
717,205
748,000
5,309,660
153 - SLD #3 VICTORIA
373,363
368,220
2,134,400
154 - SLD #4 TERRA VISTA
172,653
180,900
1,087,910
155 - SLD #5 CARYN COMMUNITY
43,586
44,210
445,690
156 - SLD #6 INDUSTRIAL AREA
139,241
143,830
761,960
157 - SLD #7 NORTH ETIWANDA
230,919
234,660
1,512,320
158 - SLD #8 SOUTH ETIWANDA
101,639
94,520
411,190
170 - GAS TAX 2105/PROPI 11
1,025,438
1,122,250
0
172 - GAS TAX 2106-2107
1,884,345
2,055,900
0
174 - GAS TAX R&T7360
951,517
449,170
3,949,880
176 - MEASURE I 1990-2010
10,743
9,480
3,370
177 - MEASURE 12010-2040
2,895,880
2,810,090
3,086,900
178 - SB 140
138
0
0
179 - ROAD MAINT & REHAB ACCT
0
0
1,010,620
182 - AB 2928 TRAFFIC CONGEST RELIEF
1,139
0
0
188 - INTEGRATED WASTE MANAGEMENT
2,035,108
1,545,380
1,845,300
190 - PROP 42-TRAFFIC CONGESTION MIT
3,201
2,710
2,430
194 - PROPOSITION 1B STATE FUNDING
3,662
2,860
2,850
195 - STATE ASSET SEIZURE
22,981
1,450
1,570
196 - CA ASSET SEIZURE 15%
3,705
50
90
197 - FEDERAL ASSET SEIZURE
7,297
840
190
198 - CITYWIDE INFRASTRUCTURE IMPRV
9,958,445
3,570,610
1,545,070
204 - COMMUNITY DEVELOPMENT BLK GRNT
821,240
1,501,140
1,185,300
209 - FEDERAL SAFETEA-LU
3,631,313
3,980,550
2,127,750
211 - PROP 1B - SLPP
983,318
31,350
19,920
214 - PEDESTRIAN GRANT/ART 3
56,022
46,940
0
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
82,919
49,730
19,600
225 - CA RECYC/LITTER REDUCTION GRNT
53,384
68,910
50,070
226 - USED OIL RECYCLING GRANT
53
15,240
0
227 - USED OIL RECYCLING PROGRAM
53,012
53,070
40,490
234 - SAFE ROUTES TO SCHOOL PROGRAM
198,649
148,560
178,070
235 - PROP 84 PARK BOND ACT
218,994
5,320
0
239 - FEDERAL GRANT FUNDS-DREIER
42
0
0
250 - RECREATION SERVICES
4,396,353
3,138,360
3,176,290
255 - VG CULTURAL CENTER
401,554
1,333,680
1,462,510
272 - FREEDOM COURTYARD RSRC GRANTS
0
30
30
290 - LIBRARY FUND
4,459,970
4,747,680
4,931,830
291 - CA STATE LIBRARY
7,369
0
0
292 - STAFF INNOVATION FD (CA ST LB)
10,215
9,090
74,510
299 - LIBRARY DEVELOPMENT FUND
34,255
20,120
20,520
301 - THE BIG READ LIBRARY GRANT
26,116
20,000
0
302 - LIBRARY SERVICES & TECH. ACT
138
0
0
310 - PUBLIC LIBRARY BOND ACT-2000
6,146
0
0
329 - LIBRARY CAPITAL FUND
41,708
26,050
14,460
354 - COP'S PROGRAM GRANT -STATE
362,395
200,000
200,000
Fiscal Year 2017/18 Adopted Budget Page 138
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
361 - JUSTICE ASSISTANCE GRANT(JAG)
204
0
47,000
370 - OTS-"DRINK,DRIVE,LOSE" GRANT
53
0
0
373 - COPS SECURE OUR SCHOOLS GRANT
43
0
0
374 - COPS HIRING PROGRAM GRANT
163,230
502,580
0
380 - HOMELAND SECURITY GRANT -FIRE
82,356
32,280
0
381 - HOMELAND SECURITY GRANT -POLICE
92,796
0
68,070
383 - EMERGENCY MGMT PERFORMNCE GRNT
33,412
33,450
33,220
396 - HOUSING SUCCESSOR AGENCY
8,936,776
84,640
92,960
838 - AD 91-2 REDEMPTION -DAY CANYON
33,454
33,160
33,090
847 - PD 85 CAPITAL REPLACEMENT FUND
0
117,250
117,490
848 - PD 85 REDEMPTION FUND
1,306,715
1,492,470
1,509,940
868 - CFD 2000-03 PARK MAINTENANCE
429,084
445,190
454,140
TOTAL SPECIAL REVENUE
$ 66,770,593 $
49,574,370 $
62,578,370
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
$ 186 $
160 $
160
602 - AD 84-1 DAY CREEK/MELLO
17,100
13,260
13,160
612 - CFD 2001-01
7,551
5,870
5,840
614 - CFD 2003-01 PROJECT FUND
38
0
0
615 - CFD 2003-01 CULTURAL CENTER
19
0
0
617 - CFD 2004-01 RANCHO ETIWANDA ES
78
60
60
680 - CFD 2006-01 VINTNER'S GROVE
6
0
30
681 - CFD 2006-02 AMADOR ON ROUTE 66
79
80
80
TOTAL CAPITAL PROJECTS
$ 25,057 $
19,430 $
19,330
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$
2,314,776
$
2,653,070
$
2,614,450
702 - REGIS CONNECT
105,182
105,410
105,680
705 - MUNICIPAL UTILITY
11,197,949
12,069,410
12,410,770
706 - UTILITY PUBLIC BENEFIT FUND
330,022
306,690
306,310
708 - RCMU CAPITAL REPLACEMENT FUND
54,922
42,140
52,530
711 - FIBER OPTIC NETWORK
0
0
2,196,950
TOTAL ENTERPRISE FUNDS
$
14,002,851
$
15,176,720
$
17,686,690
INTERNAL SERVICE FUNDS
712 - EQUIPNEHICLE REPLACEMENT
$
351,953
$
81,380
$
57,560
714 - COMP EQUIP/TECH REPLCMENT FUND
840,531
535,370
560,080
TOTAL INTERNAL SERVICE FUNDS
$
1,192,484
$
616,750
$
617,640
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
285 - FIRE TECHNOLOGY FEE FUND
288 - FIRE PROTECTION CAPITAL FUND
$ 162,120,847 $ 146,242,970 $ 164,882,620
$ 28,335,507 $ 25,246,510 $ 26,663,040
5,856,127 5,991,810 6,032,450
2,183,024 2,189,090 2,318,600
634 1,250 1,300
7,784,886 6,469,600 7,906,800
Fiscal Year 2017/18 Adopted Budget Page 139
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
TOTAL SPECIAL REVENUE $ 44,160,178 $ 39,898,260 $ 42,922,190
TOTAL R.C. FIRE PROTECTION DISTRICT $ 44,160,178 $ 39,898,260 $ 42,922,190
TOTAL ALL FUNDS
$ 206,281,025 $ 186,141,230 $ 207,804,810
Fiscal Year 2017/18 Adopted Budget Page 140
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Expenditure
Summaries
Fiscal Year 2017/18 Adopted Budget Page 141
Building & Safety
Services
1.53%
Econ. and Comm.
Dev.
0.67%
Innovation &
Technology_
3.08%
Human Resources
0.83%
Finance.
1.56%
Administrative
Services
6.15%
Library Services
4.27%
City of Rancho Cucamonga, California
Expenditure Summary by Department
Operating Budget*
Fiscal Year 2017/18 Adopted Budget
Engineering Services
2.00%
\ I Plannir
1.51 °/
Community Services—/ 1
4.32% Records Management
0.42%
Public Works Services
8.95%
Governance
2.18%
Animal Care and
Services
2.68%
. Police
30.90%
Fire District
28.95%
Governance
$ 2,638,670
Police
37,363,370
Fire District
35,014,090
Animal Care and Services
3,236,220
Records Management
512,000
Community Services
5,223,800
Library Services
5,163,710
Administrative Services
7,436,020
Finance
1,883,970
Human Resources
1,009,580
Innovation & Technology
3,723,860
Econ. and Comm. Dev.
810,680
Building & Safety Services
1,848,380
Engineering Services
2,421,460
Planning
1,829,760
Public Works Services
10,819,800
Total Operating Budget $ 120,935,370
*Operating Budget is comprised of the City General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290).
Fiscal Year 2017/18 Adopted Budget Page 1.42
City of Rancho Cucamonga
Expenditure Summary by Category
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
001-GENERAL FUND
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
DEBT SERVICE
COST ALLOCATION
TRANSFER OUT
TOTAL GENERAL FUND
281 -FIRE FUND
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
DEBT SERVICE
TRANSFER OUT
TOTAL FIRE FUND
282 -COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
TOTAL COMMUNITY FACILITIES DIST 85-1
283 -COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
TOTAL COMMUNITY FACILITIES DIST 88-1
290 -LIBRARY FUND
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
DEBT SERVICE
TOTAL LIBRARY FUND
TOTAL OPERATING BUDGET
$ 25,167,834 $ 26,809,050 $ 28,062,120
46,711,267 51,130,620 53,769,440
1,289,883 30,000 0
28,730 41,170 41,960
(5,113,450) (5,161,110) (5,378,980)
$ 71,651,778 $ 77,450,850 $ 80,757,570
$ 19,334,288 $ 18,251,840 $ 19,386,440
4,476,391 5,235,410 5,765,180
149,099 805,460 405,780
997,276 953,800 1,105,640
$ 5,405,645 $ 4,922,750 $ 5,160,990
$ 6,183,265 $ 5,807,160 $ 6,032,450
$ 1,946,040 $ 1,975,020 $ 2,089,960
$ 2,197,528 $ 2,189,090 $ 2,318,600
$ 2,761,040 $ 3,339,290 $ 3,495,260
998,490 1,297,690 1,387,800
0 82,030 267,000
$ 108,758,342 $ 115,424,340 $ 120,935,370
Fiscal Year 2017/18 Adopted Budget Page 143
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16 Adopted
Adopted
Actual Budget
Budget
001-GENERAL FUND
PERSONNEL SERVICES
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5060 - Tuition Reimbursement
5061 - Employee Development
5065 - Coffee Fund
5091 - PERS Prefunding
5093 - Other Funds -Salary Reimbursmnt
TOTAL PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5151 - Postage
5152 - Computer Software
5160 - Membership Dues
5161 - Publications & Subscriptions
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5201 - O & M/Volunteer Program
5204 - O & M/Facilities
5207 - O & M/Capital Supplies
5210 - O & M/Crime Prevention
5215 - O & M/Computer Equipment
5217 - Technical Investigative Costs
5220 - Cellular Technology
5250 - Vehicle Operations & Maint.
5252 - Emergency Equipment & Veh Rntl
5253 - Vehicle Collision Repair
5255 - Gasoline
5256 - Diesel Fuel
5257 - CNG Fuel
5260 - O&M/Animal Care
5262 - O&M/Community & Info Programs
5263 - O&M/Field Services
5264 - O&M/Veterinarian Services
5265 - O&M/Kitten Nursery
5280 - Equip Operations & Maint
5283 - Depreciation -Computer Equip
$ 14,616,170 $
16,445,900 $
17,091,340
331,015
369,930
374,680
2,067,217
2,358,850
2,317,040
6,639,056
7,964,650
8,286,340
17,516
30,000
35,000
126,689
202,000
210,500
3,011
4,500
5,000
1,774,000
0
0
(406,840)
(566,780)
(257,780)
$ 25,167,834 $
26,809,050 $
28,062,120
$ 249,522 $
315,490 $
389,620
179,073
280,180
330,670
3,257
7,230
6,930
207,495
244,250
245,150
96,694
88,120
88,160
62,767
50,690
26,180
136,585
150,570
161,040
48,058
67,520
19,430
200,645
233,000
208,350
1,379,486
1,762,100
1,708,800
20,000
20,000
20,000
437,781
500,370
479,870
9,470
0
0
20,010
30,000
26,000
40,830
11,630
24,600
27,568
95,710
100,210
127,076
148,870
151,780
415,299
514,350
515,850
15,695
37,000
35,000
2,870
135,000
125,000
429,524
560,000
490,000
22,285
20,000
20,000
17,485
11,500
14,400
129,510
123,330
123,330
1,054
2,000
5,500
4,613
5,000
5,000
216,501
137,000
137,000
0
20,000
23,000
25,395
30,430
30,430
235,450
261,190
349,180
Fiscal Year 2017/18 Adopted Budget Page 144
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5285 - Safety Gear & Equipment
40,238
46,000
46,000
5298 - Operating Cntra Acct (FS only)
400,000
0
0
5300 - Contract Services
36,664,069
39,598,500
42,079,310
5303 - Contract Serv/Reimbursable
89,967
518,420
518,420
5304 - Contract Serv/Facilities
1,320,939
1,597,800
1,716,600
5310 - Tree Maintenance
534,131
600,000
665,000
5312 - Legal Services
563,737
383,660
404,920
5320 - Hazardous Waste Removal
11,277
24,320
24,320
5360 - Contract Serv/Animal Care
22,466
29,820
26,820
5362 - Contract Serv/Comm & Info Prgm
2,345
5,990
2,490
5363 - Contract Serv/Field Services
12,778
16,500
16,500
5364 - Contract Serv/Vet Services
54,192
73,400
73,400
5365 - Cont Srv-Spay/Neuter Program
24,430
15,000
15,000
5400 - Telephone Utilities
236,444
220,510
32,840
5401 - Gas Utilities
95,212
101,150
101,150
5402 - Water Utilities
325,892
404,470
442,020
5403 - Electric Utilities
1,213,512
1,303,970
1,294,970
5405 - Internet Services
0
0
119,340
5410 - Property Insurance
197,954
209,840
214,030
5510 - Property Tax Admin. Fee
105,885
118,740
115,830
5901 - Bad Debt Expense -Other
25,485
0
0
5999 - Prior Period Adjustment
8,320
0
0
TOTAL OPERATIONS & MAINTENANCE
$
46,711,271
$
51,130,620
$
53,769,440
CAPITAL OUTLAY
5600 - Capital Outlay -Land
$
440,000
$
0
$
0
5602 - Capital Outlay -Bldg & Imprvmnt
0
10,000
0
5603 - Capital Outlay -Equipment
16,071
20,000
0
5604 - Capital Outlay -Vehicles
52,582
0
0
5650 - Capital Project
1,181,230
0
0
5699 - Capital Proj Contra Acct (FS)
(400,000)
0
0
TOTAL CAPITAL OUTLAY
$
1,289,883
$
30,000
$
0
DEBT SERVICE
5700 - Interest Expense
$
19,335
$
23,160
$
21,760
5703 - Capital Lease Payment
9,395
18,010
20,200
TOTAL DEBT SERVICE
$
28,730
$
41,170
$
41,960
COST ALLOCATION
5990 - Cost Allocation Plan Offset
$
(5,113,450)
$
(5,161,110)
$
(5,378,980)
TOTAL COST ALLOCATION
$
(5,113,450)
$
(5,161,110)
$
(5,378,980)
TRANSFER OUT
9008 - Transfer Out -Fund 008
$
41,040
$
0
$
0
Fiscal Year 2017/18 Adopted Budget Page 145
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
9018 - Transfer Out - Traffic Safety
0
0
58,920
9025 - Transfer Out -Capital Reserve
700,000
1,000,000
1,025,000
9130 - Transfer Out-LMD1
0
121,360
123,410
9131 - Transfer Out-LMD2
328,570
276,640
293,490
9136 - Transfer Out-LMD6R
0
31,880
52,460
9152 - Transfer Out-SLD2
0
350,170
350,170
9157 - Transfer Out-SLD7
0
0
105,100
9374 - Transfer Out -Fund 374
150,730
367,580
0
9700 - Transfer Out -Sports Complex
1,767,464
2,222,910
2,050,490
9702 - Transfer Out-REGIS Connect
22,000
0
0
9712 - T/O Equipment/Vehicle Replacem
251,730
0
0
9714 - Transfer Out - Comptr Eq Rplc
305,980
0
0
9848 - Transfer Out -Fund 848
0
230,580
203,990
TOTAL TRANSFER OUT
$ 3,567,514 $
4,601,120 $
4,263,030
TOTAL GENERAL FUND
$ 71,651,782 $
77,450,850 $
80,757,570
281-FIRE FUND
PERSONNEL SERVICE
5000 - Regular Salaries
$ 12,195,521 $
12,518,620 $
13,372,010
5005 - Overtime Salaries
3,235,811
3,928,780
4,058,020
5010 - Part Time Salaries
120,889
179,960
148,020
Fringe Benefits
7,343,068
8,545,700
9,082,560
5060 - Tuition Reimbursement
126
10,000
10,000
5082 - Reimb Personnel from CFD 85-1
(4,716,390)
(4,922,750)
(5,160,990)
5083 - Reimb Personnel from CFD 88-1
(1,946,040)
(1,975,020)
(2,089,960)
5091 - PERS Prefunding
3,134,745
0
0
5093 - Other Funds -Salary Reimbursmnt
(33,442)
(33,450)
(33,220)
TOTAL PERSONNEL SERVICES
$ 19,334,288 $
18,251,840 $
19,386,440
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
$ 27,231 $
29,990 $
29,670
5102 - Training
80,588
146,270
164,590
5105 - Mileage
743
450
750
5150 - Office Supplies & Equipment
28,053
33,380
34,430
5151 - Postage
10
800
300
5152 - Computer Software
2,131
840
640
5155 - Public Relations/Educ Material
26,388
36,750
36,750
5160 - Membership Dues
5,259
8,690
8,460
5161 - Publications & Subscriptions
2,994
7,390
5,130
5165 - Licenses, Permits & Fees
5,774
9,770
6,760
5200 - Operations & Maintenance
272,616
327,340
310,490
5204 - O & M/Facilities
0
0
110,000
5215 - O & M/Computer Equipment
0
0
1,700
Fiscal Year 2017/18 Adopted Budget Page 146
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5220 - Cellular Technology
32,839
40,300
40,300
5250 - Vehicle Operations & Maint.
147,695
139,860
139,860
5252 - Emergency Equipment & Veh Rntl
0
0
2,500
5255 - Gasoline
23,076
35,770
35,770
5256 - Diesel Fuel
48,605
91,480
80,000
5280 - Equip Operations & Maint
23,348
26,100
31,500
5285 - Safety Gear & Equipment
69,014
75,690
79,430
5290 - Specialized Tools & Equipment
22,245
37,870
42,070
5291 - Equipment Supplies & Repairs
24,421
30,450
33,150
5300 - Contract Services
769,478
993,320
1,014,600
5304 - Contract Serv/Facilities
0
0
241,500
5312 - Legal Services
75,203
50,000
50,000
5320 - Hazardous Waste Removal
1,598
2,500
2,500
5321 - Fire Incident Costs
76
2,500
2,500
5400 - Telephone Utilities
29,234
33,170
33,170
5401 - Gas Utilities
7,224
8,890
9,030
5402 - Water Utilities
13,567
19,730
15,810
5403 - Electric Utilities
62,724
83,210
75,450
5410 - Property Insurance
0
0
75,650
5411 - Other Insurance
0
0
4,760
5416 - General Liability Insurance
96,794
243,380
222,250
5500 - Assessment Administration
0
22,200
42,520
5501 - Admin./General Overhead
2,077,780
2,189,380
2,264,880
5510 - Property Tax Admin. Fee
166,390
175,190
175,190
5720 - Misc Contributions to City
290,180
332,750
341,120
5901 - Bad Debt Expense -Other
46,562
0
0
5999 - Prior Period Adjustment
(3,450)
0
0
TOTAL OPERATIONS & MAINTENANCE
$ 4,476,390 $
5,235,410 $
5,765,180
DEBT SERVICE
5700 - Interest Expense
$ 145,796 $
115,100 $
91,980
5701 - Principal Repayments
654,417
684,870
308,010
5703 - Capital Lease Payment
3,303
5,490
5,790
5704 - Long Term Debt Repymt Contra
(654,417)
0
0
TOTAL DEBT SERVICE
$ 149,099 $
805,460 $
405,780
TRANSFER OUT
9282 - Transfer Out-CFD 85-1
9283 - Transfer Out-CFD 88-1
TOTAL TRANSFER OUT
TOTAL FIRE FUND
282-COMMUNITY FACILITIES DIST 85-1
$ 0 $ 0 $ 16,090
997,276 953,800 1,089,550
$ 997,276 $ 953,800 $ 1,105,640
$ 24,957,053 $ 25,246,510 $ 26,663,040
Fiscal Year 2017/18 Adopted Budget Page 147
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
PERSONNEL SERVICES
Fringe Benefits
0
0
0
5081 - Reimb Personnel to Fire Fund
$
4,716,390
$
4,922,750
$
5,160,990
5091 - PERS Prefunding
689,255
0
0
TOTAL PERSONNEL SERVICES
$
5,405,645
$
4,922,750
$
5,160,990
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
$
198
$
1,120
$
1,120
5150 - Office Supplies & Equipment
15
140
140
5160 - Membership Dues
0
80
80
5161 - Publications & Subscriptions
220
220
480
5165 - Licenses, Permits & Fees
3,624
5,500
3,910
5200 - Operations & Maintenance
18,344
20,970
16,140
5250 - Vehicle Operations & Maint.
69,527
69,940
69,940
5255 - Gasoline
10,289
17,160
17,160
5256 - Diesel Fuel
23,520
50,060
43,800
5280 - Equip Operations & Maint
5,965
6,000
6,000
5285 - Safety Gear & Equipment
3,983
15,640
15,640
5290 - Specialized Tools & Equipment
3,036
3,130
3,130
5300 - Contract Services
343,017
367,300
355,100
5400 - Telephone Utilities
15,288
18,920
18,920
5401 - Gas Utilities
5,145
6,220
6,360
5402 - Water Utilities
9,678
13,020
10,580
5403 - Electric Utilities
46,302
55,350
51,240
5416 - General Liability Insurance
978
2,370
0
5501 - Admin./General Overhead
218,490
231,270
251,720
TOTAL OPERATIONS & MAINTENANCE
$
777,619
$
884,410
$
871,460
TOTAL COMMUNITY FACILITIES DIST 85-1
$
6,183,264
$
5,807,160
$
6,032,450
283-COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES
Fringe Benefits
0
0
0
5081 - Reimb Personnel to Fire Fund
$ 1,946,040 $
1,975,020 $
2,089,960
TOTAL PERSONNEL SERVICES
$ 1,946,040 $
1,975,020 $
2,089,960
OPERATIONS & MAINTENANCE
5165 - Licenses, Permits & Fees
$ 1,226 $
1,920 $
1,280
5200 - Operations & Maintenance
3,748
4,000
4,000
5300 - Contract Services
76,507
80,240
87,190
5400 - Telephone Utilities
10,402
11,190
11,190
5401 - Gas Utilities
1,408
1,880
1,970
5402 - Water Utilities
4,349
4,850
5,040
5403 - Electric Utilities
11,969
13,970
13,560
Fiscal Year 2017/18 Adopted Budget Page 148
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
5501 - Admin./General Overhead 141,880 96,020 104,410
TOTAL OPERATIONS & MAINTENANCE $ 251.489 $ 214.070 $ 228.640
TOTAL COMMUNITY FACILITIES DIST 88-1
290-LIBRARY FUND
PERSONNEL SERVICES
5000 - Regular Salaries
5010 - Part Time Salaries
TOTAL PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5152 - Computer Software
5160 - Membership Dues
5200 - Operations & Maintenance
5207 - 0 & M/Capital Supplies
5215 - O & M/Computer Equipment
5220 - Cellular Technology
5300 - Contract Services
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5501 - Admin./General Overhead
5999 - Prior Period Adjustment
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
5604 - Capital Outlay -Vehicles
5605 - Capital Outlay -Computer Equip
5606 - Capital Outlay-Furn/Fixtures
TOTAL CAPITAL OUTLAY
DEBT SERVICE
5700 - Interest Expense
5703 - Capital Lease Payment
TOTAL DEBT SERVICE
TOTAL LIBRARY FUND
$ 2.197.529 $ 2.189.090 $ 2.318.600
$ 1,355,766
$
1,626,480
$
1,679,340
731,263
866,140
933,510
$ 2,087,029
$
2,492,620
$
2,612,850
674,012
846,670
882,410
$ 23,639
$
28,350
$
31,050
0
2,000
6,000
853
2,100
1,000
18,935
22,550
22,550
1,387
5,800
5,800
2,847
6,380
6,380
596,948
724,940
735,870
6,805
30,000
40,000
5,528
1,510
66,000
831
1,010
1,010
189,014
309,460
305,800
11,057
10,500
10,500
5,150
5,040
5,040
64,586
70,050
65,000
70,910
78,000
85,800
1
0
0
$ 1,672,503
$
2,144,360
$
2,270,210
$ 0
$
0
$
250,000
0
0
9,000
0
82,030
8,000
$ 0
$
82,030
$
267,000
$ 631
$
0
$
0
8,557
11,720
13,650
$ 9,188
$
11,720
$
13,650
$ 3.769.720
$
4.730.730
$
5.163.710
Fiscal Year 2017/18 Adopted Budget Page 149
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
TOTAL OPERATING BUDGET $ 108,758,348 $ 115,424,340 $ 120,935,370
Fiscal Year 2017/18 Adopted Budget Page 150
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2017/18 Adopted Budget Page 151
Innovation and
Technology
1.95%
Human Resources
0.41 %
City of Rancho Cucamonga, California
Expenditure Summary by Department
All Funds
Fiscal Year 2017/18 Adopted Budget
Public Works Services
10.95%
Finance J 1
8.15% Administrative
Services
12.14%
Governance
1.07%
Police
_ 15.71 %
Governance
Police
Fire District
Animal Care and Services
Records Management
Community Services
Library Services
Administrative Services
Finance
Human Resources
Innovation and Technology
Econ. and Comm. Dev.
Building and Safety Services
Engineering Services
Planning
Public Works Services
Total All Funds Budget
Fire District
20.51 %
nal Care and
Services
1.31 %
Records Management
0.21 %
N—Community Services
4.81 %
Library Services
2.18%
$ 2,648,400
38,862,340
50,737,950
3,236,220
512,000
11,899,540
5,393,080
30,042,870
20,158,070
1,009,580
4,828,100
1,057,200
1,892,740
39,785,800
8,249,940
27,097,640
$ 247,411,470
Fiscal Year 2017/18 Adopted Budget Page 152
City of Rancho Cucamonga
Expenditure Summary by Category
All Funds
Fiscal Year 2017/18 Adopted Budget
CITY OF RANCHO CUCAMONGA
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
DEBT SERVICE
COST ALLOCATION
TRANSFER OUT
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
DEBT SERVICE
TRANSFER OUT
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
2016/17
2015/16 Adopted
Actual Budget
2017/18
Adopted
Budget
$ 40,631,753 $
43,862,240 $
46,064,450
87,989,338
83,933,710
98,553,090
10,733,074
52,326,700
49,846,160
722,044
643,320
1,288,770
(5,113,450)
(5,161,110)
(5,378,980)
6,075,419
6,736,420
6,333,250
$ 141,038,178 $ 182,341,280 $ 196,706,740
$ 26,685,973 $
25,149,610 $
26,637,390
6,429,528
7,355,020
7,512,900
7,046,728
23,942,350
15,043,020
149,099
805,460
405,780
997,276
953,800
1,105,640
$ 41,308,604 $
58,206,240 $
50,704,730
$ 182,346,782 $ 240,547,520 $ 247,411,470
Fiscal Year 2017/18 Adopted Budget Page 153
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
001-GENERAL FUND
5000 - Regular Salaries
$ 14,616,170 $
16,445,900 $
17,091,340
5005 - Overtime Salaries
331,015
369,930
374,680
5010 - Part Time Salaries
2,067,217
2,358,850
2,317,040
Fringe Benefits
6,639,056
7,964,650
8,286,340
5060 - Tuition Reimbursement
17,516
30,000
35,000
5061 - Employee Development
126,689
202,000
210,500
5065 - Coffee Fund
3,011
4,500
5,000
5091 - PERS Pref ending
1,774,000
0
0
5093 - Other Funds -Salary Reimbursmnt
(406,840)
(566,780)
(257,780)
5100 - Travel and Meetings
249,522
315,490
389,620
5102 - Training
179,073
280,180
330,670
5105 - Mileage
3,257
7,230
6,930
5150 - Office Supplies & Equipment
207,495
244,250
245,150
5151 - Postage
96,694
88,120
88,160
5152 - Computer Software
62,767
50,690
26,180
5160 - Membership Dues
136,585
150,570
161,040
5161 - Publications & Subscriptions
48,058
67,520
19,430
5165 - Licenses, Permits & Fees
200,645
233,000
208,350
5200 - Operations & Maintenance
1,379,486
1,762,100
1,708,800
5201 - 0 & M/Volunteer Program
20,000
20,000
20,000
5204 - 0 & M/Facilities
437,781
500,370
479,870
5207 - 0 & M/Capital Supplies
9,470
0
0
5210 - 0 & M/Crime Prevention
20,010
30,000
26,000
5215 - 0 & M/Computer Equipment
40,830
11,630
24,600
5217 - Technical Investigative Costs
27,568
95,710
100,210
5220 - Cellular Technology
127,076
148,870
151,780
5250 - Vehicle Operations & Maint.
415,299
514,350
515,850
5252 - Emergency Equipment & Veh Rntl
15,695
37,000
35,000
5253 - Vehicle Collision Repair
2,870
135,000
125,000
5255 - Gasoline
429,524
560,000
490,000
5256 - Diesel Fuel
22,285
20,000
20,000
5257 - CNG Fuel
17,485
11,500
14,400
5260 - O&M/Animal Care
129,510
123,330
123,330
5262 - O&M/Community & Info Programs
1,054
2,000
5,500
5263 - O&M/Field Services
4,613
5,000
5,000
5264 - O&M/Veterinarian Services
216,501
137,000
137,000
5265 - O&M/Kitten Nursery
0
20,000
23,000
5280 - Equip Operations & Maint
25,395
30,430
30,430
5283 - Depreciation -Computer Equip
235,450
261,190
349,180
5285 - Safety Gear & Equipment
40,238
46,000
46,000
5298 - Operating Cntra Acct (FS only)
400,000
0
0
5300 - Contract Services
36,664,069
39,598,500
42,079,310
5303 - Contract Serv/Reimbursable
89,967
518,420
518,420
5304 - Contract Serv/Facilities
1,320,939
1,597,800
1,716,600
Fiscal Year 2017/18 Adopted Budget Page 154
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5310 - Tree Maintenance
534,131
600,000
665,000
5312 - Legal Services
563,737
383,660
404,920
5320 - Hazardous Waste Removal
11,277
24,320
24,320
5360 - Contract Serv/Animal Care
22,466
29,820
26,820
5362 - Contract Serv/Comm & Info Prgm
2,345
5,990
2,490
5363 - Contract Serv/Field Services
12,778
16,500
16,500
5364 - Contract Serv/Vet Services
54,192
73,400
73,400
5365 - Cont Srv-Spay/Neuter Program
24,430
15,000
15,000
5400 - Telephone Utilities
236,444
220,510
32,840
5401 - Gas Utilities
95,212
101,150
101,150
5402 - Water Utilities
325,892
404,470
442,020
5403 - Electric Utilities
1,213,512
1,303,970
1,294,970
5405 - Internet Services
0
0
119,340
5410 - Property Insurance
197,954
209,840
214,030
5510 - Property Tax Admin. Fee
105,885
118,740
115,830
5600 - Capital Outlay -Land
440,000
0
0
5602 - Capital Outlay -Bldg & Imprvmnt
0
10,000
0
5603 - Capital Outlay -Equipment
16,071
20,000
0
5604 - Capital Outlay -Vehicles
52,582
0
0
5650 - Capital Project
1,181,230
0
0
5699 - Capital Proj Contra Acct (FS)
(400,000)
0
0
5700 - Interest Expense
19,335
23,160
21,760
5703 - Capital Lease Payment
9,395
18,010
20,200
5901 - Bad Debt Expense -Other
25,485
0
0
5990 - Cost Allocation Plan Offset
(5,113,450)
(5,161,110)
(5,378,980)
5999 - Prior Period Adjustment
8,290
0
0
9008 - Transfer Out -Fund 008
41,040
0
0
9018 - Transfer Out - Traffic Safety
0
0
58,920
9025 - Transfer Out -Capital Reserve
700,000
1,000,000
1,025,000
9130 - Transfer Out-LMD1
0
121,360
123,410
9131 - Transfer Out-LMD2
328,570
276,640
293,490
9136 - Transfer Out-LMD6R
0
31,880
52,460
9152 - Transfer Out-SLD2
0
350,170
350,170
9157 - Transfer Out-SLD7
0
0
105,100
9374 - Transfer Out -Fund 374
150,730
367,580
0
9700 - Transfer Out -Sports Complex
1,767,464
2,222,910
2,050,490
9702 - Transfer Out-REGIS Connect
22,000
0
0
9712 - T/O Equipment/Vehicle Replacem
251,730
0
0
9714 - Transfer Out - Comptr Eq Rplc
305,980
0
0
9848 - Transfer Out -Fund 848
0
230,580
203,990
TOTAL GENERAL FUND
$ 71,651,752 $
77,450,850 $
80,757,570
003-REIMB ST/COUNTY PARKING CIT
5200 - Operations & Maintenance
$ 86,900 $
88,390 $
91,670
TOTAL REIMB ST/COUNTY PARKING CIT
$ 86,900 $
88,390 $
91,670
Fiscal Year 2017/18 Adopted Budget Page 155
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2015/16
Actual
2016/17
Adopted
Budget
2017/18
Adopted
Budget
006-CVWD REIMBURSEMENTS
5000 - Regular Salaries
$ 72,444 $
94,250 $
93,220
5005 - Overtime Salaries
0
0
0
Fringe Benefits
32,165
44,300
43,810
5200 - Operations & Maintenance
35,917
43,000
48,700
5250 - Vehicle Operations & Maint.
8,493
10,000
10,000
5252 - Emergency Equipment & Veh Rntl
0
1,000
1,000
5280 - Equip Operations & Maint
0
500
500
9001 - Transfer Out -General Fund
39,450
37,140
39,170
TOTAL CVWD REIMBURSEMENTS
$ 188,469 $
230,190 $
236,400
008-CNTY OF S. B. REIMBURSEMENTS
5300 - Contract Services
TOTAL CNTY OF S. B. REIMBURSEMENTS
16-COMM DEV TECHNICAL SRVCS FUND
5100 - Travel and Meetings
5152 - Computer Software
5200 - Operations & Maintenance
5215 - O & M/Computer Equipment
5300 - Contract Services
5605 - Capital Outlay -Computer Equip
TOTAL COMM DEV TECHNICAL SRVCS FUND
017-LAW ENFORCEMENT RESERVE
5152 - Computer Software
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5605 - Capital Outlay -Computer Equip
5650 - Capital Project
TOTAL LAW ENFORCEMENT RESERVE
018-TRAFFIC SAFETY
5300 - Contract Services
5501 - Admin./General Overhead
5999 - Prior Period Adjustment
TOTAL TRAFFIC SAFETY
019-INFO TECHNOLOGY -DEVELOPMENT
5501 - Admin./General Overhead
TOTAL INFO TECHNOLOGY -DEVELOPMENT
$ 82,132 $ 93,300 $ 0
$ 82,132 $ 93,300 $ 0
$ 0 $ 0 $ 1,400
0 8,050 6,000
0 3,000 3,000
0 0 2,000
13,980 330,000 51,000
0 16,000 0
$ 13,980 $ 357,050 $ 63,400
$ 0 $ 0 $ 135,000
0 0 50,000
2,220 2,240 5,210
5,598 0 267,000
43,771 0 0
89,924 0 150,000
$ 141,513 $ 2,240 $ 607,210
$ 418,389 $ 435,000 $ 365,000
3,050 4,120 4,430
(30) 0 0
4? 1 4n9 01 419 120 369.410
$ 123,850 $ 134,250 $ 124,760
12'A RSn R 114 250 � 124.760
Fiscal Year 2017/18 Adopted Budget Page 156
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
020-CITY TECHNOLOGY FEE FUND
5501 - Admin./General Overhead
$
1,010
$
30
$
180
9714 - Transfer Out - Comptr Eq Rplc
166,180
179,000
182,940
TOTAL CITY TECHNOLOGY FEE FUND
$
167,190
$
179,030
$
183,120
022-MOBILE HOME PARK PROGRAM
5200 - Operations & Maintenance
$
3,150
$
5,150
$
5,150
5300 - Contract Services
0
31,000
31,000
5501 - Admin./General Overhead
300
3,650
3,860
TOTAL MOBILE HOME PARK PROGRAM
$
3,450
$
39,800
$
40,010
023-SB1186 CERT ACCESS SPEC PROG
5102 - Training
$
0
$
700
$
700
5200 - Operations & Maintenance
0
3,600
3,600
5501 - Admin./General Overhead
300
50
50
TOTAL SB1186 CERT ACCESS SPEC PROG
$
300
$
4,350
$
4,350
025-CAPITAL RESERVE
5005 - Overtime Salaries
$
3,306
$
0
$
20,000
5200 - Operations & Maintenance
2,491
21,720
0
5207 - O & M/Capital Supplies
4,500
35,320
22,000
5215 - O & M/Computer Equipment
0
1,500
0
5298 - Operating Cntra Acct (FS only)
24,897
0
0
5300 - Contract Services
110,876
190,000
60,000
5304 - Contract Serv/Facilities
23,500
0
0
5312 - Legal Services
0
200,000
0
5320 - Hazardous Waste Removal
11,820
20,000
20,000
5411 - Other Insurance
7,988
8,810
29,700
5416 - General Liability Insurance
297,703
304,480
337,820
5417 - General Liability Claims
561,345
500,000
500,000
5501 - Admin./General Overhead
24,710
30,240
36,330
5600 - Capital Outlay -Land
1,896,350
0
0
5602 - Capital Outlay -Bldg & Imprvmnt
476,373
1,235,000
858,500
5606 - Capital Outlay-Furn/Fixtures
0
150,000
0
5607 - Cap Outlay-Impry Oth Than Bldg
25,449
500,000
30,000
5650 - Capital Project
391,409
3,991,500
2,266,390
5699 - Capital Proj Contra Acct (FS)
(24,897)
0
0
5930 - Advances to Other Funds
0
0
14,105,220
TOTAL CAPITAL RESERVE
$
3,837,820
$
7,188,570
$
18,285,960
073-BENEFITS CONTINGENCY
5000 - Regular Salaries
$
1,104,247
$
680,000
$
897,300
5501 - Admin./General Overhead
3,930
5,630
7,020
Fiscal Year 2017/18 Adopted Budget Page 157
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
TOTAL BENEFITS CONTINGENCY
100-ASSESSMENT DISTRICTS ADMIN
5000 - Regular Salaries
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5151 - Postage
5152 - Computer Software
5200 - Operations & Maintenance
5220 - Cellular Technology
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL ASSESSMENT DISTRICTS ADMIN
105-AB2766 AIR OUALITY IMPROVEMENT
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5604 - Capital Outlay -Vehicles
5650 - Capital Project
TOTAL AB2766 AIR QUALITY IMPROVEMENT
110-BEAUTIFICATION
5298 - Operating Cntra Acct (FS only)
5501 - Admin./General Overhead
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
TOTAL BEAUTIFICATION
112-DRAINAGE FAC/GENERAL
5000 - Regular Salaries
Fringe Benefits
5298 - Operating Cntra Acct (FS only)
5300 - Contract Services
5501 - Admin./General Overhead
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
TOTAL DRAINAGE FAC/GENERAL
114-DRAINAGE-ETIWANDA/SAN SEVAINE
2015/16
Actual
$ 1.108.177 $
2016/17 2017/18
Adopted Adopted
Budget Budget
685,630 $ 904,320
$ 112,599
$
138,740
$
146,360
49,711
64,610
68,190
2,549
2,750
6,500
14,444
10,140
6,000
2,369
600
300
870
1,500
1,500
1,918
13,400
21,000
2,476
3,440
0
14,287
29,510
33,690
6,138
4,500
0
104,848
150,660
158,000
744,100
537,400
516,460
$ 1,056,309
$
957,250
$
958,000
$ 24,077
$
21,160
$
21,160
1,449
1,380
1,410
790
560
1,790
0
0
20,000
0
190,000
535,000
88,328
128,810
1,459,470
$ 114,644
$
341,910
$
2,038,830
$ 631,269
$
0
$
0
710
860
850
631,269
935,470
500,000
(631,269)
0
0
$ 631,979
$
936,330
$
500,850
$ 34,941
$
39,740
$
30,470
15,514
18,680
14,320
212,322
0
0
38,239
50,000
50,000
5,990
6,720
7,600
290,200
910,000
905,000
(212,322)
0
0
$ 384,884
$
1,025,140
$
1,007,390
Fiscal Year 2017/18 Adopted Budget Page 158
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5298 - Operating Cntra Acct (FS only)
$
229,004
$ 0
$
0
5300 - Contract Services
0
25,000
25,000
5501 - Admin./General Overhead
280
430
400
5650 - Capital Project
229,004
0
0
5699 - Capital Proj Contra Acct (FS)
(229,004)
0
0
TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE
$
229,284
$ 25,430
$
25,400
115-HENDERSON/WARDMAN DRAINAGE
5501 - Admin./General Overhead
$
270
$ 300
$
0
TOTAL HENDERSON/WARDMAN DRAINAGE
$
270
$ 300
$
0
116-ETIWANDA DRAINAGE
5000 - Regular Salaries
$
7,939
$ 20,290
$
20,460
Fringe Benefits
3,525
9,540
9,620
5298 - Operating Cntra Acct (FS only)
104,144
0
0
5300 - Contract Services
0
150,000
150,000
5501 - Admin./General Overhead
1,470
1,640
4,120
5650 - Capital Project
104,144
100,000
100,000
5699 - Capital Proj Contra Acct (FS)
(104,144)
0
0
TOTAL ETIWANDA DRAINAGE
$
117,078
$ 281,470
$
284,200
118-UPPER ETIWANDA DRAINAGE
5300 - Contract Services
$
0
$ 25,000
$
25,000
5501 - Admin./General Overhead
150
160
380
TOTAL UPPER ETIWANDA DRAINAGE
$
150
$ 25,160
$
25,380
120-PARK DEVELOPMENT
5000 - Regular Salaries
$ 77,263 $
85,340 $
78,220
Fringe Benefits
34,304
40,110
36,760
5100 - Travel and Meetings
857
2,100
2,100
5102 - Training
0
500
500
5150 - Office Supplies & Equipment
47
200
200
5152 - Computer Software
0
390
0
5160 - Membership Dues
145
150
240
5161 - Publications & Subscriptions
0
100
0
5200 - Operations & Maintenance
453
1,200
500
5207 - O & M/Capital Supplies
8,370
0
0
5300 - Contract Services
23,330
50,000
5,000
5501 - Admin./General Overhead
11,910
10,790
3,570
5607 - Cap Outlay-Impry Oth Than Bldg
0
80,000
0
5650 - Capital Project
599,932
3,275,000
1,343,890
TOTAL PARK DEVELOPMENT
$ 756,611 $
3,545,880 $
1,470,980
122-SOUTH ETIWANDA DRAINAGE
Fiscal Year 2017/18 Adopted Budget Page 159
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5501 - Admin./General Overhead
$
90
250
$
180
TOTAL SOUTH ETIWANDA DRAINAGE
$
90
$
250
$
180
124-TRANSPORTATION
5000 - Regular Salaries
$
535,641
$
561,130
$
607,860
Fringe Benefits
237,246
263,220
285,190
5152 - Computer Software
3,336
0
0
5160 - Membership Dues
115
150
0
5200 - Operations & Maintenance
518
0
0
5298 - Operating Cntra Acct (FS only)
28,312
0
0
5300 - Contract Services
330
0
0
5312 - Legal Services
13,506
0
0
5501 - Admin./General Overhead
75,010
76,740
81,150
5600 - Capital Outlay -Land
273,000
0
0
5650 - Capital Project
730,583
5,058,690
2,185,940
5699 - Capital Proj Contra Acct (FS)
(28,312)
0
0
5720 - Misc Contributions to City
22,430
61,630
61,630
9714 - Transfer Out - Comptr Eq Rplc
7,850
0
0
TOTAL TRANSPORTATION
$
1,899,565
$
6,021,560
$
3,221,770
126-LOWER ETIWANDA DRAINAGE
5300 - Contract Services
$
0
$
25,000
$
25,000
5501 - Admin./General Overhead
150
170
390
TOTAL LOWER ETIWANDA DRAINAGE
$
150
$
25,170
$
25,390
128-ETIWANDA NO, EQUESTRIAN FACIL.
5501 - Admin./General Overhead
$
190
$
190
$
190
TOTAL ETIWANDA NO. EQUESTRIAN FACIL.
$
190
$
190
$
190
129-UNDERGROUND UTILITIES
5501 - Admin./General Overhead
$
14,740
$
17,730
$
3,310
5650 - Capital Project
0
1,383,930
130,000
TOTAL UNDERGROUND UTILITIES
$
14,740
$
1,401,660
$
133,310
130-LMD #1 GENERAL CITY
5000 - Regular Salaries
$
16,191
$
16,090
$
17,230
5010 - Part Time Salaries
2,950
5,000
5,000
Fringe Benefits
7,544
8,410
8,990
5200 - Operations & Maintenance
46,006
52,600
65,000
5204 - O & M/Facilities
0
2,300
2,300
5250 - Vehicle Operations & Maint.
2,000
2,000
2,000
5252 - Emergency Equipment & Veh Rntl
0
800
2,800
5280 - Equip Operations & Maint
2,386
2,000
2,000
5300 - Contract Services
406,941
492,310
578,960
Fiscal Year 2017/18 Adopted Budget Page 16o
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5304 - Contract Serv/Facilities
2,933
6,000
7,600
5310 - Tree Maintenance
49,875
50,000
52,500
5400 - Telephone Utilities
2,311
2,790
2,790
5402 - Water Utilities
205,373
290,000
290,000
5403 - Electric Utilities
71,058
82,950
87,100
5500 - Assessment Administration
65,870
65,870
66,090
5501 - Admin./General Overhead
60,020
43,420
40,960
5607 - Cap Outlay-Impry Oth Than Bldg
0
0
40,500
5720 - Misc Contributions to City
0
0
660
9141 - Transfer Out -Fund 141
0
90,000
90,000
TOTAL LMD #1 GENERAL CITY
$
941,458
$
1,212,540
$
1,362,480
131-LMD #2 VICTORIA
5000 - Regular Salaries
$
506,887
$
524,970
$
553,780
5005 - Overtime Salaries
171
1,090
1,090
5010 - Part Time Salaries
65,816
90,220
90,220
Fringe Benefits
230,815
259,880
274,010
5200 - Operations & Maintenance
57,844
66,550
75,850
5250 - Vehicle Operations & Maint.
4,925
5,000
5,000
5252 - Emergency Equipment & Veh Rntl
0
200
200
5300 - Contract Services
1,169,293
1,193,370
1,317,630
5310 - Tree Maintenance
130,560
130,560
163,340
5400 - Telephone Utilities
266
1,330
440
5402 - Water Utilities
648,054
752,410
752,410
5403 - Electric Utilities
72,812
113,690
95,590
5500 - Assessment Administration
34,870
34,870
36,060
5501 - Admin./General Overhead
223,250
269,020
265,170
5504 - Interfund Allocation
75,020
70,000
75,180
5603 - Capital Outlay -Equipment
0
0
17,000
5607 - Cap Outlay-Impry Oth Than Bldg
0
238,000
13,200
5650 - Capital Project
0
0
400,000
TOTAL LMD #2 VICTORIA
$
3,220,583
$
3,751,160
$
4,136,170
132-LMD #3A HYSSOP
5200 - Operations & Maintenance
$
794
$
500
$
500
5300 - Contract Services
3,264
3,670
4,780
5402 - Water Utilities
832
1,000
1,000
5403 - Electric Utilities
618
890
940
5500 - Assessment Administration
50
50
50
5501 - Admin./General Overhead
100
640
1,300
TOTAL LMD DA HYSSOP
$
5,658
$
6,750
$
8,570
133-LMD #311 MEDIANS
5000 - Regular Salaries
$
53,682
$
58,780
$
75,550
5010 - Part Time Salaries
13,564
21,600
21,600
Fiscal Year 2017/18 Adopted Budget Page 161
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
Fringe Benefits
25,748
31,210
39,280
5152 - Computer Software
495
500
500
5200 - Operations & Maintenance
9,435
10,500
10,500
5204 - O & M/Facilities
17,228
14,000
11,500
5300 - Contract Services
377,323
475,000
531,700
5304 - Contract Serv/Facilities
101,418
113,420
120,300
5310 - Tree Maintenance
4,100
22,290
23,410
5400 - Telephone Utilities
575
640
760
5402 - Water Utilities
105,539
110,960
110,960
5403 - Electric Utilities
44,721
62,360
58,720
5500 - Assessment Administration
6,270
6,270
6,570
5501 - Admin./General Overhead
21,070
30,410
35,570
5603 - Capital Outlay -Equipment
5,470
0
0
TOTAL LMD #3B MEDIANS
$ 786,638 $
957,940 $
1,046,920
134-LMD #4R TERRA VISTA
5000 - Regular Salaries
$ 564,638 $
631,400 $
676,020
5005 - Overtime Salaries
0
1,050
1,050
5010 - Part Time Salaries
35,800
47,280
47,280
Fringe Benefits
254,186
304,100
325,300
5200 - Operations & Maintenance
105,369
93,050
93,050
5250 - Vehicle Operations & Maint.
5,996
6,000
6,000
5252 - Emergency Equipment & Veh Rntl
0
1,700
1,700
5280 - Equip Operations & Maint
3,665
3,750
3,750
5300 - Contract Services
560,747
707,330
445,580
5310 - Tree Maintenance
70,583
71,400
74,970
5400 - Telephone Utilities
696
3,030
820
5402 - Water Utilities
263,594
325,000
325,000
5403 - Electric Utilities
26,080
34,580
34,320
5500 - Assessment Administration
22,990
22,990
22,080
5501 - Admin./General Overhead
179,300
213,750
221,990
5603 - Capital Outlay -Equipment
0
0
17,000
5607 - Cap Outlay-Impry Oth Than Bldg
0
10,000
0
5650 - Capital Project
0
435,000
440,000
5999 - Prior Period Adjustment
(1,093)
0
0
TOTAL LMD #4R TERRA VISTA
$ 2,092,551 $
2,911,410 $
2,735,910
135-LMD #5 ANDOVER
5000 - Regular Salaries
$ 1,718 $
1,810 $
1,850
5010 - Part Time Salaries
316
840
840
Fringe Benefits
810
1,000
1,020
5200 - Operations & Maintenance
1,003
800
800
5250 - Vehicle Operations & Maint.
0
70
70
5300 - Contract Services
512
1,090
1,630
5402 - Water Utilities
369
710
710
5403 - Electric Utilities
316
480
510
Fiscal Year 2017/18 Adopted Budget Page 162
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5500 - Assessment Administration
220
220
250
5501 - Admin./General Overhead
110
790
2,290
5607 - Cap Outlay-Impry Oth Than Bldg
25,235
0
0
TOTAL LMD #5 ANDOVER
$
30,609
$
7,810
$
9,970
136-LMD #6R CARYN COMMUNITY
5000 - Regular Salaries
$
11,701
$
12,300
$
12,760
Fringe Benefits
5,085
5,640
5,860
5200 - Operations & Maintenance
8,208
10,000
10,900
5252 - Emergency Equipment & Veh Rntl
0
0
200
5300 - Contract Services
197,136
215,240
233,220
5310 - Tree Maintenance
35,650
27,000
28,350
5402 - Water Utilities
90,837
175,970
175,970
5403 - Electric Utilities
7,531
9,170
9,630
5500 - Assessment Administration
7,020
7,020
7,030
5501 - Admin./General Overhead
23,840
32,490
31,690
TOTAL LMD #6R CARYN COMMUNITY
$
387,008
$
494,830
$
515,610
137-LMD #7 NORTH ETIWANDA
5000 - Regular Salaries
$
118,526
$
120,360
$
128,920
5010 - Part Time Salaries
8,364
13,160
13,160
Fringe Benefits
52,944
58,510
62,680
5200 - Operations & Maintenance
25,060
32,800
33,700
5204 - O & M/Facilities
956
210
1,500
5252 - Emergency Equipment & Veh Rntl
1,029
0
2,200
5300 - Contract Services
293,343
322,210
395,810
5304 - Contract Serv/Facilities
0
790
2,750
5310 - Tree Maintenance
6,950
7,090
7,450
5400 - Telephone Utilities
1,228
1,390
820
5402 - Water Utilities
249,012
351,220
356,470
5403 - Electric Utilities
22,222
33,740
29,180
5500 - Assessment Administration
15,430
15,430
16,910
5501 - Admin./General Overhead
72,200
82,860
84,600
5720 - Misc Contributions to City
0
0
680
5999 - Prior Period Adjustment
(600)
0
0
TOTAL LMD #7 NORTH ETIWANDA
$
866,664
$
1,039,770
$
1,136,830
138-LMD #8 SOUTH ETIWANDA
5000 - Regular Salaries
$
3,606
$
3,830
$
3,940
Fringe Benefits
1,547
1,730
1,790
5200 - Operations & Maintenance
1,600
2,000
1,000
5300 - Contract Services
7,186
12,430
9,780
5310 - Tree Maintenance
4,300
4,300
3,720
5402 - Water Utilities
4,027
6,050
6,050
5403 - Electric Utilities
950
1,440
1,520
Fiscal Year 2017/18 Adopted Budget Page 163
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5500 - Assessment Administration
1,050
1,050
1,110
5501 - Admin./General Overhead
6,170
7,650
7,650
TOTAL LMD #8 SOUTH ETIWANDA
$ 30,436 $
40,480 $
36,560
139-LMD #9 LOWER ETIWANDA
5000 - Regular Salaries
$ 160,440 $
190,570 $
204,090
5010 - Part Time Salaries
15,255
21,200
21,200
Fringe Benefits
72,455
92,860
99,420
5200 - Operations & Maintenance
17,707
23,000
29,860
5220 - Cellular Technology
912
1,370
1,370
5252 - Emergency Equipment & Veh Rntl
0
1,200
1,200
5300 - Contract Services
68,521
110,080
123,030
5310 - Tree Maintenance
28,379
31,070
32,630
5402 - Water Utilities
35,882
42,140
51,140
5403 - Electric Utilities
7,308
9,630
10,120
5500 - Assessment Administration
9,100
9,100
8,010
5501 - Admin./General Overhead
35,410
41,520
53,780
5603 - Capital Outlay -Equipment
0
0
9,400
5607 - Cap Outlay-Impry Oth Than Bldg
0
0
15,000
5650 - Capital Project
20,000
0
0
5999 - Prior Period Adjustment
(500)
0
0
TOTAL LMD #9 LOWER ETIWANDA
$ 470,869 $
573,740 $
660,250
140-LMD #10 RANCHO ETIWANDA
5000 - Regular Salaries
$ 131,892 $
151,480 $
159,600
5005 - Overtime Salaries
0
1,050
1,050
5010 - Part Time Salaries
25,226
31,110
31,110
Fringe Benefits
60,933
76,240
80,340
5200 - Operations & Maintenance
11,802
45,500
18,750
5204 - O & M/Facilities
2,030
2,550
1,500
5252 - Emergency Equipment & Veh Rntl
0
1,200
1,900
5280 - Equip Operations & Maint
0
500
500
5300 - Contract Services
83,368
111,080
111,540
5304 - Contract Serv/Facilities
2,211
2,250
3,950
5310 - Tree Maintenance
10,000
10,000
10,500
5402 - Water Utilities
75,590
95,470
95,470
5403 - Electric Utilities
16,141
24,260
21,200
5500 - Assessment Administration
4,260
4,260
4,330
5501 - Admin./General Overhead
52,640
61,460
67,990
5603 - Capital Outlay -Equipment
0
0
3,600
5720 - Misc Contributions to City
0
0
650
5999 - Prior Period Adjustment
(64)
0
0
TOTAL LMD #10 RANCHO ETIWANDA
141-LMD 1 CAPITAL REPLACEMENT FUND
$ 476,029 $ 618,410 $ 613,980
Fiscal Year 2017/18 Adopted Budget Page 164
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5200 - Operations & Maintenance
$
0
$
40,000
$
10,000
5300 - Contract Services
0
0
30,000
TOTAL LMD 1 CAPITAL REPLACEMENT FUND
$
0
$
40,000
$
40,000
151-SLD #1 ARTERIAL
5000 - Regular Salaries
$
13,562
$
13,830
$
14,110
Fringe Benefits
6,021
6,500
6,630
5102 - Training
46
180
180
5160 - Membership Dues
50
50
50
5200 - Operations & Maintenance
5,718
7,990
7,990
5220 - Cellular Technology
962
1,000
1,000
5280 - Equip Operations & Maint
0
500
500
5400 - Telephone Utilities
1,735
1,500
1,500
5403 - Electric Utilities
818,415
816,920
574,120
5500 - Assessment Administration
160,940
160,940
160,890
5501 - Admin./General Overhead
37,090
51,630
50,470
5650 - Capital Project
0
0
4,255,000
5700 - Interest Expense
0
0
34,870
5701 - Principal Repayments
0
0
178,950
TOTAL SLD #1 ARTERIAL
$
1,044,539
$
1,061,040
$
5,286,260
152-SLD #2 RESIDENTIAL
5300 - Contract Services
$
667
$
670
$
670
5403 - Electric Utilities
666,986
675,070
498,950
5500 - Assessment Administration
37,400
37,400
40,030
5501 - Admin./General Overhead
5,080
3,390
3,400
5650 - Capital Project
0
0
4,632,010
5700 - Interest Expense
0
0
37,240
5701 - Principal Repayments
0
0
191,090
TOTAL SLD #2 RESIDENTIAL
$
710,133
$
716,530
$
5,403,390
153-SLD #3 VICTORIA
5000 - Regular Salaries
$
13,562
$
19,340
$
18,910
Fringe Benefits
6,021
9,090
8,890
5102 - Training
1
180
180
5160 - Membership Dues
30
30
50
5200 - Operations & Maintenance
8,899
9,940
9,940
5403 - Electric Utilities
279,491
274,150
184,200
5500 - Assessment Administration
35,640
35,640
36,000
5501 - Admin./General Overhead
4,920
6,530
8,350
5650 - Capital Project
0
0
1,782,670
5700 - Interest Expense
0
0
14,330
5701 - Principal Repayments
0
0
73,550
TOTAL SLD #3 VICTORIA
$
348,564
$
354,900
$
2,137,070
Fiscal Year 2017/18 Adopted Budget Page 165
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
154-SLD #4 TERRA VISTA
5000 - Regular Salaries
$ 13,562 $
19,340 $
18,910
Fringe Benefits
6,021
9,090
8,890
5102 - Training
1
190
190
5160 - Membership Dues
30
30
50
5200 - Operations & Maintenance
1,663
4,940
4,940
5280 - Equip Operations & Maint
0
500
1,000
5403 - Electric Utilities
95,371
87,930
96,440
5500 - Assessment Administration
22,970
22,970
22,050
5501 - Admin./General Overhead
3,630
4,120
5,710
5650 - Capital Project
0
20,000
1,037,860
5700 - Interest Expense
0
0
7,460
5701 - Principal Repayments
0
0
38,280
TOTAL SLD #4 TERRA VISTA
$
143,248
$
169,110
$
1,241,780
155-SLD #5 CARYN COMMUNITY
5000 - Regular Salaries
$
4,268
$
4,350
$
4,440
Fringe Benefits
1,895
2,040
2,090
5102 - Training
1
180
180
5160 - Membership Dues
30
30
50
5200 - Operations & Maintenance
5,425
8,990
8,990
5403 - Electric Utilities
57,672
57,260
38,480
5500 - Assessment Administration
7,020
7,020
7,020
5501 - Admin./General Overhead
1,460
1,690
2,190
5650 - Capital Project
0
0
405,480
5700 - Interest Expense
0
0
3,260
5701 - Principal Repayments
0
0
16,730
TOTAL SLD #5 CARYN COMMUNITY
$
77,771
$
81,560
$
488,910
156-SLD #6 INDUSTRIAL AREA
5000 - Regular Salaries
$
13,562
$
19,340
$
18,910
Fringe Benefits
6,021
9,090
8,890
5102 - Training
1
180
180
5160 - Membership Dues
30
30
50
5200 - Operations & Maintenance
2,673
6,940
6,940
5280 - Equip Operations & Maint
0
400
800
5403 - Electric Utilities
86,104
83,210
67,370
5500 - Assessment Administration
5,600
5,600
5,900
5501 - Admin./General Overhead
3,330
4,250
5,760
5650 - Capital Project
0
0
629,240
5700 - Interest Expense
0
0
5,060
5701 - Principal Repayments
0
0
25,960
TOTAL SLD #6 INDUSTRIAL AREA
$
117,321
$
129,040
$
775,060
157-SLD #7 NORTH ETIWANDA
Fiscal Year 2017/18 Adopted Budget Page 166
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5000 - Regular Salaries
13,562
$
13,830
14,110
Fringe Benefits
6,021
6,500
6,630
5102 - Training
1
180
180
5160 - Membership Dues
30
30
50
5200 - Operations & Maintenance
2,748
4,940
4,940
5403 - Electric Utilities
179,108
170,840
126,090
5500 - Assessment Administration
20,810
20,810
21,380
5501 - Admin./General Overhead
3,760
4,120
4,670
5650 - Capital Project
0
0
1,290,430
5700 - Interest Expense
0
0
10,380
5701 - Principal Repayments
0
0
53,240
TOTAL SLD #7 NORTH ETIWANDA
$
226,040
$
221,250
$
1,532,100
158-SLD #8 SOUTH ETIWANDA
5000 - Regular Salaries
$
12,140
$
17,890
$
17,240
Fringe Benefits
5,390
8,410
8,100
5102 - Training
1
180
180
5160 - Membership Dues
25
30
40
5200 - Operations & Maintenance
3,900
4,940
4,940
5403 - Electric Utilities
57,446
55,240
42,240
5500 - Assessment Administration
10,030
10,030
8,720
5501 - Admin./General Overhead
3,420
3,350
5,000
5650 - Capital Project
0
0
321,040
5700 - Interest Expense
0
0
2,570
5701 - Principal Repayments
0
0
13,190
TOTAL SLD #8 SOUTH ETIWANDA
$
92,352
$
100,070
$
423,260
170-GAS TAX 2105/PROP111
5000 - Regular Salaries
$
250,125
$
284,470
$
0
Fringe Benefits
109,424
131,620
0
5250 - Vehicle Operations & Maint.
559
610
0
5300 - Contract Services
134,671
210,860
0
5501 - Admin./General Overhead
35,910
42,400
0
9152 - Transfer Out-SLD2
350,170
0
0
TOTAL GAS TAX 2105/PROPIll
$
880,859
$
669,960
$
0
172-GAS TAX 2106-2107
5000 - Regular Salaries
$
745,180
$
814,670
$
0
5005 - Overtime Salaries
6,578
10,500
0
5010 - Part Time Salaries
74,938
88,340
0
Fringe Benefits
341,266
396,400
0
5200 - Operations & Maintenance
3,610
2,700
0
5250 - Vehicle Operations & Maint.
6,911
7,500
0
5280 - Equip Operations & Maint
2,034
2,200
0
5300 - Contract Services
35,672
36,000
0
Fiscal Year 2017/18 Adopted Budget Page 167
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
5403 - Electric Utilities 251,661 522,080 0
5501 - Admin./General Overhead 131,540 157,730 0
TOTAL GAS TAX 2106-2107 1.599.390 S 2.038.120 S 0
174-GAS TAX R&T7360
5000 - Regular Salaries
$
21,049
$
21,550
$
1,124,520
5005 - Overtime Salaries
0
0
8,000
5010 - Part Time Salaries
0
0
88,340
Fringe Benefits
9,346
10,130
540,900
5102 - Training
0
0
2,780
5200 - Operations & Maintenance
0
0
620
5250 - Vehicle Operations & Maint.
0
0
8,110
5280 - Equip Operations & Maint
0
0
2,200
5298 - Operating Cntra Acct (FS only)
1,121,519
0
0
5300 - Contract Services
25,000
25,000
296,860
5403 - Electric Utilities
0
0
270,800
5501 - Admin./General Overhead
4,170
4,610
223,910
5650 - Capital Project
1,361,449
1,374,000
2,115,000
5699 - Capital Proj Contra Acct (FS)
(1,121,519)
0
0
5720 - Misc Contributions to City
9,820
9,920
9,920
9157 - Transfer Out-SLD7
105,100
105,100
0
TOTAL GAS TAX R&T7360
$
1,535,934
$
1,550,310
$
4,691,960
176-MEASURE I 1990-2010
5298 - Operating Cntra Acct (FS only)
$
354,676
$
0
$
0
5501 - Admin./General Overhead
490
440
660
5650 - Capital Project
702,548
400,000
400,000
5699 - Capital Proj Contra Acct (FS)
(354,676)
0
0
TOTAL MEASURE I 1990-2010
$
703,038
$
400,440
$
400,660
177-MEASURE I 2010-2040
5000 - Regular Salaries
$
168,434
$
180,950
$
204,730
5005 - Overtime Salaries
2,860
9,900
14,300
Fringe Benefits
74,360
84,600
95,780
5298 - Operating Cntra Acct (FS only)
1,739,153
0
0
5300 - Contract Services
945,230
954,450
1,144,550
5501 - Admin./General Overhead
24,410
30,110
35,410
5650 - Capital Project
1,834,353
4,070,000
2,150,000
5699 - Capital Proj Contra Acct (FS)
(1,739,153)
0
0
5720 - Misc Contributions to City
64,650
33,740
33,740
TOTAL MEASURE I 2010-2040
$
3,114,297
$
5,363,750
$
3,678,510
179-ROAD MAINT & REHAB ACCT
5650 - Capital Project
$ 0 $ 0 $ 1,000,000
Fiscal Year 2017/18 Adopted Budget Page 168
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
TOTAL ROAD MAINT & REHAB ACCT
$
0
$
0
$
1,000,000
182-AB 2928 TRAFFIC CONGEST RELIEF
5501 - Admin./General Overhead
$
80
$
80
$
80
TOTAL AB 2928 TRAFFIC CONGEST RELIEF
$
80
$
80
$
80
186-FOOTHILL BLVD MAINTENANCE
5501 - Admin./General Overhead
$
20
$
0
$
0
TOTAL FOOTHILL BLVD MAINTENANCE
$
20
$
0
$
0
188-INTEGRATED WASTE MANAGEMENT
5000 - Regular Salaries
$
560,489
$
615,890
$
620,480
5005 - Overtime Salaries
43,549
50,000
50,000
5010 - Part Time Salaries
17,165
13,880
13,880
Fringe Benefits
247,407
283,280
287,980
5100 - Travel and Meetings
485
1,500
1,500
5102 - Training
284
500
500
5105 - Mileage
0
100
100
5150 - Office Supplies & Equipment
1,678
2,000
2,000
5160 - Membership Dues
485
920
920
5200 - Operations & Maintenance
13,615
25,500
28,200
5204 - O & M/Facilities
42
1,000
1,000
5215 - O & M/Computer Equipment
0
1,460
1,000
5220 - Cellular Technology
0
960
1,440
5300 - Contract Services
140,320
141,860
137,300
5304 - Contract Serv/Facilities
0
2,000
2,000
5310 - Tree Maintenance
0
0
45,000
5501 - Admin./General Overhead
137,350
132,220
134,250
9001 - Transfer Out -General Fund
0
350,170
350,170
TOTAL INTEGRATED WASTE MANAGEMENT
$
1,162,869
$
1,623,240
$
1,677,720
190-PROP 42-TRAFFIC CONGESTION MIT
5298 - Operating Cntra Acct (FS only)
$
109,000
$
0
$
0
5501 - Admin./General Overhead
190
250
160
5650 - Capital Project
109,000
0
0
5699 - Capital Proj Contra Acct (FS)
(109,000)
0
0
TOTAL PROP 42-TRAFFIC CONGESTION MIT
$
109,190
$
250
$
160
194-PROPOSITION 1B STATE FUNDING
5501 - Admin./General Overhead
$
70
$
60
$
70
TOTAL PROPOSITION 1B STATE FUNDING
$
70
$
60
$
70
195-STATE ASSET SEIZURE
Fiscal Year 2017/18 Adopted Budget Page 169
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5298 - Operating Cntra Acct (FS only)
$
3,819
0
$
0
5501 - Admin./General Overhead
490
800
5,670
5603 - Capital Outlay -Equipment
57,116
0
0
5606 - Capital Outlay-Furn/Fixtures
133,841
64,520
0
5699 - Capital Proj Contra Acct (FS)
(3,819)
0
0
TOTAL STATE ASSET SEIZURE
$
191,447
$ 65,320
$
5,670
196-CA ASSET SEIZURE 15%
5501 - Admin./General Overhead
$
30
$ 20
$
60
TOTAL CA ASSET SEIZURE 15%
$
30
$ 20
$
60
197-FEDERAL ASSET SEIZURE
5501 - Admin./General Overhead
$
40
$ 30
$
1,860
5603 - Capital Outlay -Equipment
99,779
0
0
TOTAL FEDERAL ASSET SEIZURE
$
99,819
$ 30
$
1,860
198-CITYWIDE INFRASTRUCTURE IMPRV
5000 - Regular Salaries
$
0
$ 0
$
15,020
5005 - Overtime Salaries
333
0
0
Fringe Benefits
0
0
7,060
5200 - Operations & Maintenance
7,790
12,500
12,500
5298 - Operating Cntra Acct (FS only)
725,122
0
0
5300 - Contract Services
0
25,000
25,000
5501 - Admin./General Overhead
2,440
5,720
12,430
5650 - Capital Project
994,898
10,170,000
4,275,000
5699 - Capital Proj Contra Acct (FS)
(725,122)
0
0
5720 - Misc Contributions to City
27,680
33,360
33,360
TOTAL CITYWIDE INFRASTRUCTURE IMPRV
$
1,033,141
$ 10,246,580
$
4,380,370
204-COMMUNITY DEVELOPMENT BLK GRNT
5000 - Regular Salaries
$
237,026
$ 272,500
$
281,800
5010 - Part Time Salaries
8,000
6,890
6,770
Fringe Benefits
103,374
127,210
131,970
5501 - Admin./General Overhead
27,320
32,840
47,780
5650 - Capital Project
217,549
1,462,380
1,470,820
5999 - Prior Period Adjustment
252,964
0
0
TOTAL COMMUNITY DEVELOPMENT BLK GRNT
$
846,233
$ 1,901,820
$
1,939,140
209-FEDERAL SAFETEA-LU
5298 - Operating Cntra Acct (FS only)
$
3,631,313
$ 0
$
0
5650 - Capital Project
3,631,313
5,091,000
2,127,750
5699 - Capital Proj Contra Acct (FS)
(3,631,313)
0
0
TOTAL FEDERAL SAFETEA-LU
$
3,631,313
$ 5,091,000
$
2,127,750
Fiscal Year 201.7/18 Adopted Budget Page 170
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
211-PROP 1B - SLPP
5298 - Operating Cntra Acct (FS only)
$
980,083
$
0
$
0
5650 - Capital Project
980,083
19,920
19,920
5699 - Capital Proj Contra Acct (FS)
(980,083)
0
0
TOTAL PROP 1B - SLPP
$
980,083
$
19,920
$
19,920
214-PEDESTRIAN GRANT/ART 3
5298 - Operating Cntra Acct (FS only)
$
22,917
$
0
$
0
5501 - Admin./General Overhead
20
340
0
5650 - Capital Project
60,796
46,600
0
5699 - Capital Proj Contra Acct (FS)
(22,917)
0
0
TOTAL PEDESTRIAN GRANT/ART 3
$
60,816
$
46,940
$
0
218-PUBLIC RESRCE GRNTS/HEALTHY RC
5010 - Part Time Salaries
$
0
$
34,490
$
0
Fringe Benefits
1,343
500
0
5200 - Operations & Maintenance
9,135
14,740
9,730
5300 - Contract Services
47,770
0
0
5501 - Admin./General Overhead
14,550
0
0
TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC
$
72,798
$
49,730
$
9,730
225-CA RECYC/LITTER REDUCTION GRNT
5005 - Overtime Salaries
$
3,473
$
3,400
$
4,600
5100 - Travel and Meetings
1,130
1,600
1,600
5102 - Training
1,150
1,200
1,200
5200 - Operations & Maintenance
34,935
50,000
29,760
5300 - Contract Services
12,340
12,140
12,340
5501 - Admin./General Overhead
360
570
0
TOTAL CA RECYC/LITTER REDUCTION GRNT
$
53,388
$
68,910
$
49,500
226-USED OIL RECYCLING GRANT
5200 - Operations & Maintenance
$
0
$
15,240
$
0
5999 - Prior Period Adjustment
54
0
0
TOTAL USED OIL RECYCLING GRANT
$
54
$
15,240
$
0
227-USED OIL RECYCLING PROGRAM
5005 - Overtime Salaries
$ 17,406 $
15,000 $
16,000
5010 - Part Time Salaries
125
0
0
Fringe Benefits
20
0
0
5100 - Travel and Meetings
0
1,300
0
5102 - Training
0
700
0
5200 - Operations & Maintenance
34,882
35,440
23,650
5501 - Admin./General Overhead
370
610
570
Fiscal Year 2017/18 Adopted Budget Page 171
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
TOTAL USED OIL RECYCLING PROGRAM
234-SAFE ROUTES TO SCHOOL PROGRAM
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5650 - Capital Project
5999 - Prior Period Adjustment
TOTAL SAFE ROUTES TO SCHOOL PROGRAM
235-PROP 84 PARK BOND ACT
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL PROP 84 PARK BOND ACT
250-RECREATION SERVICE
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5150 - Office Supplies & Equipment
5152 - Computer Software
5200 - Operations & Maintenance
5207 - O & M/Capital Supplies
5215 - O & M/Computer Equipment
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5650 - Capital Project
9255 - Transfer Out -Fund 255
TOTAL RECREATION SERVICES
255-VG CULTURAL CENTER
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5150 - Office Supplies & Equipment
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
2016/17
2015/16 Adopted
Actual Budget
2017/18
Adopted
Budget
W, 5? MIA 01 51 (Kol � A() ??n
$ 34,745
$
0
$
19,810
4,189
0
3,430
4,307
37,400
57,280
0
20,000
30,000
14,460
0
0
0
0
90,800
114,970
0
0
$ 172,671
$
57,400
$
201,320
$ 506
$
3,000
$
0
106,948
2,000
0
0
320
0
924,215
0
0
$ 1,031,669
$
5,320
$
0
$ 531,474
$
556,920
$
548,850
0
1,000
1,000
1,349,056
1,273,210
1,444,560
313,137
351,740
357,200
3,351
5,270
4,220
508
0
0
432,935
327,940
317,730
0
33,500
20,000
2,010
0
0
1,614,083
718,360
727,200
41,010
41,010
41,010
42,207
0
0
0
250,000
0
400,000
0
0
$ 4,729,771
$
3,558,950
$
3,461,770
$ 0
$
70,780
$
113,800
3,049
293,880
297,350
0
49,650
70,680
0
500
500
0
117,500
129,920
0
792,900
888,760
0
0
5,740
Fiscal Year 2017/18 Adopted Budget Page 172
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
TOTAL VG CULTURAL CENTER
290-LIBRARY FUND
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5152 - Computer Software
5160 - Membership Dues
5200 - Operations & Maintenance
5207 - O & M/Capital Supplies
5215 - 0 & M/Computer Equipment
5220 - Cellular Technology
5300 - Contract Services
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5501 - Admin./General Overhead
5604 - Capital Outlay -Vehicles
5605 - Capital Outlay -Computer Equip
5606 - Capital Outlay-Furn/Fixtures
5700 - Interest Expense
5703 - Capital Lease Payment
5999 - Prior Period Adjustment
TOTAL LIBRARY FUND
291-CA STATE LIBRARY
5010 - Part Time Salaries
Fringe Benefits
5100 - Travel and Meetings
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL CA STATE LIBRARY
292-STAFF INNOVATION FD (CA ST LB
5010 - Part Time Salaries
Fringe Benefits
5100 - Travel and Meetings
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
2016/17
2017/18
2015/16 Adopted
Adopted
Actual Budget
Budget
$ 3,049
$ 1,325,210
$
1,506,750
$ 1,355,766
$ 1,626,480
$
1,679,340
731,263
866,140
933,510
674,012
846,670
882,410
23,639
28,350
31,050
0
2,000
6,000
853
2,100
1,000
18,935
22,550
22,550
1,387
5,800
5,800
2,847
6,380
6,380
596,948
724,940
735,870
6,805
30,000
40,000
5,528
1,510
66,000
831
1,010
1,010
189,014
309,460
305,800
11,057
10,500
10,500
5,150
5,040
5,040
64,586
70,050
65,000
70,910
78,000
85,800
0
0
250,000
0
0
9,000
0
82,030
8,000
631
0
0
8,557
11,720
13,650
1
0
0
$ 3,768,720
$ 4,730,730
$
5,163,710
$ 1,262
$ 0
$
0
270
0
0
913
0
0
4,071
0
15,000
0
0
3,000
860
580
0
$ 7,376
$ 580
$
18,000
$ 2,994
$ 15,000
$
0
453
1,410
0
5,578
5,000
0
20,962
15,000
0
2,824
5,000
72,620
1,240
2,480
1,890
Fiscal Year 2017/18 Adopted Budget Page 173
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17 2017/18
2015/16 Adopted Adopted
Actual Budget Budget
TOTAL STAFF INNOVATION FD (CA ST LB) $ 34,051 $ 43,890 $ 74,510
301-THE BIG READ LIBRARY GRANT
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL THE BIG READ LIBRARY GRANT
310-PUBLIC LIBRARY BOND ACT-2000
5999 - Prior Period Adjustment
TOTAL PUBLIC LIBRARY BOND ACT-2000
329-LIBRARY CAPITAL FUND
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5606 - Capital Outlay-Furn/Fixtures
5650 - Capital Project
TOTAL LIBRARY CAPITAL FUND
354-COP'S PROGRAM GRANT -STATE
5100 - Travel and Meetings
5215 - O & M/Computer Equipment
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
9381 -Transfer Out -Fund 381
TOTAL COP'S PROGRAM GRANT -STATE
361-JUSTICE ASSISTANCE GRANWAGI
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
TOTAL JUSTICE ASSISTANCE GRANT(JAG)
374-COPS HIRING PROGRAM GRANT
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL COPS HIRING PROGRAM GRANT
380-HOMELAND SECURITY GRANT -FIRE
5152 - Computer Software
5200 - Operations & Maintenance
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
$ 4,428 $ 10,000 $ 0
11,019 9,470 0
670 530 0
$ 16,117 $ 20,000 $ 0
$ 20 $ 0 $ 0
$ 270 $ 980 $ 1,510
0 16,040 0
0 205,000 135,350
1,788,600 73,960 0
$ 0 $ 0 $ 5,000
0 16,000 0
96,629 240,000 300,000
2,060 14,900 3,000
36,435 0 0
59,482 0 0
$ 194,606 $ 270,900 $ 308,000
$ 40 $ 0 $ 0
0 0 47,000
$ 40 $ 0 $ 47,000
$ 161,730 $ 502,580 $ 0
1,500 0 0
$ 9,791 $ 0 $ 0
3,925 0 0
570 0 0
15,527 0 0
Fiscal Year 2017/18 Adopted Budget Page 174
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5606 - Capital Outlay-Furn/Fixtures
0
32,280
0
9281 - Transfer Out -Fire Fund
74,323
0
0
TOTAL HOMELAND SECURITY GRANT -FIRE
$
104,136
$
32,280
$
0
381-HOMELAND SECURITY GRANT -POLICE
5501 - Admin./General Overhead
$
0
$
0
$
2,070
5603 - Capital Outlay -Equipment
33,314
0
66,000
TOTAL HOMELAND SECURITY GRANT -POLICE
$
33,314
$
0
$
68,070
383-EMERGENCY MGMT PERFORMNCE GRNT
5723 - Misc Contributions to Fire
$
33,442
$
33,450
$
33,220
TOTAL EMERGENCY MGMT PERFORMNCE GRNT
$
33,442
$
33,450
$
33,220
396-HOUSING SUCCESSOR AGENCY
5200 - Operations & Maintenance
$
0
$
450
$
450
5245 - Subsidies To Low/Mod Housing
81,900
80,400
80,400
5300 - Contract Services
7,267
0
0
5620 - Project Improvement Costs
0
6,960,910
4,200,000
5720 - Misc Contributions to City
200,000
200,000
200,000
TOTAL HOUSING SUCCESSOR AGENCY
$
289,167
$
7,241,760
$
4,480,850
602-AD 84-1 DAY CREEK/MELLO
5501 - Admin./General Overhead
$
3,490
$
290
$
310
TOTAL AD 84-1 DAY CREEK/MELLO
$
3,490
$
290
$
310
612-CFD 2001-01
5501 - Admin./General Overhead
$
130
$
130
$
140
TOTAL CFD 2001-01
$
130
$
130
$
140
617-CFD 2004-01 RANCHO ETIWANDA ES
5725 - Other Expenditures
$
16,000
$
0
$
0
TOTAL CFD 2004-01 RANCHO ETIWANDA ES
$
16,000
$
0
$
0
680-CFD 2006-01 VINTNER'S GROVE
5650 - Capital Project
$
0
$
100,000
$
0
5705 - Defeasance of Bonds
606,871
0
0
TOTAL CFD 2006-01 VINTNER'S GROVE
$
606,871
$
100,000
$
0
681-CFD 2006-02 AMADOR ON ROUTE 66
5705 - Defeasance of Bonds
$
1,964
$
0
$
0
TOTAL CFD 2006-02 AMADOR ON ROUTE 66
$
1.964
$
0
$
0
Fiscal Year 2017/18 Adopted Budget Page 175
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2015/16
Actual
2016/17
Adopted
Budget
2017/18
Adopted
Budget
700-SPORTS COMPLEX
5000 - Regular Salaries
$
765,185
$
860,540
$
855,770
5005 - Overtime Salaries
20,894
37,280
37,280
5010 - Part Time Salaries
242,777
275,130
286,650
Fringe Benefits
366,212
441,820
441,860
5080 - Pension Expense
(29,278)
0
0
5150 - Office Supplies & Equipment
278
300
300
5200 - Operations & Maintenance
91,172
96,600
96,600
5203 - O & M/Complex Maintenance
(468)
0
0
5204 - O & M/Facilities
49,352
52,760
52,760
5206 - O & M/Recreation Programs
6,064
0
200
5250 - Vehicle Operations & Maint.
1,500
1,500
1,500
5252 - Emergency Equipment & Veh Rntl
8,046
9,500
9,500
5280 - Equip Operations & Maint
20,300
16,000
16,000
5299 - Depreciation Expense
431,884
0
0
5300 - Contract Services
96,556
94,740
101,770
5304 - Contract Serv/Facilities
139,289
177,910
198,140
5305 - Contract Serv/Recreation Prgs
25,488
0
1,500
5400 - Telephone Utilities
3,050
3,780
4,070
5401 - Gas Utilities
6,578
9,930
9,930
5402 - Water Utilities
91,276
116,750
116,750
5403 - Electric Utilities
276,764
327,160
327,160
5501 - Admin./General Overhead
25,000
25,000
25,000
5607 - Cap Outlay-Impry Oth Than Bldg
54,889
75,000
0
5650 - Capital Project
2,346,372
0
0
5699 - Capital Proj Contra Acct (FS)
(2,401,262)
0
0
5700 - Interest Expense
25,196
31,370
29,620
TOTAL SPORTS COMPLEX
$
2,663,114
$
2,653,070
$
2,612,360
702-REGIS CONNECT
5100 - Travel and Meetings
$
6,154
$
13,000
$
22,020
5102 - Training
1,579
9,000
7,230
5105 - Mileage
0
0
3,000
5152 - Computer Software
594
6,000
1,000
5200 - Operations & Maintenance
3,923
3,900
6,400
5215 - O & M/Computer Equipment
2,758
4,200
4,200
5300 - Contract Services
5,000
1,260
1,260
5501 - Admin./General Overhead
120
1,100
3,590
5720 - Misc Contributions to City
44,914
127,620
127,620
TOTAL REGIS CONNECT
$
65,042
$
166,080
$
176,320
705-MUNICIPAL UTILITY
5000 - Regular Salaries
$
227,625
$
236,580
$
256,700
5010 - Part Time Salaries
27,401
65,120
65,120
Fringe Benefits
103,961
115,460
125,190
Fiscal Year 2017/18 Adopted Budget Page 176
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5080 - Pension Expense
(39,261)
0
0
5100 - Travel and Meetings
1,761
5,250
5,250
5102 - Training
895
42,000
42,000
5105 - Mileage
498
0
0
5150 - Office Supplies & Equipment
968
1,000
1,000
5152 - Computer Software
100
0
39,000
5160 - Membership Dues
14,338
16,780
17,060
5161 - Publications & Subscriptions
1,620
1,620
1,620
5209 - O & M/Electric Utility
6,284,553
6,612,300
5,567,300
5215 - O & M/Computer Equipment
0
0
1,700
5220 - Cellular Technology
60
0
20,890
5299 - Depreciation Expense
755,010
0
0
5309 - Contract Srvc/Electric Utility
455,407
806,350
840,350
5312 - Legal Services
40,790
40,000
30,000
5400 - Telephone Utilities
3,019
7,500
7,500
5501 - Admin./General Overhead
153,930
151,880
208,300
5603 - Capital Outlay -Equipment
26,140
85,000
160,000
5650 - Capital Project
1,081,737
941,500
2,451,200
5699 - Capital Proj Contra Acct (FS)
(1,099,412)
0
0
5720 - Misc Contributions to City
37,760
37,760
37,760
5899 - Clearing Acct-Electric Utility
(446)
0
0
5900 - Bad Debt Expense -Electric Util
26,710
0
0
9001 - Transfer Out -General Fund
1,255,350
1,207,090
1,241,140
TOTAL MUNICIPAL UTILITY
$ 9,360,514 $
10,373,190 $
11,119,080
706-UTILITY PUBLIC BENEFIT FUND
5000 - Regular Salaries
$ 97,728 $
101,970 $
104,700
Fringe Benefits
42,807
47,220
48,500
5160 - Membership Dues
1,209
2,090
2,120
5161 - Publications & Subscriptions
0
200
200
5209 - O & M/Electric Utility
150,121
290,000
330,000
5300 - Contract Services
26,859
100,000
100,000
5501 - Admin./General Overhead
12,530
12,370
15,980
TOTAL UTILITY PUBLIC BENEFIT FUND
708-RCMU CAPITAL REPLACEMENT FUND
5501 - Admin./General Overhead
TOTAL RCMU CAPITAL REPLACEMENT FUND
711-FIBER OPTIC NETWORK
5300 - Contract Services
5650 - Capital Project
TOTAL FIBER OPTIC NETWORK
712-EOUIP/VEHICLE REPLACEMENT
$ 331,254
$ 553,850
$
601,500
$ 0
$ 930
$
1,200
$ 0
$ 930
$
1,200
$ 0
$ 0
$
100,000
0
0
2,050,000
$ 0
$ 0
$
2,150,000
Fiscal Year 2017/18 Adopted Budget Page 177
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5200 - Operations & Maintenance
138,022
$
198,850
155,850
5204 - O & M/Facilities
2,524
0
0
5207 - O & M/Capital Supplies
0
25,000
0
5299 - Depreciation Expense
782,587
0
0
5300 - Contract Services
79,042
95,510
49,500
5304 - Contract Serv/Facilities
11,870
0
0
5501 - Admin./General Overhead
3,710
16,170
32,030
5603 - Capital Outlay -Equipment
918,850
968,930
429,000
5604 - Capital Outlay -Vehicles
240,841
60,000
140,000
5650 - Capital Project
96,928
750,000
0
5699 - Capital Proj Contra Acct (FS)
(912,661)
0
0
5700 - Interest Expense
4,741
0
0
5703 - Capital Lease Payment
64,312
69,480
73,280
5704 - Long Term Debt Repymt Contra
(64,312)
0
0
TOTAL EQUIP/VEHICLE REPLACEMENT
$
1,366,454
$
2,183,940
$
879,660
714-COMP EOUIP/TECH REPLCMENT FUND
5152 - Computer Software
$
598,334
$
259,490
$
114,280
5200 - Operations & Maintenance
40,200
10,640
14,590
5215 - O & M/Computer Equipment
29,764
54,750
78,700
5299 - Depreciation Expense
520,245
0
0
5300 - Contract Services
131,764
47,700
55,200
5501 - Admin./General Overhead
4,490
19,110
10,590
5603 - Capital Outlay -Equipment
0
0
10,000
5605 - Capital Outlay -Computer Equip
92,940
340,230
95,700
5699 - Capital Proj Contra Acct (FS)
(33,684)
0
0
5700 - Interest Expense
45,355
3,320
0
5701 - Principal Repayments
59,006
62,160
0
5703 - Capital Lease Payment
385,200
424,100
424,100
5704 - Long Term Debt Repymt Contra
(444,206)
0
0
TOTAL COMP EQUIP/TECH REPLCMENT FUND
$
1,429,408
$
1,221,500
$
803,160
838-AD 91-2 REDEMPTION -DAY CANYON
5000 - Regular Salaries
$
33,519
$
33,350
$
13,860
Fringe Benefits
14,561
15,340
6,360
5500 - Assessment Administration
1,930
1,930
1,940
5501 - Admin./General Overhead
5,360
5,610
6,110
TOTAL AD 91-2 REDEMPTION -DAY CANYON
$
55,370
$
56,230
$
28,270
847-PD 85 CAPITAL REPLACEMENT FUND
5200 - Operations & Maintenance
$
0
$
40,000
S
15,000
5252 - Emergency Equipment & Veh Rntl
0
0
2,000
5300 - Contract Services
0
0
23,000
TOTAL PD 85 CAPITAL REPLACEMENT FUND
$
0
$
40,000
$
40,000
Fiscal Year 2017/18 Adopted Budget Page 178
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
848-PD 85 REDEMPTION FUND
5000 - Regular Salaries
$ 323,262 $
139,860 $
143,340
5005 - Overtime Salaries
510
3,680
3,680
5010 - Part Time Salaries
2,179
0
0
Fringe Benefits
143,260
65,430
67,060
5200 - Operations & Maintenance
30,167
103,910
103,910
5204 - O & M/Facilities
0
0
2,500
5252 - Emergency Equipment & Veh Rntl
4,572
3,000
3,000
5280 - Equip Operations & Maint
1,234
8,000
4,500
5300 - Contract Services
99,592
243,790
266,790
5304 - Contract Serv/Facilities
651
4,700
14,240
5310 - Tree Maintenance
6,934
18,200
19,120
5400 - Telephone Utilities
8,898
9,570
9,570
5402 - Water Utilities
125,902
148,690
148,690
5403 - Electric Utilities
101,822
123,860
130,050
5500 - Assessment Administration
153,430
153,430
152,220
5501 - Admin./General Overhead
115,780
64,370
48,640
5607 - Cap Outlay-Impry Oth Than Bldg
0
0
30,000
5650 - Capital Project
0
0
55,000
5720 - Misc Contributions to City
0
0
2,960
5999 - Prior Period Adjustment
(3,695)
0
0
9847 - Transfer Out -Fund 847
0
116,800
116,800
TOTAL PD 85 REDEMPTION FUND
$ 1,114,498 $
1,207,290 $
1,322,070
868-CFD 2000-03 PARK MAINTENANCE
5000 - Regular Salaries
$ 125,492 $
130,430 $
134,170
5010 - Part Time Salaries
3,313
8,890
8,890
Fringe Benefits
55,570
62,680
64,570
5200 - Operations & Maintenance
12,765
25,000
25,000
5204 - O & M/Facilities
2,885
1,000
1,000
5300 - Contract Services
39,803
50,210
47,570
5400 - Telephone Utilities
1,197
1,460
2,260
5402 - Water Utilities
70,152
99,670
99,670
5403 - Electric Utilities
2,629
3,900
4,100
5500 - Assessment Administration
1,980
1,980
1,980
5501 - Admin./General Overhead
59,010
56,950
58,870
9137 - Transfer Out -Fund 137
50,000
50,000
50,000
TOTAL CFD 2000-03 PARK MAINTENANCE
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
281-FIRE FUND
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
$ 424,796 $ 492,170 $ 498,080
$ 141,038,183 $ 182,341,280 $ 196,706,740
$ 12,195,521 $ 12,518,620 $ 13,372,010
3,235,811 3,928,780 4,058,020
120,889 179,960 148,020
Fiscal Year 2017/18 Adopted Budget Page 179
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
Fringe Benefits
7,343,068
8,545,700
9,082,560
5060 - Tuition Reimbursement
126
10,000
10,000
5082 - Reimb Personnel from CFD 85-1
(4,716,390)
(4,922,750)
(5,160,990)
5083 - Reimb Personnel from CFD 88-1
(1,946,040)
(1,975,020)
(2,089,960)
5091 - PERS Prefunding
3,134,745
0
0
5093 - Other Funds -Salary Reimbursmnt
(33,442)
(33,450)
(33,220)
5100 - Travel and Meetings
27,231
29,990
29,670
5102 - Training
80,588
146,270
164,590
5105 - Mileage
743
450
750
5150 - Office Supplies & Equipment
28,053
33,380
34,430
5151 - Postage
10
800
300
5152 - Computer Software
2,131
840
640
5155 - Public Relations/Educ Material
26,388
36,750
36,750
5160 - Membership Dues
5,259
8,690
8,460
5161 - Publications & Subscriptions
2,994
7,390
5,130
5165 - Licenses, Permits & Fees
5,774
9,770
6,760
5200 - Operations & Maintenance
272,616
327,340
310,490
5204 - O & M/Facilities
0
0
110,000
5215 - O & M/Computer Equipment
0
0
1,700
5220 - Cellular Technology
32,839
40,300
40,300
5250 - Vehicle Operations & Maint.
147,695
139,860
139,860
5252 - Emergency Equipment & Veh Rntl
0
0
2,500
5255 - Gasoline
23,076
35,770
35,770
5256 - Diesel Fuel
48,605
91,480
80,000
5280 - Equip Operations & Maint
23,348
26,100
31,500
5285 - Safety Gear & Equipment
69,014
75,690
79,430
5290 - Specialized Tools & Equipment
22,245
37,870
42,070
5291 - Equipment Supplies & Repairs
24,421
30,450
33,150
5300 - Contract Services
769,478
993,320
1,014,600
5304 - Contract Serv/Facilities
0
0
241,500
5312 - Legal Services
75,203
50,000
50,000
5320 - Hazardous Waste Removal
1,598
2,500
2,500
5321 - Fire Incident Costs
76
2,500
2,500
5400 - Telephone Utilities
29,234
33,170
33,170
5401 - Gas Utilities
7,224
8,890
9,030
5402 - Water Utilities
13,567
19,730
15,810
5403 - Electric Utilities
62,724
83,210
75,450
5410 - Property Insurance
0
0
75,650
5411 - Other Insurance
0
0
4,760
5416 - General Liability Insurance
96,794
243,380
222,250
5500 - Assessment Administration
0
22,200
42,520
5501 - Admin./General Overhead
2,077,780
2,189,380
2,264,880
5510 - Property Tax Admin. Fee
166,390
175,190
175,190
5700 - Interest Expense
145,796
115,100
91,980
5701 - Principal Repayments
654,417
684,870
308,010
5703 - Capital Lease Payment
3,303
5,490
5,790
5704 - Long Term Debt Repymt Contra
(654,417)
0
0
Fiscal Year 2017/18 Adopted Budget Page 18o
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
5720 - Misc Contributions to City
290,180
332,750
341,120
5901 - Bad Debt Expense -Other
46,562
0
0
5999 - Prior Period Adjustment
(3,450)
0
0
9282 - Transfer Out-CFD 85-1
0
0
16,090
9283 - Transfer Out-CFD 88-1
997,276
953,800
1,089,550
TOTAL FIRE FUND
$
24,957,053
$
25,246,510
$
26,663,040
282-COMMUNITY FACILITIES DIST 85-1
5081 - Reimb Personnel to Fire Fund
$
4,716,390
$
4,922,750
$
5,160,990
5091 - PERS Prefunding
689,255
0
0
5100 - Travel and Meetings
198
1,120
1,120
5150 - Office Supplies & Equipment
15
140
140
5160 - Membership Dues
0
80
80
5161 - Publications & Subscriptions
220
220
480
5165 - Licenses, Permits & Fees
3,624
5,500
3,910
5200 - Operations & Maintenance
18,344
20,970
16,140
5250 - Vehicle Operations & Maint.
69,527
69,940
69,940
5255 - Gasoline
10,289
17,160
17,160
5256 - Diesel Fuel
23,520
50,060
43,800
5280 - Equip Operations & Maint
5,965
6,000
6,000
5285 - Safety Gear & Equipment
3,983
15,640
15,640
5290 - Specialized Tools & Equipment
3,036
3,130
3,130
5300 - Contract Services
343,017
367,300
355,100
5400 - Telephone Utilities
15,288
18,920
18,920
5401 - Gas Utilities
5,145
6,220
6,360
5402 - Water Utilities
9,678
13,020
10,580
5403 - Electric Utilities
46,302
55,350
51,240
5416 - General Liability Insurance
978
2,370
0
5501 - Admin./General Overhead
218,490
231,270
251,720
TOTAL COMMUNITY FACILITIES DIST 85-1
$
6,183,264
$
5,807,160
$
6,032,450
283-COMMUNITY FACILITIES DIST 88-1
5081 - Reimb Personnel to Fire Fund
$
1,946,040
$
1,975,020
$
2,089,960
5165 - Licenses, Permits & Fees
1,226
1,920
1,280
5200 - Operations & Maintenance
3,748
4,000
4,000
5300 - Contract Services
-76,507
80,240
87,190
5400 - Telephone Utilities
10,402
11,190
11,190
5401 - Gas Utilities
1,408
1,880
1,970
5402 - Water Utilities
4,349
4,850
5,040
5403 - Electric Utilities
11,969
13,970
13,560
5501 - Admin./General Overhead
141,880
96,020
104,410
TOTAL COMMUNITY FACILITIES DIST 88-1
$
2,197,529
$
2,189,090
$
2,318,600
285-FIRE TECHNOLOGY FEE FUND
5501 - Admin./General Overhead
$
0
$
360
$
140
Fiscal Year 2017/18 Adopted Budget Page 181
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2017/18 Adopted Budget
TOTAL FIRE TECHNOLOGY FEE FUND
288-FIRE PROTECTION CAPITAL FUND
5152 - Computer Software
5200 - Operations & Maintenance
5207 - O & M/Capital Supplies
5215 - O & M/Computer Equipment
5240 - Operation of Acquired Property
5250 - Vehicle Operations & Maint.
5280 - Equip Operations & Maint
5285 - Safety Gear & Equipment
5290 - Specialized Tools & Equipment
5291 - Equipment Supplies & Repairs
5298 - Operating Cntra Acct (FS only)
5300 - Contract Services
5312 - Legal Services
5501 - Admin./General Overhead
5600 - Capital Outlay -Land
5602 - Capital Outlay -Bldg & Imprvmnt
5603 - Capital Outlay -Equipment
5604 - Capital Outlay -Vehicles
5605 - Capital Outlay -Computer Equip
5606 - Capital Outlay-Furn/Fixtures
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
5720 - Misc Contributions to City
TOTAL FIRE PROTECTION CAPITAL FUND
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
2016/17
2015/16 Adopted
Actual Budget
$ 0 $ 360
$ 42,132 $
38,220
183,082
203,000
53,226
139,000
13,548
63,000
4,120
5,000
174,412
50,000
47,120
98,000
16,003
76,000
107,539
6,500
12,938
11,300
4,497
0
228,945
92,500
8,518
200,000
17,950
38,250
4,203,295
0
4,497
525,000
322,418
750,000
1,162,131
835,000
0
0
0
250,000
0
400,000
1,358,885
21,182,350
(4,497)
0
10,000
0
$ 7,970,759 $ 24,963,120
2017/18
Adopted
Budget
$ 140
5,200
136,000
239,000
20,500
1,000
50,000
78,000
16,000
6,500
17,000
0
42,450
0
35,830
0
10,000
594,000
760,000
65,000
499,020
600,000
12,515,000
0
0
$ 15,690,500
$ 41,308,605 $ 58,206,240 $ 50,704,730
$ 182,346,788 $ 240,547,520 $ 247,411,470
Fiscal Year 2017/18 Adopted Budget Page 182
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
DIVISION
001 - NON -DEPARTMENTAL GENERAL
$ 6,094,402 $
5,517,020 $
5,569,570
002 - NON -DEPARTMENTAL PERSONNEL
1,889,567
165,330
174,480
101 - CITY COUNCIL
111,291
128,160
123,930
102 - CITY MANAGEMENT
896,103
919,890
915,860
103 - CITY CLERK
1,873
1,940
1,910
104 - ANIMAL CARE AND SERVICES
2,924,837
3,155,980
3,236,220
106 - RECORDS MANAGEMENT
540,006
490,530
512,000
107 - HEALTHY RC PROGRAM
367,188
432,990
559,610
108 - COMMUNICATIONS
133,916
231,540
320,670
201 - ADMIN SRVCS-ADMINISTRATION
251,983
274,070
285,940
204 - BUSINESS LICENSES
302,596
336,250
425,020
205 - CITY FACILITIES
921,215
1,156,970
1,160,040
206 - FINANCE
1,097,611
1,413,300
1,458,950
207 - GEOGRAPHIC INFORMATION SYSTEMS
335,516
0
0
209 - INNOVATION & TECHNOLOGY SRVCS
1,796,456
3,266,360
3,390,260
210 - PERSONNEL
495,311
587,890
736,190
211 - PROCUREMENT
221,591
326,850
245,990
212 - RISK MANAGEMENT
155,157
239,950
273,390
213 - TREASURY MANAGEMENT
8,638
12,150
12,230
217 - CITY TELECOMMUNICATIONS
304,714
260,000
333,600
301 - ECONOMIC AND COMMUNITY DVLPMNT
443,229
737,080
810,680
302 - BUILDING AND SAFETY
1,622,966
2,019,300
1,848,380
303 - ENGINEERING - ADMINISTRATION
321,464
316,380
319,390
305 - ENGINEERING - DEVELOPMENT MGT
675,112
865,770
943,430
306 - ENGINEERING - NPDES
351,024
420,020
401,160
307 - ENGINEERING - PROJECT MGT
767,951
442,400
480,750
308 - ENGINEERING - TRAFFIC MGT
235,488
223,120
276,730
311 - FIRE FACILITIES MAINTENANCE
0
0
251,800
312 - CITY FACILITIES MAINTENANCE
3,063,957
3,714,280
3,799,560
314 - PLANNING
1,881,246
1,862,160
1,812,180
315 - PLANNING COMMISSION
14,938
22,080
17,580
317 - VEHICLE AND EQUIP. MAINT.
835,271
960,260
953,940
318 - STREET MAINTENANCE
2,278,477
2,798,310
2,731,740
319 - PARK MAINTENANCE
2,374,846
2,882,570
3,082,760
322 - COMMUNITY IMPROVEMENT
483,102
634,300
704,460
401 - COMMUNITY SRVCS-ADMINISTRATION
4,525,721
5,020,190
5,218,190
420 - PARK AND RECREATION COMMISSION
4,534
4,830
5,610
701 - POLICE -ADMINISTRATION
32,922,454
35,610,630
37,363,370
TOTAL GENERAL FUND
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
006 - CVWD REIMBURSEMENTS
008 - CNTY OF S. B. REIMBURSEMENTS
016 - COMM DEV TECHNICAL SRVCS FUND
$ 71,651,751 $ 77,450,850 $ 80,757,570
$ 86,900 $ 88,390 $ 91,670
188,470 230,190 236,400
82,132 93,300 0
13,980 357,050 63,400
Fiscal Year 2017/18 Adopted Budget Page 183
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
017 - LAW ENFORCEMENT RESERVE
141,513
2,240
607,210
018 - TRAFFIC SAFETY
421,409
439,120
369,430
019 - INFO TECHNOLOGY -DEVELOPMENT
123,850
134,250
124,760
020 - CITY TECHNOLOGY FEE FUND
167,190
179,030
183,120
022 - MOBILE HOME PARK PROGRAM
3,450
39,800
40,010
023 - SB1186 CERT ACCESS SPEC PROG
300
4,350
4,350
025 - CAPITAL RESERVE
3,837,821
7,188,570
18,285,960
073 - BENEFITS CONTINGENCY
1,108,177
685,630
904,320
TOTAL OTHER GENERAL FUNDS
$ 6,175,192 $
9,441,920 $
20,910,630
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 1,056,307 $
957,250 $
958,000
105 - AB2766 AIR QUALITY IMPROVEMENT
114,644
341,910
2,038,830
110 - BEAUTIFICATION
631,979
936,330
500,850
112 - DRAINAGE FAC/GENERAL
384,884
1,025,140
1,007,390
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
229,284
25,430
25,400
115 - HENDERSON/WARDMAN DRAINAGE
270
300
0
116 - ETIWANDA DRAINAGE
117,078
281,470
284,200
118 - UPPER ETIWANDA DRAINAGE
150
25,160
25,380
120 - PARK DEVELOPMENT
756,610
3,545,880
1,470,980
122 - SOUTH ETIWANDA DRAINAGE
90
250
180
124 - TRANSPORTATION
1,899,566
6,021,560
3,221,770
126 - LOWER ETIWANDA DRAINAGE
150
25,170
25,390
128 - ETIWANDA NO. EQUESTRIAN FACIL.
190
190
190
129 - UNDERGROUND UTILITIES
14,740
1,401,660
133,310
130 - LMD #1 GENERAL CITY
941,457
1,212,540
1,362,480
131 - LMD #2 VICTORIA
3,220,583
3,751,160
4,136,170
132 - LMD #3A HYSSOP
5,658
6,750
8,570
133 - LMD #313 MEDIANS
786,638
957,940
1,046,920
134 - LMD #4R TERRA VISTA
2,092,551
2,911,410
2,735,910
135 - LMD #5 ANDOVER
30,608
7,810
9,970
136 - LMD #6R CARYN COMMUNITY
387,009
494,830
515,610
137 - LMD #7 NORTH ETIWANDA
866,667
1,039,770
1,136,830
138 - LMD #8 SOUTH ETIWANDA
30,436
40,480
36,560
139 - LMD #9 LOWER ETIWANDA
470,869
573,740
660,250
140 - LMD #10 RANCHO ETIWANDA
476,029
618,410
613,980
141 - LMD 1 CAPITAL REPLACEMENT FUND
0
40,000
40,000
151 - SLD #1 ARTERIAL
1,044,540
1,061,040
5,286,260
152 - SLD #2 RESIDENTIAL
710,133
716,530
5,403,390
153 - SLD #3 VICTORIA
348,564
354,900
2,137,070
154 - SLD #4 TERRA VISTA
143,248
169,110
1,241,780
155 - SLD #5 CARYN COMMUNITY
77,771
81,560
488,910
156 - SLD #6 INDUSTRIAL AREA
117,322
129,040
775,060
157 - SLD #7 NORTH ETIWANDA
226,039
221,250
1,532,100
158 - SLD #8 SOUTH ETIWANDA
92,352
100,070
423,260
170 - GAS TAX 2105/PROP111
880,858
669,960
0
172 - GAS TAX 2106-2107
1,599,390
2,038,120
0
174 - GAS TAX R&T7360
1,535,934
1,550,310
4,691,960
176 - MEASURE I 1990-2010
703,038
400,440
400,660
177 - MEASURE I 2010-2040
3,114,297
5,363,750
3,678,510
179 - ROAD MAINT & REHAB ACCT
0
0
1,000,000
Fiscal Year 2017/18 Adopted Budget Page 184
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
182 - AB 2928 TRAFFIC CONGEST RELIEF
80
80
80
186 - FOOTHILL BLVD MAINTENANCE
20
0
0
188 - INTEGRATED WASTE MANAGEMENT
1,162,869
1,623,240
1,677,720
190 - PROP 42-TRAFFIC CONGESTION MIT
109,190
250
160
194 - PROPOSITION 1B STATE FUNDING
70
60
70
195 - STATE ASSET SEIZURE
191,448
65,320
5,670
196 - CA ASSET SEIZURE 15%
30
20
60
197 - FEDERAL ASSET SEIZURE
99,819
30
1,860
198 - CITYWIDE INFRASTRUCTURE IMPRV
1,033,140
10,246,580
4,380,370
204 - COMMUNITY DEVELOPMENT BLK GRNT
846,233
1,901,820
1,939,140
209 - FEDERAL SAFETEA-LU
3,631,313
5,091,000
2,127,750
211 - PROP 1B - SLPP
980,083
19,920
19,920
214 - PEDESTRIAN GRANT/ART 3
60,816
46,940
0
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
72,799
49,730
9,730
225 - CA RECYC/LITTER REDUCTION GRNT
53,388
68,910
49,500
226 - USED OIL RECYCLING GRANT
54
15,240
0
227 - USED OIL RECYCLING PROGRAM
52,803
53,050
40,220
234 - SAFE ROUTES TO SCHOOL PROGRAM
172,671
57,400
201,320
235 - PROP 84 PARK BOND ACT
1,031,668
5,320
0
250 - RECREATION SERVICES
4,729,771
3,558,950
3,461,770
255 - VG CULTURAL CENTER
3,049
1,325,210
1,506,750
290 - LIBRARY FUND
3,768,718
4,730,730
5,163,710
291 - CA STATE LIBRARY
7,375
580
18,000
292 - STAFF INNOVATION FD (CA ST LB)
34,050
43,890
74,510
301 - THE BIG READ LIBRARY GRANT
16,117
20,000
0
310 - PUBLIC LIBRARY BOND ACT-2000
20
0
0
329 - LIBRARY CAPITAL FUND
1,788,870
295,980
136,860
354 - COP'S PROGRAM GRANT -STATE
194,606
270,900
308,000
361 - JUSTICE ASSISTANCE GRANT(JAG)
40
0
47,000
374 - COPS HIRING PROGRAM GRANT
163,230
502,580
0
380 - HOMELAND SECURITY GRANT -FIRE
104,136
32,280
0
381 - HOMELAND SECURITY GRANT -POLICE
33,314
0
68,070
383 - EMERGENCY MGMT PERFORMNCE GRNT
33,442
33,450
33,220
396 - HOUSING SUCCESSOR AGENCY
289,167
7,241,760
4,480,850
838 - AD 91-2 REDEMPTION -DAY CANYON
55,369
56,230
28,270
847 - PD 85 CAPITAL REPLACEMENT FUND
0
40,000
40,000
848 - PD 85 REDEMPTION FUND
1,114,497
1,207,290
1,322,070
868 - CFD 2000-03 PARK MAINTENANCE
424,797
492,170
498,080
TOTAL SPECIAL REVENUE
$
47,366,995
$
78,195,530
$
76,694,810
CAPITAL PROJECTS
602 - AD 84-1 DAY CREEK/MELLO
$
3,490
$
290
$
310
612 - CFD 2001-01
130
130
140
617 - CFD 2004-01 RANCHO ETIWANDA ES
16,000
0
0
680 - CFD 2006-01 VINTNER'S GROVE
606,871
100,000
0
681 - CFD 2006-02 AMADOR ON ROUTE 66
1,964
0
0
TOTAL CAPITAL PROJECTS
$
628,455
$
100,420
$
450
ENTERPRISE FUNDS
700 - SPORT$COMPLEX
$
2,663,116
$
2,653,070
$
2,612,360
702 - REGIS CONNECT
65,042
166,080
176,320
Fiscal Year 2017/18 Adopted Budget Page 185
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2017/18 Adopted Budget
2016/17
2017/18
2015/16
Adopted
Adopted
Actual
Budget
Budget
705 - MUNICIPAL UTILITY
9,360,513
10,373,190
11,119,080
706 - UTILITY PUBLIC BENEFIT FUND
331,255
553,850
601,500
708 - RCMU CAPITAL REPLACEMENT FUND
0
930
1,200
711 - FIBER OPTIC NETWORK
0
0
2,150,000
TOTAL ENTERPRISE FUNDS
$ 12,419,926 $
13,747,120 $
16,660,460
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT
714 - COMP EQUIP/TECH REPLCMENT FUND
TOTAL INTERNAL SERVICE FUNDS
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
285 - FIRE TECHNOLOGY FEE FUND
288 - FIRE PROTECTION CAPITAL FUND
TOTAL SPECIAL REVENUE
TOTAL R.C. FIRE PROTECTION DISTRICT
1011y\W.11aa111jam
$ 1,366,455 $ 2,183,940 $ 879,660
1,429,408 1,221,500 803,160
$ 2,795,863 $ 3,405,440 $ 1,682,820
$ 141,038,182 $ 182,341,280 $ 196,706,740
$ 24,957,053 $ 25,246,510 $ 26,663,040
6,183,265 5,807,160 6,032,450
2,197,528 2,189,090 2,318,600
0 360 140
7,970,758 24,963,120 15,690,500
$ 41,308,604 $ 58,206,240 $ 50,704,730
$ 41,308,604 $ 58,206,240 $ 50,704,730
$ 182,346,786 $ 240,547,520 $ 247,411,470
Fiscal Year 2017/18 Adopted Budget Page 186
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - SUMMARY
ADOPTED
DEPARTMENT
GOVERNANCE
City Council
City Clerk
City Treasurer
City Management
PUBLIC SAFETY
Fire District
Animal Care and Services
TOTAL GOVERNANCE
TOTAL PUBLIC SAFETY
CIVIC AND CULTURAL SERVICES
Records Management
Community Services
Library Services
TOTAL CIVIC AND CULTURAL SERVICES
ADMINISTRATIVE SERVICES
Administration/Purchasing
Finance
Human Resources
Innovation and Technology
TOTAL ADMINISTRATIVE SERVICES
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
Building and Safety Services
Engineering Services
Planning
Public Works Services
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
TOTAL FULL TIME POSITIONS
2015/16
2016/17
2017/18
5.0
5.0
5.0
1.0
1.0
1.0
1.0
1.0
1.0
18.0
17.0
18.0
25.0
24.0
25.0
114.0
114.0
115.0
22.0
22.0
22.0
136.0
136.0
137.0
4.0
45.5
27.5
4.0
45.5
27.5
6.0
46.5
27.5
77.0
77.0
80.0
6.0
6.0
5.0
21.0
21.0
21.0
6.0
7.0
9.0
22.0
23.0
23.0
55.0
57.0
58.0
2.0
2.0
3.0
18.0
18.0
16.0
34.0
34.5
37.0
15.0
15.0
14.0
127.0
127.0
128.0
196.0 196.5 198.0
489.0 490.5 498.0
Fiscal Year 2017/18 Adopted Budget Page 187
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
GOVERNANCE
Elected Officials
Mayor
Councilmember
City Clerk
City Treasurer
ADOPTED Preliminary
2015/16 2016/17 2017/18
1.0
1.0
1.0
4.0
4.0
4.0
1.0
1.0
1.0
1.0
1.0
1.0
Total Elected Officials 7.0
7.0
7.0
City Management
Administrative Secretary
1.0
1.0
1.0
Assistant City Manager
1.0
0.0
0.0
City Manager
1.0
1.0
1.0
Communications Manager
1.0
1.0
1.0
Community Improvement Manager
1.0
1.0
1.0
Community Improvement Officer I
3.0
2.0
2.0
Community Improvement Officer II
2.0
2.0
2.0
Community Programs Coordinator*
0.0
0.0
1.0
DCM/Civic & Cultural Services
0.0
1.0
1.0
Executive Assistant
1.0
1.0
1.0
Management Aide
2.0
2.0
2.0
Management Analyst I
2.0
2.0
2.0
Management Analyst III
1.0
1.0
1.0
Office Specialist I
1.0
1.0
1.0
Principal Management Analyst
1.0
1.0
1.0
Total City Management
18.0
17.0
18.0
TOTAL GOVERNANCE
25.0
24.0
25.0
PUBLIC SAFETY
Fire District
Captain Specialist
3.0
3.0
3.0
Emergency Management Coordinator
1.0
1.0
1.0
EMS Administrator
1.0
1.0
1.0
Field Training Officer
1.0
1.0
1.0
Fire Battalion Chief
4.0
4.0
4.0
Fire Captain
27.0
27.0
27.0
Fire Chief
1.0
1.0
1.0
Fire Deputy Chief
2.0
2.0
2.0
Fire Engineer
27.0
27.0
27.0
Fire Equipment Apprentice Mechanic*
0.0
0.0
1.0
Fire Equipment Mechanic
2.0
2.0
2.0
Fire Equipment Lead Mechanic
1.0
1.0
1.0
Fire Marshall
1.0
1.0
1.0
Fire Prevention Specialist I
2.0
2.0
2.0
Fire Prevention Specialist II
2.0
2.0
2.0
Fiscal Year 2017/18 Adopted Budget Page 188
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
Preliminary
DEPARTMENT AND POSITION TITLE
2015/16
2016/17
2017/18
Fire Prevention Supervisor
2.0
2.0
2.0
Fire Shop Supervisor
1.0
1.0
1.0
Firefighter
27.0
27.0
27.0
Management Aide
1.0
1.0
1.0
Management Analyst I
2.0
2.0
2.0
Management Analyst III
1.0
1.0
1.0
Office Specialist II
3.0
3.0
3.0
Secretary
1.0
1.0
1.0
Senior Administrative Secretary
1.0
1.0
1.0
Total Fire District
114.0
114.0
115.0
Animal Care and Services
Animal Care Supervisor
1.0
1.0
1.0
Animal Caretaker
3.0
2.0
2.0
Animal Center Manager
1.0
1.0
1.0
Animal Handler
2.0
3.0
3.0
Animal License Canvasser
1.0
0.0
0.0
Animal Services Director
1.0
1.0
1.0
Animal Services Dispatcher
1.0
1.0
1.0
Animal Services Officer
3.0
3.0
3.0
Community Programs Specialist
1.0
1.0
1.0
Office Specialist II
3.0
3.0
3.0
Senior Animal Services Officer
1.0
1.0
1.0
Veterinarian
0.0
1.0
1.0
Veterinary Assistant
1.0
1.0
1.0
Veterinary Technician
3.0
3.0
3.0
Total Animal Care and Services
22.0
22.0
22.0
TOTAL PUBLIC SAFETY
136.0
136.0
137.0
CIVIC AND CULTURAL SERVICES
Records Management
Assistant City Clerk
1.0
1.0
1.0
City Clerk Services Director
1.0
1.0
1.0
City Clerk Records Management Analyst***
0.0
0.0
1.0
Office Specialist 11***
1.0
1.0
3.0
Records Coordinator***
1.0
1.0
0.0
Total Records Management
4.0
4.0
6.0
Community Services
Community Services Coordinator
18.0
18.0
18.0
Community Services Director
1.0
1.0
1.0
Community Services Manager
1.0
1.0
1.0
Community Services Marketing Coordinator
1.0
1.0
1.0
Fiscal Year 2017/18 Adopted Budget Page 189
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
Community Services Superintendent
Community Services Supervisor
Cultural Arts Manager
Fund Development Coordinator
Management Aide
Management Analyst I
Management Analyst II
Office Specialist II
Senior Administrative Secretary
Theatre Technician III*
Total Community Services
Library Services
ADOPTED Preliminary
2015/16 2016/17 2017/18
2.0
2.0
2.0
5.0
6.0
6.0
1.0
1.0
1.0
0.5
0.5
0.5
2.0
2.0
2.0
1.0
1.0
1.0
2.0
2.0
2.0
7.0
6.0
6.0
1.0
1.0
1.0
3.0
3.0
4.0
45.5
45.5
46.5
Assistant Library Director
1.0
1.0
1.0
Fund Development Coordinator
0.5
0.5
0.5
Librarian I
8.0
8.0
8.0
Librarian II
4.0
2.0
2.0
Library Assistant II
2.0
2.0
2.0
Library Clerk
2.0
2.0
2.0
Library Director
1.0
1.0
1.0
Library Page
1.0
1.0
1.0
Library Services Manager
1.0
1.0
1.0
Library Technician
5.0
5.0
5.0
Senior Administrative Secretary
1.0
1.0
1.0
Senior Librarian
1.0
3.0
3.0
Total Library Services
27.5
27.5
27.5
TOTAL CIVIC AND CULTURAL SERVICES
77.0
77.0
80.0
ADMINISTRATIVE SERVICES
Administration/Purchasing
Administrative Secretary
Buyer I
Buyer II
DCM/Administrative Services
Procurement Manager
Procurement & Contracts Analyst***
Procurement Technician
Purchasing Manager
1.0
1.0
1.0
2.0
0.0
0.0
1.0
0.0
0.0
1.0
1.0
1.0
0.0
1.0
1.0
0.0
1.0
0.0
0.0
2.0
2.0
1.0
0.0
0.0
Total Admin/Purchasing 6.0 6.0 5.0
Fiscal Year 2017/18 Adopted Budget Page 190
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
Preliminary
DEPARTMENT AND POSITION TITLE
2015/16
2016/17
2017/18
Finance
Account Clerk
5.0
5.0
5.0
Accountant
1.0
0.0
0.0
Account Technician***
2.0
2.0
1.0
Accounting Manager
1.0
0.0
0.0
Accounts Payable Supervisor***
0.0
0.0
1.0
Budget Analyst
1.0
1.0
1.0
Business License Clerk
2.0
2.0
2.0
Business License Program Coordinator**
1.0
1.0
0.0
Business License Program Supervisor*
0.0
0.0
1.0
Business License Technician
1.0
1.0
1.0
Finance Director
1.0
1.0
1.0
Finance Manager
0.0
1.0
1.0
Management Analyst III
2.0
2.0
2.0
Payroll Supervisor
1.0
1.0
1.0
Principal Accountant*
0.0
0.0
1.0
Senior Accountant**
2.0
3.0
2.0
Special Districts Technician
1.0
1.0
1.0
Total Finance 21.0
21.0
21.0
Human Resources
Human Resources Clerk
1.0
0.0
0.0
Human Resources Director
1.0
1.0
1.0
Human Resources Manager
1.0
1.0
1.0
Human Resources Technician
1.0
3.0
3.0
Management Analyst I
1.0
1.0
1.0
Office Specialist I*
0.0
0.0
1.0
Risk Management Analyst***
0.0
0.0
1.0
Senior Risk Management Analyst
1.0
1.0
1.0
Total Human Resources
6.0
7.0
9.0
Innovation and Technology
Deputy Director of Innovation and Technology
1.0
1.0
1.0
GIS Analyst
2.0
2.0
2.0
GIS Supervisor
1.0
1.0
1.0
GIS Technician
3.0
0.0
0.0
Information Technology Analyst I**
4.0
4.0
3.0
Information Technology Analyst II*
1.0
2.0
3.0
Information Technology Specialist I
1.0
0.0
0.0
Information Technology Specialist II
1.0
2.0
2.0
Information Technology Technician**
2.0
2.0
1.0
Innovation and Technology Director
1.0
1.0
1.0
Office Specialist I*
0.0
0.0
1.0
Office Specialist II
1.0
1.0
1.0
Fiscal Year 2017/18 Adopted Budget Page 191
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
Preliminary
DEPARTMENT AND POSITION TITLE
2015/16
2016/17
2017/18
Senior GIS Analyst
1.0
1.0
1.0
Senior GIS Technician
1.0
4.0
4.0
Senior Information Technology Analyst
2.0
2.0
2.0
Total Innovation and Technology
22.0
23.0
23.0
TOTAL ADMINISTRATIVE SERVICES
55.0
57.0
58.0
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
DCM/Economic & Community Development
1.0
1.0
1.0
Management Aide*
0.0
0.0
1.0
Management Analyst II
1.0
1.0
1.0
Total Administration
2.0
2.0
3.0
Building and Safety Services
Associate Engineer#
1.0
1.0
0.0
Building Inspection Supervisor
1.0
1.0
1.0
Building Safety Manager***
1.0
1.0
0.0
Building and Safety Services Director
1.0
1.0
1.0
Building Inspector
5.0
5.0
5.0
Office Specialist II
2.0
2.0
2.0
Plans Examiner I
1.0
1.0
1.0
Plans Examiner II***
0.0
0.0
1.0
Public Service Technician I
1.0
1.0
1.0
Public Service Technician II##
2.0
2.0
1.0
Public Service Technician III
1.0
1.0
1.0
Secretary
1.0
1.0
1.0
Senior Plans Examiner
1.0
1.0
1.0
Total Building and Safety Services
18.0
18.0
16.0
Engineering Services
Administrative Secretary
1.0
1.0
1.0
Assistant Engineer
5.0
5.0
5.0
Assistant City Engineer
0.0
1.0
1.0
Associate Engineer#
5.0
5.0
6.0
Engineering Services Director/City Engineer
1.0
1.0
1.0
Engineering Technician
4.0
4.0
4.0
Environmental Programs Coordinator
1.0
1.0
1.0
Environmental Programs Inspector
2.0
2.0
2.0
Environmental Programs Manager
1.0
1.0
1.0
Management Aide
1.0
1.0
1.0
Management Analyst I
2.0
2.0
2.0
Management Analyst II***
1.0
1.0
0.0
Office Specialist II
2.0
2.0
2.0
Fiscal Year 2017/18 Adopted Budget Page 192
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
Preliminary
DEPARTMENT AND POSITION TITLE
2015/16
2016/17
2017/18
Principal Engineer
1.0
1.0
1.0
Public Services Technician III***
1.0
1.0
2.0
Public Works Inspector I*
1.0
1.0
2.0
Public Works Inspector II
1.0
1.0
1.0
Senior Civil Engineer
1.0
1.0
1.0
Supervising Public Works Inspector
1.0
1.0
1.0
Traffic Engineer###
1.0
0.5
1.0
Utilities Division Manager
1.0
1.0
1.0
Total Engineering Services
34.0
34.5
37.0
Planning
Assistant Planner##
4.0
5.0
4.0
Associate Planner
3.0
3.0
3.0
Office Specialist I
0.0
1.0
1.0
Office Specialist 11
1.0
1.0
1.0
Planning Commission Secretary
1.0
1.0
1.0
Planning Director
1.0
1.0
1.0
Planning Technician
1.0
1.0
1.0
Secretary
1.0
0.0
0.0
Senior Community Improvement Officer
1.0
0.0
0.0
Senior Planner
2.0
2.0
2.0
Total Planning
15.0
15.0
14.0
Public Works Services
Assistant Engineer
1.0
1.0
1.0
Electrician***
1.0
1.0
2.0
Equipment Operator
5.0
5.0
5.0
Facilities Superintendent
1.0
1.0
1.0
Fleet Supervisor
1.0
1.0
1.0
Inventory Specialist Equipment/Materials
1.0
1.0
1.0
Lead Maintenance Worker
16.0
15.0
15.0
Lead Mechanic
1.0
1.0
1.0
Maintenance Coordinator"
9.0
9.0
9.0
Maintenance Supervisor
9.0
10.0
10.0
Maintenance Worker
56.0
57.0
57.0
Management Analyst I
2.0
2.0
2.0
Management Analyst III
1.0
1.0
1.0
Mechanic
2.0
2.0
2.0
Office Specialist II
1.0
1.0
1.0
Parks/Landscape Maintenance Superintendent
1.0
1.0
1.0
Public Works Safety Coordinator
1.0
1.0
1.0
Public Works Services Director
1.0
1.0
1.0
Secretary
1.0
1.0
1.0
Senior Electrician
1.0
0.0
0.0
Senior Maintenance Worker
12.0
11.0
11.0
Fiscal Year 2017/18 Adopted Budget Page 193
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
Signal & Lighting Coordinator
Signal & Lighting Technician
Streets/Storm Drain Maintenance Superintendent
Total Public Works Services
ADOPTED Preliminary
2015/16 2016/17 2017/18
1.0 1.0 1.0
1.0 2.0 2.0
1.0 1.0 1.0
127.0 127.0 128.0
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
196.0
196.5
198.0
TOTAL FULL TIME POSITIONS
489.0
490.5
498.0
Changes in staffing levels for Fiscal Year 2017/18 Preliminary Budget
*Position approved by City Council but will not be filled pending agreement with Bargaining Groups
**Position eliminated and replaced with updated position approved by City Council pending agreement with Bargaining Groups
***Position defunded/funded during FY 2016/17
#Position transferred to Engineering from Building and Safety
##Position defunded in FY 2017/18
###Position funded for half a year in FY 2016/17 and fully funded in FY 2017/18
^*Position replaced with Electrician during FY 2016/17; new position approved by City Council in FY 2017/18 but will not be
filled pending agreement with Bargaining Groups
GOVERNANCE
City Management
TOTAL CITY MANAGEMENT
PUBLIC SAFETY
Fire District
Animal Care and Services
TOTAL PUBLIC SAFETY
CIVIC AND CULTURAL SERVICES
Records Management
Community Services
Library Services
TOTAL CIVIC AND CULTURAL SERVICES
1.8
1.6
1.4
1.8
1.6
1.4
4.1
11.0
4.4
12.5
3.5
12.8
15.1
16.9
16.3
1.3
188.9
36.6
1.3
189.9
36.8
0.0
189.6
36.8
226.8
228.0
226.4
Fiscal Year 2017/18 Adopted Budget Page 194
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2017/18 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED Preliminary
DEPARTMENT AND POSITION TITLE 2015/16 2016/17 2017/18
ADMINISTRATIVE SERVICES
Purchasing
2.0
2.0
1.0
Human Resources
0.0
0.0
0.5
Finance
1.1
2.3
2.3
TOTAL ADMINISTRATIVE SERVICES
3.1
4.3
3.8
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
0.8
0.8
0.0
Building and Safety Services
0.5
0.5
0.5
Engineering Services
1.9
2.4
1.9
Planning
1.6
0.8
0.8
Public Works Services
32.5
34.1
34.1
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
37.3
38.6
37.3
TOTAL PART TIME POSITIONS
284.1
289.4
285.2
Fiscal Year 2017/18 Adopted Budget Page 195
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2017/18 Adopted Budget Page 196
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Fund Balance
Summaries
Fiscal Year 2017/18 Adopted Budget Page 197
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2017/18 Adopted Budget Page 198
City of Rancho Cucamonga, California
Fiscal Year 2017/18 Adopted Budget
Spendable Fund Balances
With the implementation of Governmental Accounting Standards Board (GASB) Statement No. 54,
Fund Balance Reporting and Governmental Fund Type Definitions, local governments are required
to use new fund balance terminology. As indicated in the Glossary of Budget Terms, fund balance is
essentially the difference between the assets and liabilities reported in a governmental fund. There
are five separate components of fund balance, each of which identifies the extent to which the City is
bound to honor constraints on the specific purposes for which amounts can be spent.
• Nonspendable fund balance (inherently nonspendable)
• Restricted fund balance (externally enforceable limitations on use)
• Committed fund balance (self-imposed limitations on use)
• Assigned fund balance (limitation resulting from intended use)
• Unassigned fund balance (residual net resources)
The first two components listed above are not included in the Spendable Fund Balances report on the
following pages due to the nature of their restrictions, with the exception of Special Revenue and
Capital Projects Funds. These two fund types have restricted funding sources; however, the budgets
presented represent qualifying expenditures that are in line with the restrictions. Therefore, the
respective fund balances are presented. The last three components are incorporated into the report
for all fund types.
For the City's Operating Budget, following are the main components of the committed fund balance
included in the fund balance roll forward:
Fund 001 — General Fund:
Changes in Economic Circumstances $17,794,138
Working Capital $ 4,037,879
Funds 281-283 — Fire District Operating Funds:
Working Capital $15,356,772
Changes in Economic Circumstances $ 8,890,876
Employee Leave Payouts $ 3,360,458
All other fund balances in the City's Operating Budget are either committed or assigned. The
Operating Budget has no unassigned fund balances. For descriptions of the City's committed fund
balance categories, please refer to the City's Financial Policies included in the Appendix to this
budget document.
The City adopts a balanced Operating Budget each year resulting in minimal overall fluctuations in
the fund balance from year to year. In the Other Funds, increases or decreases are dependent upon
general fluctuations in recurring revenues such as gas tax; the receipt of new grant funding; or the
usage of funding received in prior years for capital expenditures.
Fiscal Year 2017/18 Adopted Budget Page 199
City of Rancho Cucamonga
Spendable Fund Balances
Fiscal Year 2017/18 Adopted Budget
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating
Operating
Fund Balance
July 1 2017
Revenues Transfers In
Transfers Out
Expenditures June 30, 2018
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 -GENERAL FUND
$ 32,865,554
$ 79,127,090 $ 1,630,480
$ 4,263,030
$ 76,494,540 $ 32,865,554
TOTAL GENERAL FUND
$ 32,865,554
$ 79,127,090 $ 1,630,480
$ 4,263,030
$ 76,494,540 $ 32,865,554
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$ 4,138 $
91,670 $ - $
- $ 91,670
$ 4,138
006 - CVWD REIMBURSEMENTS
798,760
325,000 -
39,170 197,230
887,360
008 - CNTY OF S. B. REIMBURSEMENTS
28,727
96,050 -
- -
124,777
016 - COMM DEV TECHNICAL SRVCS FUND
2,066,246
55,610 -
- 63,400
2,058,456
017 - LAW ENFORCEMENT RESERVE
8,197,597
92,910 -
- 607,210
7,683,297
018 - TRAFFIC SAFETY
310
310,200 58,920
- 369,430
-
019 - INFO TECHNOLOGY -DEVELOPMENT
541,686
164,410 -
- 124,760
581,336
020 - CITY TECHNOLOGY FEE FUND
60,493
182,970 -
182,940 180
60,343
022 - MOBILE HOME PARK PROGRAM
139,689
20,580 -
- 40,010
120,259
023 - SB1186 CERT ACCESS SPEC PROG
33,120
8,080 -
- 4,350
36,850
025-CAPITAL RESERVE
55,118,862
746,260 1,025,000
- 18,285,960
38,604,162
073 - BENEFITS CONTINGENCY
3,064,228
45,360 -
- 904,320
2,205,268
TOTAL OTHER GENERAL FUNDS
$ 70,053,856 $
2,139,100 $ 1,083,920 $
222,110 $ 20,688,520
$ 52,366,246
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 742,147 $
958,000 $
- $
- $ 958,000
$ 742,147
101 -AD 93-1 MASI COMMERCE CENTER
301,470
130
-
- -
301,600
105-AB2766 AIR QUALITY IMPROVEMENT
1,125,280
1,705,790
-
- 2,038,830
792,240
110 - BEAUTIFICATION
960,106
9,440
-
500,850
468,696
111 - PARK LAND ACQUISITION
1,155,706
131,990
-
- -
1,287,696
112 - DRAINAGE FAC/GENERAL
2,306,262
117,440
-
- 1,007,390
1,416,312
113 - COMMUNITY/REC CENTER DEVELPMNT
449,621
50,710
-
-
500,331
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
315,064
79,980
-
25,400
369,644
115 - HENDERSON/WARDMAN DRAINAGE
978,077
-
-
- -
978,077
116 - ETIWANDA DRAINAGE
2,044,334
99,650
-
- 284,200
1,859,784
118 - UPPER ETIWANDA DRAINAGE
571,591
6,560
-
- 25,380
552,771
119 - PARK IMPROVEMENT
659,062
71,020
-
- -
730,082
120 - PARK DEVELOPMENT
12,473,563
145,210
-
- 1,470,980
11,147,793
122 - SOUTH ETIWANDA DRAINAGE
644,483
7,560
-
- 180
651,863
123 - LIBRARY IMPACT FEE
423,914
53,260
-
- -
477,174
124-TRANSPORTATION
22,789,939
3,245,840
-
- 3,221,770
22,814,009
125 - ANIMAL CENTER IMPACT FEE
86,262
15,730
-
- -
101,992
126 - LOWER ETIWANDA DRAINAGE
607,297
6,980
-
- 25,390
588,887
127 - POLICE IMPACT FEE
232,917
41,720
-
- -
274,637
128 - ETIWANDA NO. EQUESTRIAN FACIL.
677,407
7,950
-
- 190
685,167
129 - UNDERGROUND UTILITIES
10,702,349
162,750
-
- 133,310
10,731,789
130 - LMD #1 GENERAL CITY
1,193,537
1,305,180
123,410
90,000 1,272,480
1,259,647
131 -LMD #2 VICTORIA
3,598,133
3,441,420
293,490
- 4,136,170
3,196,873
132 - LMD #3A HYSSOP
38,580
4,170
-
- 8,570
34,180
133 - LMD #3B MEDIANS
1,828,148
1,082,550
-
- 1,046,920
1,863,778
134 - LMD #4R TERRA VISTA
4,897,658
2,779,140
-
- 2,735,910
4,940,888
135 -LMD #5 ANDOVER
39,175
2,910
-
- 9,970
32,115
136 - LMD #6R CARYN COMMUNITY
419,982
497,350
52,460
- 515,610
454,182
137 - LMD #7 NORTH ETIWANDA
1,135,275
986,910
50,000
- 1,136,830
1,035,355
138 - LMD #8 SOUTH ETIWANDA
69,586
34,940
-
- 36,560
67,966
139 - LMD #9 LOWER ETIWANDA
1,533,057
321,850
- 660,250
1,194,657
140 - LMD #10 RANCHO ETIWANDA
1,164,874
592,480
-
- 613,980
1,143,374
141 - LMD 1 CAPITAL REPLACEMENT FUND
84,817
480
90,000
- 40,000
135,297
150 - GENERAL CITY STREET LIGHTS
70,076
830
-
-
70,906
151 - SLD #I ARTERIAL
281,532
5,032,430
-
- 5,286,260
27,702
Fiscal Year 2017/18 Adopted Budget Page 200
City of Rancho Cucamonga
Spendable Fund Balances
Fiscal Year 2017/18 Adopted Budget
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July 1 2017
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2018
152 - SLD #2 RESIDENTIAL
235,795
4,959,490
350,170 -
5,403,390
142,065
153 -SLD #3 VICTORIA
1,229,099
2,134,400
- -
2,137,070
1,226,429
154 - SLD #4 TERRA VISTA
552,727
1,087,910
- -
1,241,780
398,857
155 - SLD #5 CARYN COMMUNITY
(100,601)
445,690
- -
488,910
(143,821)
156 - SLD #6 INDUSTRIAL AREA
430,377
761,960
- -
775,060
417,277
157 - SLD #7 NORTH ETIWANDA
(34,545)
1,407,220
105,100 -
1,532,100
(54,325)
158 - SLD #8 SOUTH ETIWANDA
2,016,618
411,190
- -
423,260
2,004,548
174 - GAS TAX R&T7360
8,004,709
3,949,880
- -
4,691,960
7,262,629
176 -MEASURE I 1990-2010
486,323
3,370
- -
400,660
89,033
177 - MEASURE I 2010-2040
4,833,951
3,086,900
- -
3,678,510
4,242,341
178 - SB 140
36,529
-
- -
-
36,529
179 - ROAD MAINT & REHAB ACCT
-
1,010,620
- -
1,000,000
10,620
182 - AB 2928 TRAFFIC CONGEST RELIEF
292,870
-
- -
80
292,790
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
-
-
-
(1,433)
188 - INTEGRATED WASTE MANAGEMENT
3,429,653
1,845,300
- 350,170
1,327,550
3,597,233
190 - PROP 42-TRAFFIC CONGESTION MIT
206,301
2,430
- -
160
208,571
194 - PROPOSITION I STATE FUNDING
242,354
2,850
- -
70
245,134
195 - STATE ASSET SEIZURE
124,553
1,570
- -
5,670
120,453
196 - CA ASSET SEIZURE 15%
6,005
90
- -
60
6,035
197 - FEDERAL ASSET SEIZURE
-
190
- -
1,860
(1,670)
198 - CITYWIDE INFRASTRUCTURE IMPRV
27,614,837
1,545,070
- -
4,380,370
24,779,537
204 - COMMUNITY DEVELOPMENT BLK GRNT
364,737
1,185,300
- -
1,939,140
(389,103)
209 - FEDERAL SAFETEA-LU
-
2,127,750
- -
2,127,750
-
211 - PROP 1 B - SLPP
3,049
19,920
- -
19,920
3,049
214 - PEDESTRIAN GRANT/ART 3
(9,883)
-
- -
-
(9,883)
215 - ENRGY EFFICNCY/CONSRVATN GRNT
(96)
-
- -
-
(96)
218 - PUBLIC RESRCE GRNTS/IIEALTHY RC
(14,849)
19,600
- -
9,730
(4,979)
225 - CA RECYC/LITTER REDUCTION GRNT
-
50,070
- -
49,500
570
227 - USED OIL RECYCLING PROGRAM
3,866
40,490
- -
40,220
4,136
234 - SAFE ROUTES TO SCHOOL PROGRAM
(69,183)
178,070
- -
201,320
(92,433)
235 - PROP 84 PARK BOND ACT
(341)
-
-
-
(341)
250 - RECREATION SERVICES
2,232,152
3,176,290
- -
3,461,770
1,946,672
255 - VG CULTURAL CENTER
531,432
1,462,510
- -
1,506,750
487,192
258 - SENIOR OUTREACH GRANT
(5,267)
-
- -
-
(5,267)
272 - FREEDOM COURTYARD RSRC GRANTS
-
30
- -
-
30
290 - LIBRARY FUND
4,641,441
4,931,830
- -
5,163,710
4,409,561
291 - CA STATE LIBRARY
29,575
-
- -
18,000
11,575
101 Q'r AT:R TATATl1 IATVVXT T;TI /('A QT T RN
-
7d ;IO
- -
74.510
-
299 - LIBRARY DEVELOPMENT FUND
53,041
20,520
-
73,561
301 - THE BIG READ LIBRARY GRANT
20,000
-
20,000
302 - LIBRARY SERVICES & TECH. ACT
36,885
-
- -
36,885
310 - PUBLIC LIBRARY BOND ACT-2000
6,128
- -
- -
6,128
329 - LIBRARY CAPITAL FUND
915,726
14,460 -
- 136,860
793,326
354 - COP'S PROGRAM GRANT -STATE
437,073
200,000
- 308,000
329,073
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
-
- -
33
361-JUSTICE ASSISTANCEGRANT(JAG)
2,111
47,000
- 47,000
2,111
373 - COPS SECURE OUR SCHOOLS GRANT
(54)
- -
- -
(54)
381 - HOMELAND SECURITY GRANT -POLICE
(37)
68,070 -
- 68,070
(37)
383 - EMERGENCY MGMT PERFORMNCE GRNT
(28)
33,220 -
- 33,220
(28)
396 - HOUSING SUCCESSOR AGENCY
7,718,778
92,960 -
- 4,480,850
3,330,888
838 - AD 91-2 REDEMPTION -DAY CANYON
40,408
33,090 -
- 28,270
45,228
847 - PD 85 CAPITAL REPLACEMENT FUND
96,391
690 116,800
- 40,000
173,881
848 - PD 85 REDEMPTION FUND
1,342,936
1,305,950 203,990
116,800 1,205,270
1,530,806
868 - CFD 2000-03 PARK MAINTENANCE
495,711
454,140 -
50,000 448,080
451,771
TOTAL SPECIAL REVENUE
$145,079,138
$ 61,192,950 $ 1,385,420 $
606,970 $ 76,087,840
$130,962,698
Fiscal Year 2017/18 Adopted Budget Page 201
City of Rancho Cucamonga
Spendable Fund Balances
Fiscal Year 2017/18 Adopted Budget
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July 1 2017
Revenues
Transfers In Transfers Out Expenditures
June 30, 2018
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
$ 13,203
$ 160
$ - $ - $ -
$ 13,363
602 - AD 84-1 DAY CREEK/1ELLO
1,122,223
13,160
- - 310
1,135,073
606 - AD 86-2 R/C DRAINAGE DISTRICT
(41,128)
-
- -
(41,128)
607 - CFD 2000-01 SOUTH ETIWANDA
63
-
- - -
63
612 - CFD 2001-01
497,298
5,840
- - 140
502,998
614 - CFD 2003-01 PROJECT FUND
175,077
-
- -
175,077
615 - CFD 2003-01 CULTURAL CENTER
5,242
- - -
5,242
617 - CFD 2004-01 RANCHO ETIWANDA ES
48,456
60
- -
48,516
680 - CFD 2006-01 VINTNER'S GROVE
1,848
30
- - -
1,878
681 - CFD 2006-02 AMADOR ON ROUTE 66
6,084
80
- -
6,164
TOTAL CAPITAL PROJECTS
$ 1,828,366
$ 19,330
$ - $ - $ 450
$ 1,847,246
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
702 - REGIS CONNECT
705 - MUNICIPAL UTILITY
706 - UTILITY PUBLIC BENEFIT FUND
708 - RCMU CAPITAL REPLACEMENT FUND
711 - FIBER OPTIC NETWORK
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
712 - EQUIPNEHICLE REPLACEMENT
714 - COMP EQUIPIFECH REPLCMENT FUND
TOTAL INTERNAL SERVICE FUNDS
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 -FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
285 - FIRE TECHNOLOGY FEE FUND
288 - FIRE PROTECTION CAPITAL FUND
TOTAL SPECIAL REVENUE
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
$ 747,674
$ 563,960
$ 2,050,490 $ - $ 2,612,360
$ 749,764
37,745
105,680
- - 176,320
(32,895)
11,712,811
12,410,770
- 1,241,140 9,877,940
13,004,501
770,383
306,310
- - 601,500
475,193
4,479,198
52,530
- - 1,200
4,530,528
23,642
2,196,950
- - 2,150,000
70,592
$ 17,771,453
$ 15,636,200
$ 2,050,490 $ 1,241,140 $ 15,419,320
$ 18,797,683
$ 2,698,339 $ 57,560 $ - $ - $ 879,660 $ 1,876,239
2,297,262 377,140 182,940 - 803,160 2,054,182
$ 4,995,601 $ 434,700 $ 182,940 $ - $ 1,682,820 $ 3,930,421
$272,593,968 $158,549,370 $ 6,333,250 $ 6,333,250 $190,373,490 $240,769,848
$ 35,456,658 $ 26,663,040 $ - $ 1,105,640 $ 25,557,400 $ 35,456,658
3,084,384 6,016,360 16,090 - 6,032,450 3,084,384
- 1,229,050 1,089,550 - 2,318,600 -
23,452 1,300 - - 140 24,612
34,775,084 7,906,800 - - 15,690,500 26,991,384
$ 73,339,578 $ 41,816,550 $ 1,105,640 $ 1,105,640 $ 49,599,090 $ 65,557,038
$ 73,339,578 $ 41,816,550 $ 1,105,640 $ 1,105,640 $ 49,599,090 $ 65,557,038
$345,933,546 $200,365,920 $ 7,438,890 $ 7,438,890 $239,972,580 $306,326,886
Fiscal Year 2017/18 Adopted Budget Page 202
City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2017/18 Adopted Budget
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
%
July 1, 2017
June 30, 2018
Change
Change Reason for Changes >$500.000 and 10%
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND
$ 32,865,554
$ 32,865,554 $
0.00%
TOTAL GENERAL FUND
$ 32,865,554
$ 32,865 554 $
0.00%
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$ 4,138
$ 4,138 $
0.00%
006 - CVWD REIMBURSEMENTS
798,760
887,360
88,600
11.09%
008 - CNTY OF S. B. REIMBURSEMENTS
28,727
124,777
96,050
334.35%
016 - COMM DEV TECHNICAL SRVCS FUND
2,066,246
2,058,456
(7,790)
-0.38%
017 - LAW ENFORCEMENT RESERVE
8,197,597
7,683,297
(514,300)
-6.27%
018 - TRAFFIC SAFETY
310
-
(310)
-100.00%
019 - INFO TECHNOLOGY -DEVELOPMENT
541,686
581,336
39,650
7.32%
020 - CITY TECHNOLOGY FEE FUND
60,493
60,343
(150)
-0.25%
022 - MOBILE HOME PARK PROGRAM
139,689
120,259
(19,430)
-13.91 %
023 - SB1186 CERT ACCESS SPEC PROG
33,120
36,850
3,730
11.26%
025 - CAPITAL RESERVE
55,118,862
38,604,162
(16,514,700)
-29.96% Advance of funds to SLDs-street light purchase
073 - BENEFITS CONTINGENCY
3,064,228
2,205,268
(858,960)
-28.03% Use of funds accumulated over a period of time
TOTAL OTHER GENERAL FUNDS
$ 70,053,856
$ 52,366,246 $
(17,687,610)
-25.25%
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 742,147
$ 742,147 $
-
0.00%
101 - AD 93-1 MASI COMMERCE CENTER
301,470
301,600
130
0.04%
105 - AB2766 AIR QUALITY IMPROVEMENT
1,125,280
792,240
(333,040)
-29.60%
110 - BEAUTIFICATION
960,106
468,696
(491,410)
-51.18%
111 - PARK LAND ACQUISITION
1,155,706
1,287,696
131,990
11.42%
112 - DRAINAGE FAC/GENERAL
2,306,262
1,416,312
(889,950)
-38.59% Use of funds accumulated over a period of time
113 - COMMUNITY/REC CENTER DEVELPMNT
449,621
500,331
50,710
11.28%
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
315,064
369,644
54,580
17.32%
115 - HENDERSON/WARDMAN DRAINAGE
978,077
978,077
-
0.00%
116 - ETIWANDA DRAINAGE
2,044,334
1,859,784
(184,550)
-9.03%
118 - UPPER ETIWANDA DRAINAGE
571,591
552,771
(18,820)
-3.29%
119 - PARK IMPROVEMENT
659,062
730,082
71,020
10.78%
120 - PARK DEVELOPMENT
12,473,563
11,147,793
(1,325,770)
-10.63% Use of funds accumulated over a period of time
122 - SOUTH ETIWANDA DRAINAGE
644,483
651,863
7,380
1.15%
123 - LIBRARY IMPACT FEE
423,914
477,174
53,260
12.56%
124 - TRANSPORTATION
22,789,939
22,814,009
24,070
0.11 %
125 - ANIMAL CENTER IMPACT FEE
86,262
101,992
15,730
18.24%
126 - LOWER ETIWANDA DRAINAGE
607,297
588,887
(18,410)
-3.03%
127 - POLICE IMPACT FEE
232,917
274,637
41,720
17.91%
128 - ETIWANDA NO. EQUESTRIAN FACIL.
677,407
685,167
7,760
1.15%
129 - UNDERGROUND UTILITIES
10,702,349
10,731,789
29,440
0.28%
130 - LMD #1 GENERAL CITY
1,193,537
1,259,647
66,110
5.54%
131 - LMD #2 VICTORIA
3,598,133
3,196,873
(401,260)
-11.15%
132 - LMD #3A HYSSOP
38,580
34,180
(4,400)
-11.40%
133 - LMD #3B MEDIANS
1,828,148
1,863,778
35,630
1.95%
134 - LMD #4R TERRA VISTA
4,897,658
4,940,888
43,230
0.88%
135 - LMD #5 ANDOVER
39,175
32,115
(7,060)
-18.02%
136 - LMD #6R CARYN COMMUNITY
419,982
454,182
34,200
8.14%
137 - LMD #7 NORTH ETIWANDA
1,135,275
1,035,355
(99,920)
-8.80%
138 - LMD #8 SOUTH ETIWANDA
69,586
67,966
(1,620)
-2.33%
139 - LMD #9 LOWER ETIWANDA
1,533,057
1,194,657
(338,400)
-22.07%
140 - LMD #10 RANCHO ETIWANDA
1,164,874
1,143,374
(21,500)
-1.85%
141 - LMD 1 CAPITAL REPLACEMENT FUND
84,817
135,297
50,480
59.52%
150 - GENERAL CITY STREET LIGHTS
70,076
70,906
830
1.18%
151 - SLD #1 ARTERIAL
281,532
27,702
(253,830)
-90.16%
152 - SLD #2 RESIDENTIAL
235,795
142,065
(93,730)
-39.75%
153 - SLD #3 VICTORIA
1,229,099
1,226,429
(2,670)
-0.22%
154 - SLD #4 TERRA VISTA
552,727
398,857
(153,870)
-27.84%
155 - SLD #5 CARYN COMMUNITY
(100,601)
(143,821)
(43,220)
42.96%
Fiscal Year 2017/18 Adopted Budget Page 203
City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2017/18 Adopted Budget
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
%
July 1, 2017
June 30 2018
Change
Change Reason for Changes >$500,000 and 10%
156 - SLD #6 INDUSTRIAL AREA
430,377
417,277
(13,100)
-3.04%
157 - SLD #7 NORTH ETIWANDA
(34,545)
(54,325)
(19,780)
57.26%
158 - SLD #8 SOUTH ETIWANDA
2,016,618
2,004,548
(12,070)
-0.60%
174 - GAS TAX R&T7360
8,004,709
7,262,629
(742,080)
-9.27%
176 - MEASURE I 1990-2010
486,323
89,033
(397,290)
-81.69%
177 - MEASURE 12010-2040
4,833,951
4,242,341
(591,610)
-12.24% Use of funds accumulated over a period of time
178 - SB 140
36,529
36,529
-
0.00%
179 - ROAD MAINT & REHAB ACCT
-
10,620
10,620
N/A
182 - AB 2928 TRAFFIC CONGEST RELIEF
292,870
292,790
(80)
-0.03%
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
(1,433)
-
0.00%
188 - INTEGRATED WASTE MANAGEMENT
3,429,653
3,597,233
167,580
4.89%
190 - PROP 42-TRAFFIC CONGESTION MIT
206,301
208,571
2,270
1.10%
194 - PROPOSITION I STATE FUNDING
242,354
245,134
2,780
1.15%
195 - STATE ASSET SEIZURE
124,553
120,453
(4,100)
-3.29%
196 - CA ASSET SEIZURE 15%
6,005
6,035
30
0.50%
197 - FEDERAL ASSET SEIZURE
-
(1,670)
(1,670)
N/A
198 - CITYWIDE INFRASTRUCTURE IMPRV
27,614,837
24,779,537
(2,835,300)
-10.27% Use of funds accumulated over a period of time
204 - COMMUNITY DEVELOPMENT BLK GRNT
364,737
(389,103)
(753,840)
-206.68% Use of funds accumulated over a period of time
209 - FEDERAL SAFETEA-LU
-
-
0.00%
211 - PROP 1 B - SLPP
3,049
3,049
0.00%
214 - PEDESTRIAN GRANT/ART 3
(9,883)
(9,883)
0.00%
215 - ENRGY EFFICNCY/CONSRVATN GRNT
(96)
(96)
0.00%
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
(14,849)
(4,979)
9,870
-66.47%
225 - CA RECYC/LITTER REDUCTION GRNT
-
570
570
N/A
227 - USED OIL RECYCLING PROGRAM
3,866
4,136
270
6.98%
234 - SAFE ROUTES TO SCHOOL PROGRAM
(69,183)
(92,433)
(23,250)
33.61%
235 - PROP 84 PARK BOND ACT
(341)
(341)
-
0.00%
250 - RECREATION SERVICES
2,232,152
1,946,672
(285,480)
-12.79%
255 - VG CULTURAL CENTER
531,432
487,192
(44,240)
-8.32%
258 - SENIOR OUTREACH GRANT
(5,267)
(5,267)
-
0.00%
272 - FREEDOM COURTYARD RSRC GRANTS
-
30
30
N/A
290 - LIBRARY FUND
4,641,441
4,409,561
(231,880)
-5.00%
291 - CA STATE LIBRARY
29,575
11,575
(18,000)
-60.86%
292 - STAFF INNOVATION FD (CA ST LB)
-
-
-
N/A
299 - LIBRARY DEVELOPMENT FUND
53,041
73,561
20,520
38.69%
301 - THE BIG READ LIBRARY GRANT
20,000
20,000
-
0.00%
302 - LIBRARY SERVICES & TECH. ACT
36,885
36,885
0.00%
310 - PUBLIC LIBRARY BOND ACT-2000
6,128
6,128
0.00%
329 - LIBRARY CAPITAL FUND
915,726
793,326
(122,400)
-13.37%
354 - COPS PROGRAM GRANT -STATE
437,073
329,073
(108,000)
-24.71 %
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
33
0.00%
361 - JUSTICE ASSISTANCE GRANT(JAG)
2,111
2,111
0.00%
373 - COPS SECURE OUR SCHOOLS GRANT
(54)
(54)
0.00%
381 - HOMELAND SECURITY GRANT -POLICE
(37)
(37)
0.00%
383 - EMERGENCY MGMT PERFORMNCE GRNT
(28)
(28)
0.00%
396 - HOUSING SUCCESSOR AGENCY
7,718,778
3,330,888
(4,387,890)
-56.85% Use of funds accumulated over a period of time
838 - AD 91-2 REDEMPTION -DAY CANYON
40,408
45,228
4,820
11.93%
847 - PD 85 CAPITAL REPLACEMENT FUND
96,391
173,881
77,490
80.39%
848 - PD 85 REDEMPTION FUND
1,342,936
1,530,806
187,870
13.99%
868 - CFD 2000-03 PARK MAINTENANCE
495,711
451,771
(43,940)
-8.86%
TOTAL SPECIAL REVENUE
$ 145,079,138
$ 130,962,698
$ (14,116,440)
-9.73%
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
$ 13,203
$ 13,363
$ 160
1.21 %
602 - AD 84-1 DAY CREEK/MELLO
1,122,223
1,135,073
12,850
1.15%
606 - AD 86-2 R/C DRAINAGE DISTRICT
(41,128)
(41,128)
-
0,00%
607 - CFD 2000-01 SOUTH ETIWANDA
63
63
-
0.00%
612 - CFD 2001-01
497,298
502,998
5,700
1.15%
614 - CFD 2003-01 PROJECT FUND
175,077
175,077
-
0.00%
615 - CFD 2003-01 CULTURAL CENTER
5,242
5,242
-
0.00%
617 - CFD 2004-01 RANCHO ETIWANDA ES
48,456
48,516
60
0.12%
Fiscal Year 2017/18 Adopted Budget Page 204
City of Rancho Cucamonga
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2017/18 Adopted Budget
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
%
July 1, 2017
June 30, 2018
Chance
Chance Reason for Changes>$500.000 and 10%
681 - CFD 2006-02 AMADOR ON ROUTE 66
6,084
6,164
80
1.31 %
TOTAL CAPITAL PROJECTS
$ 1,828,366
$ 1,847,246
$
18,880
1.03%
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$ 747,674
$ 749,764
$
2,090
0.28%
702 - REGIS CONNECT
37,745
(32,895)
(70,640)-187.15%
705 - MUNICIPAL UTILITY
11,712,811
13,004,501
1,291,690
11.03% Results of operations, for use in future period
706 - UTILITY PUBLIC BENEFIT FUND
770,383
475,193
(295,190)
-38.32%
708 - RCMU CAPITAL REPLACEMENT FUND
4,479,198
4,530,528
51,330
1.15%
711 -FIBER OPTIC NETWORK
23,642
70,592
46,950
198.59%
TOTAL ENTERPRISE FUNDS
$ 17,771,453
$ 18,797,683
$
1,026,230
5.77%
INTERNAL SERVICE FUNDS
712 - EQUIPNEHICLE REPLACEMENT
$ 2,698,339
$ 1,876,239
$
(822,100)
-30.47% Use of funds accumulated over a period of time
714 - COMP EQUIP/TECH REPLCMENT FUND
2,297,262
2,054,182
(243,080)
-10.58% Use of funds accumulated over a period of time
TOTAL INTERNAL SERVICE FUNDS
$ 4,995,601
$ 3,930,421
$
(1,065,180)
-21.32%
TOTAL CITY OF RANCHO CUCAMONGA
$ 272,593,968
$ 240,769,848
$
(31,824,120)
-11.67%
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
$ 35,456,658
$ 35,456,658
$
0.00%
282 - COMMUNITY FACILITIES DIST 85-1
3,084,384
3,084,384
0.00%
283 - COMMUNITY FACILITIES DIST 88-1
-
-
N/A
285 - FIRE TECHNOLOGY FEE FUND
23,452
24,612
1,160
4.95%
288 - FIRE PROTECTION CAPITAL FUND
34,775,084
26,991,384
(7,783,700)
-22.38% Use of funds accumulated over a period of time
TOTAL SPECIAL REVENUE
$ 73,339,578
$ 65,557,038
$
(7,782,540)
-10.617/.
TOTAL R.C. FIRE PROTECTION DISTRICT
$ 73,339,578
$ 65,557,038
$
(7,782,540)
-10.61%
TOTAL ALL FUNDS
$ 345,933,546
$ 306,326,886
$
(39,606,660)
-11.45%
Fiscal Year 2017/18 Adopted Budget Page 205
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2017/18 Adopted Budget Page 206
RANCHO
CUCAMONGA
CALIFORNIA
DEPARTMENTAL
BUDGET
DETAILS
Fiscal Year 2017/18 Adopted Budget Page 207
City Council
Department Budget Summary
Overview of Department
As a body of elected officials, the separately elected Mayor and four -member City Council
establish local laws, set policy, approve programs, adopt the annual budget, and appropriate funds.
As elected representatives of the citizens, the City Council is responsible to all of the people and,
as such, devotes its energies to making decisions which are in the best interest of the public welfare.
The Mayor and City Council members serve staggered four-year terms. The City Council also
serves as the Board of Directors for the Rancho Cucamonga Fire Protection District (a subsidiary
district of the City).
The City Council meets the first and third Wednesday of the month at City Hall to discuss and
vote on pertinent issues facing the City and its residents. In addition, the City Council is
responsible for appointing the City Manager, City Attorney, and members of certain foundations,
boards and commissions.
City Council Mission Statement
The Mission of the City Council of Rancho Cucamonga is to:
• Make decisions, and be perceived as making decisions, for the general welfare of the
community.
• Always work to improve existing services and develop policies to meet the expected as
well as anticipated needs of the community.
• Work together cooperatively to respect all persons and their ideas in order to develop and
maintain the trust of the community.
• Reflect the community's desires and priorities by assuring that decisions accurately reflect
the community's interests by fairly translating public feedback into public policy.
• Enhance the quality of life of all Rancho Cucamonga residents through the continued
pursuit of excellence and commitment to the City's core values and goals.
• Set the vision for the community for the future.
• Have a professional, objective, and respectful relationship with each other in order to more
effectively address the challenges of the future.
FY 2017/18 City Council Priorities
The four primary goals established by the City Council for the upcoming fiscal year are as
follows:
• Public Safety: Proactively develop public safety programs and facilities to meet
community needs.
• Parks and Recreation Development: Proceed with planning and development of major
parks and recreational projects.
• Enhancing Premier Community Status: As the community matures, undertake
programs and projects to enhance Rancho Cucamonga's position as the premier community
in our region.
• Mid and Long Range Planning: Begin efforts to develop mid -range and long-term goals
and vision for the City.
Fiscal Year 2017/18 Adopted Budget Page 208
City Council
Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Actuals
2015/16
Adopted
Budget
2016/17
Adopted
Budget
2017/18
$ 144,090 $ 153,720 $ 151,190
15,901 26,500 23,900
(48,700) (52,060) (51,160)
111,291 128,160 123,930
Subtotal
-
-
-
All Funds
Personnel Services
144,090
153,720
151,190
Operations and Maintenance
15,901
26,500
23,900
Capital Outlay
-
-
-
Cost Allocation
(48,700)
(52,060)
(51,160)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 111,291
$ 128,160
$ 123,930
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
5.0
5.0
5.0
Total Staffing
5.0
5.0
5.0
Fiscal Year 2017/18 Adopted Budget
Page 209
City Clerk
Department Budget Summary
Overview of Department
The City Clerk is an elected official charged with the responsibility of maintaining records of City
Council actions, recordation of minutes for all meetings of the City Council, and verification of all
Resolutions and Ordinances. In addition, the City Clerk is responsible for all documents and duties
associated with municipal elections. This position works with the City Clerk Services Director
who is responsible for the day-to-day operations of the office.
FY 2017/18 Budget Highlights
• Maintain an accurate record of City Council proceedings and official City documents.
• Conduct municipal elections in accordance with federal and state laws.
• Administer the oath of office to elected officials, city commissioners/members and
employees.
• Ensure the preparation of minutes for all City Council, Successor Agency; Fire Protection
District, and City Council subcommittees.
Fiscal Year 2017/18 Adopted Budget Page 210
City Clerk
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2015/16
2016/17
2017/18
Operating Budget
Personnel Services
$ 2,613
$ 2,700
$ 2,700
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
(740)
(760)
(790)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,873
1,940
1,910
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
2,613
2,700
2,700
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
(740)
(760)
(790)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,873
$ 1,940
$ 1,910
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
1.0
1.0
1.0
Total Staffing
1.0
1.0
1.0
Fiscal Year 2017/18 Adopted Budget Page 211
City Treasurer
Department Budget Summary
Overview of Department
The City Treasurer is an elected official charged with the responsibility for the custody and
investment of all City funds. The Treasurer is the City's official "signature" for all financial
transactions made. The Deputy City Manager/Administrative Services has been appointed as
Deputy City Treasurer and has the authority to assign Finance staff to handle treasury functions
needing daily attention.
FY 2017/18 Budget Highlights
• Maintain funds in secure and liquid investments.
• Structure maturities to meet City cash flow needs throughout the year.
• Present the City's investment policy to the City Council for annual approval.
• Maintain CMTA Investment Policy Certification which certifies the City's investment
policy complies with the current State statutes governing the investment practices of local
government entities located within the State of California.
Fiscal Year 2017/18 Adopted Budget Page 212
City Treasurer
Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
All Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
Actuals
2015/16
Adopted
Budget
2016/17
Adopted
Budget
2017/18
$ 2,613 $ 2,700 $ 2,700
10,605 14,380 14,580
(4,580) (4,930) (5,050)
8,638 12,150 12,230
2,613 2,700 2,700
10,605 14,380 14,580
(4,580) (4,930) (5,050)
$ 8,638 $ 12,150 $ 12,230
Staffing Summary (Budgeted)
Full Time - - -
Part Time 1.0 1.0 1.0
Total Staffing 1.0 1.0 1.0
Fiscal Year 2017/18 Adopted Budget Page 213
City Management
Department Budget Summary
Overview of Department
The City Manager is appointed by the City Council to oversee the enforcement of municipal laws,
direct daily operations of the City, make recommendations to the City Council, prepare and administer
the municipal budget, appoint and supervise all City department heads and employees, and supervise
the operation of all City departments.
The City Manager's Office oversees a variety of interdepartmental
activities and programs and provides direct support for the City
P g P pP Y
Council. One such effort is the Healthy RC initiative, which
encourages a healthy and environmentally sustainable lifestyle for
those who live, work, and play in Rancho Cucamonga. Healthy RC
initiatives include the Safe Routes to School program, Green Business
Recognition Program, CASA healthy cooking classes, electric vehicle
charging station network, and the implementation of policies that encourage access to healthy food and
physical activity, including farmers' markets, community gardens, and walkable neighborhoods.
The Office provides management of the City's award -winning Community Information Program
including publication of the Rancho Reporter newsletter, media relations, community outreach and
engagement, social media platforms, special projects, and other public information efforts. Staff also
responds to and follows -up on citizen inquiries and concerns regarding City programs and services,
operates and is involved with original programming on the government access channel RCTV-3, and
oversees live broadcasts of City Council meetings. The Community Information Program utilizes a
creative mix of innovative communication tools and technology, along with traditional outreach
methods, to enhance communications outreach and engage the community.
The City Manager's Office also manages the Legislative Advocacy Program to ensure that Rancho
Cucamonga's interests are heard at the state and federal level. These efforts are governed by our
Legislative Platform, which promotes the principle of local control and protection of local revenue.
The Community Improvement Division oversees enforcement of the City's municipal codes to ensure
a safe and happy community. In 2016, the State of California recognized the profession by establishing
training standards and a certification procedure for employees enforcing municipal codes. Evidencing
the existing strong commitment to employee development in the City, two officers have already
received the designation of Certified Code Enforcement Officer and all others are on track to receive
certification by 2018.
FY 2017/18 Budget Highlights
• Redesign of Cultural Center Courtyard (City Council Goal PR-1)
• Continue Community Improvement effort to proactively respond to nuisance properties and
vacant structures.
• Participate in the What Works Cities Initiative to improve the City's data -based decision
making. (City Council Goal ML-7)
• Working with the Youth Leaders, host the City's first Healthy RC Youth Forum.
• Launch the SolarRC Expansion Project Phase 2.0 to add solar installation for up to five
additional City facilities.
• Complete and implement a Strategic Communications Plan.
Fiscal Year 2017/18 Adopted Budget Page 214
City Management
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2015/16
2016/17
2017/18
Operating Budget
Personnel Services
$ 2,076,181
$ 2,249,640
$ 2,418,030
Operations and Maintenance
241,477
444,180
565,080
Capital Outlay
-
-
-
Cost Allocation
(437,350)
(475,100)
(482,510)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,880,308
2,218,720
2,500,600
Other Funds
Personnel Services
1,343
34,990
-
Operations and Maintenance
71,456
14,740
9,730
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
72,799
49,730
9,730
All Funds
Personnel Services
2,077,524
2,284,630
2,418,030
Operations and Maintenance
312,933
458,920
574,810
Capital Outlay
-
-
-
Cost Allocation
(437,350)
(475,100)
(482,510)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,953,107
$ 2,268,450
$ 2,510,330
Staffing Summary (Budgeted)
Full Time
18.0
17.0
18.0
Part Time
1.8
1.6
1.4
Total Staffing
19.8
18.6
19.4
Fiscal Year 2017/18 Adopted Budget Page 215
City Management
Performance Statistics
Healthy RC
• The Ash Center for Democratic Governance recognized Healthy RC
as part of the 2017 Bright Ideas in Government initiative;
• The first Mental Health Symposium was hosted by Healthy RC with
over 100 attendees;
• The City Council adopted the Healthy RC Evaluation Plan to include
a number of positive downward trends;
• The City was selected as one of six cities nationally to participate in
the Mayors' Institute on Advancing Education and Health through a Community Schools Strategy.
• The Healthy RC Sustainability Program continued efforts with installing five solar power systems
totaling almost two megawatts, which is equivalent to taking 7,100 cars off the road;
• The Sustainable Community Action Plan was adopted by the City Council;
• The City received a Beacon Platinum Level Spotlight Award for Sustainability Best Practices from
the Institute for Local Government and the League of California Cities.
Legislative Advocacy
• In 2016, the City tracked 25 state legislative bills.
From these bills, the City supported five and opposed
11.
• CMO staff provides support for the City Council's
active role in the League of California Cities (LoCC).
Council Member Sam Spagnolo is serving his second
year as President for Inland Empire division and
Mayor Pro Tern Kennedy as Vice Chair of the
League's Legislative Task Force.
Communications
2016 State Legislative Session
25 BiBsTracked
watch, _ Oppose
35!k 44%
S.Ppall
20%
• Oppose - Support - Watch
• The Communications division received the Award of Merit for the Most Effective Social/New
Media from the California Association of Public Information Officials (CAPIO) 2017 Awards of
Excellence for its social strategies campaign;
• Electronic media highlights include: 602, 000 visitors on the City's website, one million more ses-
sions, and an additional 2.8 million pageviews; additionally, we have added 15, 000 E-Newsletter
subscribers, and 84, 000 social media followers across City
Performance Management
In 2016, the City Manager's Office added performance data
for the Community Services and Library Services Depart-
ments to the online Performance Dashboard.
The City was one of 100 communities nation-wide selected
to join the What Works Cities Initiative sponsored by
Bloomberg Philanthropies, which is designed to elevate
cities use of data and evidence to engage citizens, improve
decision -making and make governments more efficient and
effective.
Community Improvement
• Coverage has been expanded to
provide services six days a week
to address issues that occur more
often on weekends;
Community Improvement is tak-
ing a pro -active approach to nui-
sance properties,
Two officers have received their
designation of Certified Code
Enforcement Officer.
Fiscal Year 2017/18 Adopted Budget Page 216
City Management
Services to the Community
Fiscal Year 2017/18 Adopted Budget Page 217
Police (Contract)
Department Budget Summary
Overview of Department
Since incorporation, law enforcement services
in the City have been provided through a
contract with the San Bernardino County
Sheriffs Department. The low crime rate that
the City continues to enjoy is a direct result of
the hard work and dedication of the men and
women of the Police Department and the
positive interaction and participation by the
community in crime prevention activities.
The Police Department has one of the largest
volunteer units in the Inland Empire, which
includes Line Reserves, Citizen Patrol,
Equestrian Patrol and Explorers. The number of volunteer hours dedicated to the Department and
the City continues to be the highest in the County. Many of these volunteers have been residents
within the City for some time, which also attests to the community's involvement in working
together to provide a better place to live.
The terrorist attack in San Bernardino in December 2015 generated
fear throughout the City and the country. The Department has
responded by presenting City employees, school district staff, and
our citizens with cutting edge training. The "Surviving an Active
Shooter" curriculum will continue to be provided throughout this
fiscal year, in partnership with the Rancho Cucamonga Fire
Protection District and our Community Services Department staff
and facility. The Department will also transition this training to the
next level, training staff and students at privately operated
businesses and colleges.
FY 2017/18 Budget Highlights
• Continue to enhance the partnership between the Police Department and community
stakeholders. (City Council Goal PS-6)
• Use technology as a force multiplier and continue to expand the Public Safety Video
Network (PSVN) and increase ALPR's (Automated License Plate Readers). .
(City Council Goal PS-2)
Fiscal Year 2017/18 Adopted Budget Page 218
Police (Contract)
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2015/16 2016/17 2017/18
Operating Budget
Personnel Services
$ -
$ -
$ -
Operations and Maintenance
32,745,565
35,225,040
37,284,250
Capital Outlay
16,071
-
-
Cost Allocation
-
-
-
Debt Service
10,088
18,010
20,200
Transfer Out
150,730
367,580
58,920
Subtotal
32,922,454
35,610,630
37,363,370
Other Funds
Personnel Services
Operations and Maintenance
776,866 1,304,080 968,970
Capital Outlay
495,960 64,520 530,000
Cost Allocation
- - -
Debt Service
- - -
Transfer Out
59,482 - -
Subtotal
1,332,308 1,368,600 1,498,970
All Funds
Personnel Services
Operations and Maintenance
33,522,431
36,529,120
38,253,220
Capital Outlay
512,031
64,520
530,000
Cost Allocation
-
-
-
Debt Service
10,088
18,010
20,200
Transfer Out
210,212
367,580
58,920
Total Cost
$ 34,254,762
$ 36,979,230
$ 38,862,340
Staffing Summary (Budgeted)
Safety Personnel
Non -Safety Personnel
Total Staffing
133.0 137.0 138.0
41.0 42.0 41.0
174.0 179.0 179.0
Fiscal Year 2017/18 Adopted Budget Page 219
Police (Contract)
Performance Statistics
2016 Performance Highlights
• 110, 781 Calls for Service— 1.43 % decrease
• Average Response Time for Emergency Calls was 5.52 minutes in
2016 compared to 4.5 minutes in 2015
• Part I Crimes up 1.1 %
• Part 2 Crimes down 1.14%
PART I*
PART II**
CALLS FOR
SERVICE
REPORTS TAKEN
ARRESTS
TRAFFIC
COLLISIONS
2014
4,368
8,139
111,133
13,769
4,390
1,418
2015
4,732
7,142
109,215
15,175
4,837
1,642
2016
4,784
5,714
110,781
15,549
4,439
1795
*Part I Crimes - Murder, Rape, Robbery, Aggravated Assault, Burglary, etc.
**Part II Crimes - Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc.
Fiscal Year 2017/18 Adopted Budget Page 220
Police (Contract)
Services to the Community
Police
(Contract)
Patrol
Crime
Traffic Investigations
Victoria
Special
Prevention
Safety
Gardens
Units
Gang Teams
Volunteers
Emergency
Response
7Enforcement
Felony Case
Retail Theft
Solution
Citizen
Follow-up
Investigations
Oriented
Policing Team
Active
Advisory
ry
CCW Pilot
CFS/APS
Shooter
Bicycle
project
Response
Safety
Crime Free
Program
OPTED
Classes
Multi -Housing
Pawn Shop
3-K9's
Neighborhood
Dedicated
Liaison
School
Watch
DUI
Resource
F„fnr, pmpnt
Officers
Fiscal Year 2017/18 Adopted Budget Page 221
Fire District
Department Budget Summary
Overview of Department
The Fire District is a subsidiary district of the City and has its own statutory funding with the City Council
serving as the Fire District Board of Directors. Our mission is to serve the community through planning,
promoting and demonstrating a readiness to respond to, and reduce, threats to life and property through the
delivery of emergency and non -emergency services and programs in an efficient and effective manner.
Three pillars establish the foundation for the Fire District's traditional
and innovative services: Community Risk Reduction, Emergency
Response and Emergency Management. Leading our risk reduction
efforts, the Prevention Bureau reduces risk and eliminates hazards
through fire prevention, inspection, wildland fire threat reduction, and
public education/community outreach. Additionally, firefighters deliver
an efficient and effective emergency response through structural and
wildland fire suppression, emergency medical services, hazardous
materials response and technical rescue. The Emergency Management
program reduces vulnerability to hazards, increases community disaster
resiliency and provides timely economic recovery utilizing comprehensive mitigation, preparedness and
response programs.
The Fire District supports these direct services through progressive leadership, personnel management,
professional development through high level training, advanced planning, financial administration, and
logistical support which includes apparatus and facilities maintenance, communications and information
technology.
Our emergency response and incident mitigation capabilities maintain a cutting edge through innovative,
passionate, and fiscally responsible program management, which further enhances the quality of life for
those served by the District. The Fire District's goal is to deliver all of these programs and services in an
effective, efficient and professional manner while maintaining financial stability.
FY 2017/18 Budget Highlights
• The All -Risk Regional Training Center will be operational and provide further training as well as
educational opportunities to enhance our firefighters' readiness, while also creating opportunities
for joint training with our regional partners. In addition, the District will be constructing the new
Data Center, on site at the Training Center.
• Begin construction on new Fire Station 172, which include a Rancho Cucamonga Police
Department Substation. (City Council Goal PS 4)
• Continue to expand training to help prepare the citywide
workforce and community for Tactical Response and
Purposeful Mass Injury Incidents.
• The District is supporting the City Facilities Team in
procurement of a backup generator located at the new
Rancho Cucamonga Sports Center, which will act as an
Emergency Evacuation Center in the event of a disaster.
• Replace an aging 2003 KME Type 1 fire engine.
• Maintain Community Facilities District (CFD) assessments at current rates.
Fiscal Year 2017/18 Adopted Budget Page 222
Fire District
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2015/16 2016/17 2017/18
Operating Budget
Personnel Services
$ 26,685,973
$ 25,149,610
$ 26,637,390
Operations and Maintenance
5,505,499
6,333,890
6,865,280
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
149,099
805,460
405,780
Transfer Out
997,276
953,800
1,105,640
Subtotal
33,337,847
33,242,760
35,014,090
Other Funds
Personnel Services
Operations and Maintenance 971,758 1,054,580 680,840
Capital Outlay 7,062,256 23,974,630 15,043,020
Cost Allocation - - -
Debt Service - - -
Transfer Out 74,322 - -
Subtotal 8,108,336 25,029,210 15,723,860
All Funds
Personnel Services
26,685,973
25,149,610
26,637,390
Operations and Maintenance
6,477,257
7,388,470
7,546,120
Capital Outlay
7,062,256
23,974,630
15,043,020
Cost Allocation
-
-
-
Debt Service
149,099
805,460
405,780
Transfer Out
1,071,598
953,800
1,105,640
Total Cost
$ 41,446,183
$ 58,271,970
$ 50,737,950
Staffing Summary (Budgeted)
Full Time
114.0
114.0
115.0
Part Time
4.1
4.4
3.5
Total Staffing
118.1
118.4
118.5
Fiscal Year 2017/18 Adopted Budget
Page 223
Fire District
Performance Statistics
Fire District Incident Summary 2016
15,435 incidents for fire, emergency medical/ rescue, hazardous materials, and public ser-
vice; 4% increase;
• 333 working fires; 2,449 good intent and false alarm;
• 10,916 emergency medical/rescue incidents; 3% increase;
139 hazardous materials incidents;
1,037 public service incidents including water salvages, lockouts, police matters and other
non -emergencies;
• 13 overpressure rupture or explosion without fire
2016 Business Inspections
93, 4% `
373, 17%
82, 4%
681, 32% 20, 1%
310, 14
16818%. 12,1%
90. 4% lill329,15%
• Places of Assembly, Restaurant,
Church, Theater
■ Schools and Day Cares
• Medical Facilities, 24-hour care
Apartments, Hotels, Other
Residential
■ Mercantile, Retail, Service
Business
■ Industrial
■ Manufacturing
Employee Development Highlights 2016
22,510 total training hours (including
classroom); 24% decrease;
• 108 multi -company training exercises;
38% increase;
2.07 average training hours per shift per
employee
Conducted two new recruit Firefighter
Academies, an Engineer's Academy and a
Captain's Academy
P.
Ll
Community Engagement Highlights 2016
117 public education activities and station
tours held in 2016;
14,604 citizen contacts made through pub-
lic education activities;
903 people trained in Hands -Only CPR;
794 people trained in Emergency Prepared-
ness through CERT, BERT, Amateur Ra-
Fiscal Year 2017/18 Adopted Budget Page 224
Emergency
Response
Fire
Supression
Structural
Wildland Front
Country
Fire
Investigations
Emergency
Medical
Services
Technical
Rescue
Haz Mat
Tactical
Response
Response
Planning
Fire District
Services to the Community
Emergency
Management
Ready RC
Mitigation
Preparedness
Response
Recovery
Community
and Business
Emergency
Response
Training
Fire District
Community Community Administration
Risk I I Affairs
Personnel
Prevention
Inspections
Public
Management and
Information
Development
Weed
Abatement/
Volunteer
Planning/Finance
Brush
Coordination
Clearance
Apparatus and
Public
Special Events
Equipment
Education
Maintenance
Facility
Community
New
Outreach and
Construction
Engagement
Facility
Plan Review
Maintenance
Fiscal Year 2017/18 Adopted Budget Page 225
Animal Care and Services
Department Budget Summary
Overview of Department
The City of Rancho Cucamonga has
an innovative Animal Care and
Services Department whose mission
is Building a Community in which
every Adoptable Pet Finds a Home.
The Animal Services Department
cares for more than 5,000 homeless
pets annually and responds to more
than 7,500 calls for service related to stray animals, rescues, and animal welfare.
The Department oversees the following program areas:
Animal Care: General animal care, adoptions, reuniting lost pets with owners and kennel and
facility maintenance.
Community and Information Programs: Volunteer programs, foster care, fundraising,
community outreach, social media and community information/education.
Field Services: Animal pickup, rescues, investigations, rabies control, animal licensing,
enforcement of animal regulations, co -existing with wildlife, and community education.
Veterinarian Services: Veterinary treatment for animals housed at the Center; contracts for
outside veterinary services for emergency and after hour care and specialized care; and teaching
hospital for Veterinary and Veterinary Assistant students.
FY 2017/18 Budget Highlights
• To help decrease the number of homeless pets, the
Veterinarian Services Division will be offering no cost
and low cost spay and neuter opportunities in targeted
portions of the community. Additionally, Animal
Services will continue the beat the heat program, which
offers free spay and neuter services for unowned
community cats and pet cats residing in Rancho
Cucamonga.
• Recipient of a Helen Putnam award, the 24-hour Kitten Nursery will continue to operate
and help improve the placement rate for neonatal kittens
1 day old to 8 weeks old. The kitten nursery is staff -run
and largely volunteer supported. A Pet Cadet Program
for volunteers between the ages of 12 and 16 helps
expand the number of volunteers and youth educational
opportunities. This program is funded partially from the
City General Fund and largely from fundraising efforts
and donations.
A capital project was approved to build additional dog play yards. The play yards will
allow the Animal Center to expand its dog behavior and enrichment program, keeping the
Center's dogs healthier and mentally fit while they await adoption.
Fiscal Year 2017/18 Adopted Budget Page 226
Animal Care and Services
Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
Other Funds
Actuals
2015/16
$ 2,437,103
487,734
Adopted
Budget
2016/17
$ 2,672,320
463,660
20,000
Adopted
Budget
2017/18
$ 2,772,560
463,660
2,924,837 3,155,980 3,236,220
Personnel Services - - -
Operations and Maintenance - - -
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal
-
-
-
All Funds
Personnel Services
2,437,103
2,672,320
2,772,560
Operations and Maintenance
487,734
463,660
463,660
Capital Outlay
-
20,000
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 2,924,837
$ 3,155,980
$ 3,236,220
Staffing Summary (Budgeted)
Full Time
22.0
22.0
22.0
Part Time
11.0
12.5
12.8
Total Staffing
33.0
34.5
34.8
Fiscal Year 2017/18 Adopted Budget Page 227
Animal Care and Services
Performance Statistics
Animal Center Highlights 2016
The 24 hour neonatal Kitten Nursery completed its second
season and improved the save rate of kittens 1 day old to 8
weeks old. The Kitten Nursery was the 2016 recipient of a
Helen Putnam Award in the category of Enhancing Public
Trust, Ethics & Community Involvement.
The Rancho Cucamonga Animal Care Foundation was
formed to help improve fundraising efforts and offset the
cost of animal care.
The Animal Center partnered with Assemblyman Marc
Steinorth for a #Steinorth100 adoption event and NBC and
Telemundo for the #CleartheShelter adoption event.
Singer/Songwriter Keaton Simons launched a new single
The Way It Goes. Proceeds benefited the Animal Center
and Natural Child.
Live placement rate (percent live outcomes) for dogs was
94% and cats was 85% for a combined live outcome rate of
89.5%.
The number of service hours donated by volunteers (not
including service groups or foster parents) was 16,597.
Dog and Cat Outcomes
3,000
2,50D
2,000
1,Sw
Animal Center Activities
15,000
10,000
5,000
Field Calls Animal licenses Sold
■ 2015 ■ 2016
1,OOD
SOD
2015 2016 2025 2016
2015 2016
2015 2016 2015 2016
2025
2026
2015 2016
Adoption Returned to
Rescue Partner
TNR/SNR Transfer
Euthanixed
Died in
Owner
Care/Foster
e Cats
■ Dogs
Fiscal Year 2017/18 Adopted Budget Page 228
Animal Care and Services
Services to the Community
Animal Care
and Services
Administrative
Services
Community
Programs and
Information
Community
Veterinary I
Services j
Nursery
Animal Care
and Adoptions
Animal Care
Field
Services
Field Service
Administration
Outreach
Officers
Animal Spay
Adoptionis
and Neuter
Volunteers
Dispatcher
Vouchers
Animal
Trap Neuter
Foster Care
Health and
Wellness
Animal
Licensing
Release
Program
Animal Care
Foundation
Fiscal Year 2017/18 Adopted Budget Page 229
Records Management
Department Budget Summary
Overview of Department
The Records Management Department operates under the
administrative direction of the City Clerk Services Director. This
Department is responsible for agenda management, legislation,
and records management. The Department provides ancillary
technical support regarding research requests from staff, officials,
and the general public as part of its records maintenance duties,
including maintenance of the Municipal and Zoning Code and
Conflict of Interest Code.
Records Management serves as the single point of contact to provide information to the community
and general public relating to official City records. The Department maintains and updates
placement of the City Council agenda packet on the City's website and prepares all agendas and
minutes for the City Council, Successor Agency, Fire Protection District, and all City Council
subcommittees. Additionally, the Department is responsible for assisting with proclamations,
resolutions, ordinances, agreements, bid openings, contracts, records management, archiving and
records destructions, and compliance with legal advertisements and public notification
information. The Records Management Department coordinates and assists the City Clerk
Services Director in administering municipal elections in the City of Rancho Cucamonga.
FY 2017/18 Budget Highlights
• Implement an electronic Agenda Management System.
• Implement an automated Public Records Request program to streamline recording,
tracking, and responding to public records requests.
• Update Records Management Manual and Retention Schedules and provide staff training.
• Update City Council Candidate Handbook and plan, coordinate, and disseminate
information on City Council Districts in preparation of November 2018 election.
• Expand the number of document types (minutes/ordinances/resolutions) available to the
public on the City's Website.
• Assist in initiating additional scanning projects, including training, in various City
Departments to help reduce the volume of records stored.
• Update City's Conflict of Interest Code.
Fiscal Year 2017/18 Adopted Budget Page 230
Records Management
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2015/16
2016/17
2017/18
Operating Budget
Personnel Services
$ 436,762
$ 482,900
$ 617,920
Operations and Maintenance
285,433
206,910
105,420
Capital Outlay
-
-
-
Cost Allocation
(182,190)
(199,280)
(211,340)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
540,005
490,530
512,000
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
436,762
482,900
617,920
Operations and Maintenance
285,433
206,910
105,420
Capital Outlay
-
-
-
Cost Allocation
(182,190)
(199,280)
(211,340)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 540,005
$ 490,530
$ 512,000
Staffing Summary (Budgeted)
Full Time
4.0
4.0
6.0
Part Time
1.3
1.3
-
Total Staffing
5.3
5.3
6.0
Fiscal Year 2017/18 Adopted Budget
Page 231
Records Management
Performance Statistics
Cih Council Agenda Items 2016
Total = 781
�a
. Admin
120 • Flame
• tIR
303 . WS
. DMi
80 .LMO
•Lkty Cle k
60
. Rwwks
20
Oki
. ErtBi^eer
• ti6mry
• iirp
. L50
0 .11, g
"I 1P 1 E� S tiE Qi 0, Q 4V 1t 1 t4. � °P 1 (.1 .Rurt6me
r �P� cP c �5oa�a`' Jig F Qs¢�Q�SS Qo oFy`�' .Aal
r°
Records Request
100
90
60
50
ao
30
20
SO
0
January Febniary March Apnt May June MY August September Ocmber Norem December -
■ 2015 92016
Fiscal Year 2017/18 Adopted Budget Page 232
Records
Preservation
Retention
Disposition
Public Records
Requests
Recorded
Documents
Maintenance of
Municipal Code
Records Management
Services to the Community
Records Management
Legislation
Agenda and
Minute Preparation
Legal Notices
Bond Releases
Contracts
Claims/Subpoenas
Bid Openings
Appeals
Conflict of Interest
Code
Board and
Commission
Recruitments
Election
Administration
Legal Noticing
Nomination Filing
Candidate
Handbook
Municipal Elections
Ballot Measures
Receive Petitions
Disclosure of
Campaign Finances
and Economic
Interests
Fiscal Year 2017/18 Adopted Budget Page 233
Community Services
Department Budget Summary
Overview of Department
Community Services provides a wide variety of programs, services and facilities to the residents
of Rancho Cucamonga to enhance the quality of life for individuals of all ages. Department
activities are coordinated through seven Divisions: Administration, Youth and Adult Sports,
Youth and Family Programs, Special Events, Cultural Arts/ Playhouse Operations, and Seniors
and Human Services.
Each year, thousands of community members benefit from participating in
activities conducted by the Department in programs such as: Playschool,
youth activities, Teen Center programs, and recreational classes for all
ages, excursions, sports programs and senior citizen services. Our parks
are heavily used for organized youth and adult sports, picnics and general
recreational purposes. Special events are held each year including the July
4th Spectacular, Movies in the Park, Concerts in the Park and the Founders Community Parade. At
the Epicenter and Adult Sports Complex.. The Department assists dozens of community
organizations in their mission with facility usage and partnership efforts.
The Department is proud to offer unique opportunities for the
community to experience and enjoy professional theatre, young
audience productions, cultural programs and family entertainment,
along with exciting guest artist performances at the Lewis Family
Playhouse at the Victoria Gardens Cultural Center.
Community Services oversees park development activities
including the planning, design, construction and renovation of
parks and facilities, and serve as advocates for open space. The
Department also oversees the operation of the City's Park and
Recreation Commission and the Rancho Cucamonga Community and Arts Foundation.
FY 2017/18 Budget Highlights
• Implement upgraded ticketing system at the Lewis Family Playhouse which will include
the ability to print tickets at home or save them to your smartphone
• The Central Park Master Plan will be updated this year. (City Council Goal PR-4)
• Design and environmental work for the next phase of Etiwanda Creek Park development
will launch. (City Council Goal PR-2)
• The GOALS soccer facility is under construction and will be completed in 2018.
• Addition of a third part-time Park Ranger position to facilitate more patrol time and provide
more geographical coverage of the city on a daily basis
• Continued construction of new RC Sports Center (City Council Goal PR-3)
• Addition of a third bus for the Silver Fox Senior Transportation Program
Fiscal Year 2017/18 Adopted Budget Page 234
Community Services
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2015/16 2016/17 2017/18
Operating Budget
Personnel Services $ 3,787,561 $ 4,224,680 $ 4,391,060
Operations and Maintenance 690,112 790,340 832,740
Capital Outlay 52,582 10,000 -
Cost Allocation - - -
Debt Service - -
Transfer Out - -
Subtotal
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
All Funds
4,530,255 5,025,020 5,223,800
2,473,746
2,933,280
3,177,660
2,175,838
2,107,710
2,154,190
642,139
3,605,000
1,343,890
400,000
-
-
5,691,723
8,645,990
6,675,740
Personnel Services
6,261,307
7,157,960
7,568,720
Operations and Maintenance
2,865,950
2,898,050
2,986,930
Capital Outlay
694,721
3,615,000
1,343,890
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
400,000
-
-
Total Cost
$ 10,221,978
$ 13,671,010
$ 11,899,540
Staffing Summary (Budgeted)
Full Time
45.5
45.5
46.5
Part Time
188.9
189.9
189.6
Total Staffing
234.4
235.4
236.1
Fiscal Year 2017/18 Adopted Budget
Page 235
Community Services
Performance Statistics
CSD 2016 Program & Registration Highlights*
• Over 39,000 registrations processed annually;
• Rancho Cucamonga residents represented 85% of
total registrations;
• More than 25,000 patrons enjoyed the Special
Events held in the City.
• Approximately 1,500 summer camp spots were
filled in Summer 2016;
*Registration numbers exclude the Lewis Family Play-
house and Special Events, which are tracked separately.
• 2016 Playhouse Highlights
• The 2015/16 season subscriptions have increased 15% over the previous season;
• Instagram, began with the 13/14 season at the end of which we had 105 followers. In 14/15
this number jumped to 205, However, by the end of 2016, we had 411 followers.
• $1,378,556 in revenue was processed through the Box Office in the 2016, up from 1,288,383
in 2015.
How people are looking at our website is shifting: in 2014 53.6% desktop users and 46.4%
tablet/mobile, in 2015 its 46.7% desktop, and 53.3% mobile/tablet, in 2016 desktop users
Lewis Family Playhouse Ticket Sales
nrtu �arwms sao arsiow,Tim.. s.us ea1.�rvoair ws�r su..s ,xmsso,acw.we .au,s vaawurwAux
. r.,b.sum<nsi.�.c,s» .s..�,oim,vm,cr-scsu
Fiscal Year 2017/18 Adopted Budget Page 236
Community Services
Services to the Community
Recreation/
Community
Services
Sports Advisory
Senior Advisory
Youth/Teens
Human Resources
Seniors
Sports
Events
Marketing
Registration
Operations
Park Rangers
Community
Services
Cultural Arts I I Administration
Playhouse
Community Clerical/
Programs I I Administration
Finance
Playhouse
Professional
Programs Park
Development
Fiscal Year 2017A8 Adopted Budget Page 237
Library Services
Department Budget Summary
Overview of Department
The Rancho Cucamonga Public Library strives to inform and enrich our community by providing
access to traditional and technologically innovative resources. The Department supports and
encourages education and the love of reading in a welcoming atmosphere with a knowledgeable,
service -oriented staff. These efforts were recognized nationally when the Library was awarded
the National Medal for Museum and Library Services, the nation's highest honor that can be
bestowed upon a library or a museum.
Programs and services offered at the Archibald Library and Paul A. Biane Library include:
•Children's services, including weekly and special event programs,
performing and cultural arts programs, Homework Center, and Reading
Enrichment Center.
*Adult and children's information services.
•Adult and family literacy services.
*Teen and tween services and programming.
*Public -access computers and free computer classes.
The Library also offers outreach services, featuring bookmobile
service to children and delivery service to the homebound and
infirmed elderly. A full service Virtual Library provides 24/7 access
to eBooks, research databases, online homework tutoring, downloadable music, and local history
information. New sensory story times offer programs targeted specifically to special needs patrons,
and our popular passport acceptance agency continues to meet a fast-growing demand for passport
services in the community.
e-
FY 2017/18 Budget Highlights
• Purchase a new, state-of-the-art bookmobile.
• Further development of the RC Kids Discovery Space on
the 2°d floor of the Paul A. Biane Library and kick off new
Phase I programming, including superhero costume
design classes, robotics challenges, and a STEAM petting
zoo.
• Utilize Collection HQ, a new software created specifically
for libraries that will help to analyze circulation statistics, trends and patterns to make data -
driven decisions in the area of collection management.
• Offer high-speed internet (both wired and wireless) to the public via CENIC (the Corporation
for Education Network Initiatives in California.) Users will experience connectivity speeds
which are 5,000 times faster than the former speeds.
• Continue to examine and fine-tune lineup of story times and programs — 23 weekly children's
story times, increase lineup of STEAM (Science, Technology, Engineering, Art, and
Mathematics) programs, and continue to pilot new special needs programming.
• Increase materials collections, in both print and online formats, with new and updated titles at
both Libraries.
Fiscal Year 2017/18 Adopted Budget Page 238
Library Services
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2015/16 2016/17 2017/18
Operating Budget
Personnel Services $ 2,761,040 $ 3,339,290 $ 3,495,260
Operations and Maintenance 998,490 1,297,690 1,387,800
Capital Outlay - 82,030 267,000
Cost Allocation - - -
Debt Service 9,187 11,720 13,650
Transfer Out - - -
Subtotal 3,768,717 4,730,730 5,163,710
Other Funds
Personnel Services
4,979
16,410
-
Operations and Maintenance
52,855
49,040
94,020
Capital Outlay
1,788,600
295,000
135,350
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,846,434
360,450
229,370
All Funds
Personnel Services
2,766,019
3,355,700
3,495,260
Operations and Maintenance
1,051,345
1,346,730
1,481,820
Capital Outlay
1,788,600
377,030
402,350
Cost Allocation
-
-
-
Debt Service
9,187
11,720
13,650
Transfer Out
-
-
-
Total Cost
$ 5,615,151
$ 5,091,180
$ 5,393,080
Staffing Summary (Budgeted)
Full Time
27.5
27.5
27.5
Part Time
36.6
36.8
36.8
Total Staffing
64.1
64.3
64.3
Fiscal Year 2017/18 Adopted Budget
Page 239
$200,000
$180,000
$16QW0 - $155,267
$14a,167
$140,000
$120,WO
$100,000
$80,OW
$6QUOO
$40,OW
$20,000
Passport Revenue
Library Services
Performance Statistics
Library Services Revenue
5174,416
$164,352
Overdue Fines Collected
■ 2014-15 52015-16
$76,539
$66,983 11Media Rentals.
Comparison: 2015 and 2016
1,200,000
1,014,777
1,000,()00 952,607
800,000
582,286 550,150 573,268
600,0Cq 524,804
400,000
20o,000
Library Visitors Items Checked Out Website Hits
■2014-1S 82015-16
Fiscal Year 2017/18 Adopted Budget Page 240
Technology 1 I
Library
Services I Services
Tech Centers I I Adult Literacy
Website/Social) l Back 2 Basics
Adult and I ( Children's
Teen Services Services
Programs ) ( Programs
Information I I Information
Services Services
Collection ) Collection
Library Services
Services to the Community
Library
Services
Budget and
Operations
Budget
Staff
Development
Personnel
Grants and
Special
Projects
Outreach
Services
Fiscal Year 2017/18 Adopted Budget Page 241
Administrative Services
Department Budget Summary
Overview of Department
The Administrative Services Group's mission is to support the functions of the City's line
departments. While line departments typically provide service primarily to the public, the
Administrative Services Group's departments and divisions, while providing some direct public
services, primarily provide extensive services and support to internal staff of the various City
departments.
The Administrative Services Group includes the Finance, Human Resources, and Innovation and
Technology Departments, as well as Administration and Procurement, under the oversight of the
Deputy City Manager/Administrative Services.
FY 2017/18 Budget Highlights
• Several key technology projects will modernize work practices in Administrative Services.
These include implementing two new modules, Contract Management and COGNOS
Reporting, in OneSolution, the City's financial system; migration of the City's e-mail and
internal communications services to Microsoft cloud based platforms to improve
resiliency, performance and accessibility; and ddevelopment and deployment of enhanced
public services applications such as GIS based citizen reporting tools and interactive digital
maps.
• Finance and GIS staff will be key parts of the team managing the acquisition of the City's
15,000+ street lights from Southern California Edison.
• Provide administrative support for the West -side Districts Citizens' Oversight Committee
and the Planned Communities LMD Citizens' Oversight Committee.
Fiscal Year 2017/18 Adopted Budget Page 242
Administrative Services
Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
All Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
Staffing Summary (Budgeted)
Full Time
Part Time
Total Staffing
Actuals
2015/16
$ 2,606,235
3,771,206
821,230
(1,255,340)
18,642
3,416,784
9,378,757
1,291,930
2,308,253
3,196,971
4,741
50,000
6,851,895
3,898,165
6,079,459
4,018,201
(1,255,340)
23,383
3,466,784
$ 16,230,652
6.0
2.0
Adopted
Budget
2016/17
$ 1,021,720
3,412,280
(1,250,460)
23,160
4,233,540
7,440,240
882,000
1,916,500
7,974,240
69,480
50,000
Adopted
Budget
2017/18
$ 938,460
3,537,800
(1,266,110)
21,760
4,204,110
7,436,020
1,124,930
15,620,280
5,738,360
73,280
50,000
10,892,220 22,606,850
1,903,720
5,328,780
7,974,240
(1,250,460)
92,640
4,283,540
$ 18,332,460
6.0
2.0
2,063,390
19,158,080
5,738,360
(1,266,110)
95,040
4,254,110
$ 30,042,870
5.0
1.0
8.0 8.0 6.0
Fiscal Year 2017/18 Adopted Budget Page 243
Administrative Services
Performance Statistics
Procurement Division Highlights 2017
441 Purchase Orders issued; 1.01% decrease from FY 15/16
• 87 requests processed for requests for quotes, bids, proposals, information and budget-
ary quotes; 0% increase
$116,404.54 revenue received from on-line surplus auction; 5.5% increase
$433,542.41 was spent on green products
Special Districts Highlights 2015
$27,362,087 received in Special Districts tax
revenue; 1 % decrease
139,738 parcels submitted to the tax rolls for 35
special assessment districts with 100% accuracy
• 70 CFD delinquency letters sent; 75% decrease
Hosted Open House Events for LMD 8, 9 & 10
Fiscal Year 2017/18 Adopted Budget Page 244
Administrative Services
Services to the Community
Administrative
Services
Administration I I Purchasing
Oversight
Procurement of
Responsibility
Goods and
for Finance,
Services
DoIT, and
Human
Resources
Bid Management
Departments
Disposal of City
Assets (surplus)
Fiscal Year 2017/18 Adopted Budget Page 245
Finance
Department Budget Summary
Overview of Department
The overall mission of the Finance Department is to provide excellent service to �0�._ .
both our internal and external customers with the highest degree of reliability and C-,W m9 of AfMaw m
la ExceEenos
timeliness, while maintaining appropriate financial control of City resources. m F` RWo,6n,
FlvwNd b
E t:.iry o f RarcAm Cucm+nmg
The Finance Department is responsible for managing the financial
operations of the City of Rancho Cucamonga and the Rancho Cucamonga
Fire Protection District in accordance with generally accepted accounting
ihstinguislrt! `.
principles, as well as applicable laws, regulations and City policies. RudgetP�. Wkm I
Auw,d
City W K.M G�
' C utomisi:
The Department consists of five divisions to accomplish its mission:'
• Accounting and Financial Reporting: Comprised of the
following sections: Accounts Payable, Accounts Receivable, Cashiering, Fixed Assets,
General Ledger, and Payroll. In addition, this Division is responsible for preparing the
City's Comprehensive Annual Financial Report (CAFR).
• Budget Management: Responsible for coordinating the City's annual budget and
monitoring each department's compliance with the annual budget.
• Business Licensing: Responsible for the issuance and annual renewal of Business
Licenses to all persons transacting and carrying on business within the City. This section
also ensures compliance with the City's Transient Occupancy Tax (TOT) and Admissions
Tax Ordinances which requires monthly reporting and remittances by the City's various
hotels and businesses.
• Special Districts: Responsible for placing special assessments for City parcels on the
county tax rolls, tracking and paying debt service on the City's special obligations payable
from the special assessments and assisting with special district formations.
• Treasury Management: The Treasury Management Section works with the City
Treasurer and the Deputy City Treasurer, and is responsible for daily cash management
and investment of funds for the City of Rancho Cucamonga and the Rancho Cucamonga
Fire Protection District. The Section is also responsible for the daily transferring and
settling of depository funds, investing excess funds, and reporting investments in
accordance with all applicable State and Federal laws and the City's Investment Policy.
FY 2017/18 Budget Highlights
In conjunction with DoIT and Human Resources, facilitate the implementation of two new
modules for the City's financial system: Contract Management and COGNOS Reporting.
Facilitate the transition to a new vendor to process the City's parking citations and
administrative citations, as well as facilitate collection activity for past due accounts.
Implementation of a digital document management system for Business Licensing to
facilitate the transition to a paperless work environment to the extent practical.
Fiscal Year 2017/18 Adopted Budget Page 246
Finance
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2015/16
2016/17
2017/18
Operating Budget
Personnel Services
$ 1,772,798
$ 2,254,820
$ 2,341,300
Operations and Maintenance
81,869
68,900
142,260
Capital Outlay
-
-
-
Cost Allocation
(454,460)
(574,170)
(599,590)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,400,207
1,749,550
1,883,970
Other Funds
Personnel Services
331,999 410,680
391,520
Operations and Maintenance
3,539,646 3,416,300
2,822,690
Capital Outlay
- 20,000
14,353,730
Cost Allocation
- -
-
Debt Service
- -
706,160
Transfer Out
- -
-
Subtotal
3,871,645 3,846,980
18,274,100
All Funds
Personnel Services
2,104,797
2,665,500
2,732,820
Operations and Maintenance
3,621,515
3,485,200
2,964,950
Capital Outlay
-
20,000
14,353,730
Cost Allocation
(454,460)
(574,170)
(599,590)
Debt Service
-
-
706,160
Transfer Out
-
-
-
Total Cost
$ 5,271,852
$ 5,596,530
$ 20,158,070
Staffing Summary (Budgeted)
Full Time
21.0
21.0
21.0
Part Time
1.1
2.3
2.3
Total Staffing
22.1
23.3
23.3
Fiscal Year 2017/18 Adopted Budget Page 247
Finance
Performance Statistics
Finance Highlights 2016
* $2,662,3 10 received in Business License revenue; 5.7% increase
* $3,024,620 received in Transient Occupancy Tax revenue; 0.8% increase
Business License Data
7AW
sm
4=
3M
ZAW
7W
New Businesses
Renewals
Business
closures
E2016
*Data excludes vendors and contractors located
outside ofRancho Cucamonga.
City of Rancho Cucamonga
Investment Effective Rate of Return
Comparison
January 2016 - December 2016
0.015
0�01
0.005
0
Jan Feb Mar Apr July Aug Oct Nov Dec
MayJune Sept
-City Pool Average
_l3ofA Merrill Lynch U.S. Treasuries/Agencies 1-5 Yrs
Special Districts Highlights 2016
0 $27,375,134 received in Special Districts tax reve-
nue; 0.05% decrease
0 139,879 parcels submitted to the tax rolls for 35
special assessment districts with 100% accuracy
60 CFD delinquency letters sent; 14% decrease
Hosted Open House Events for LMD 2, 4-R, 6-R, 7,
8, 9 and 10.
Fiscal Year 2017/18 Adopted Budget Page 248
and Financial
Reporting
Accounts Payable
Accounts
Receivable
Cashiering
Fixed Assets
General Ledger
Payroll
Prepare
Comprehensive
Annual Financial
Report (CAER)
Finance
Services to the Community
Finance
Budget I I Business Special Treasury
Management 1 1 Licensing Districts Management
Issue and Renew
""Administer 35")
Daily Cash
Management
Coordinate City's
of Business
Special Districts
Annual Budget
Licenses
in the City
Investment of
Generate
Ensures
Manage Special
Excess Funds
Quarterly Budget
Compliance with
District
Updates for City
City's TOT and
Forintions
Investment
Council
Admissions Tax
Reporting
Ordinances
Fiscal Year 2017/18 Adopted Budget Page 249
Human Resources
Department Budget Summary
Overview of Department
The Human Resources Department oversees the City's human resources and risk management
functions. The mission of the Human Resources Department is to recruit, develop, and retain a diverse,
engaged, well -qualified and professional workforce that reflects the world -class standards of the
community we serve, and to lead City Departments in positive employee relations, talent acquisition,
succession planning, and employee engagement.
The Human Resources Team provides a wide range of services to City staff in the following areas:
• Total Compensation
• Employee and Labor Relations
• Organization and Employee Development
• Talent Acquisition
• Risk Management
• Safety
• Workers Compensation
FY 2017/18 Human Resources Bud2et Highlii!hts
• The budget reflects the addition of a Risk Analyst as part of a reorganization of the
Administrative Services Group and a clarification of contract insurance responsibilities within
the City, which shifted a full time position from Procurement to HR. This position will enhance
our risk management, safety and workers' compensation program and provide support for
Organization and Employee Development.
• HR is initiating a new project that will utilize innovative sourcing and applicant tracking tools
to improve the City's talent acquisition strategies. The Department continues to improve
onboarding to provide an expeditious, engaging, and meaningful experience. In addition, HR
is working to improve the City's current employee performance and goal setting system to
make the process more forward -thinking, effective, and meaningful for employees and the
organization.
The Department will continue to foster and facilitate employee development, organizational
development and succession planning through innovative and cooperative programs.
HR will partner with DoIT and Finance to refine and enhance the employee self-service tool
in the existing HRIS system to allow employees better access to benefit and pay information.
The Department will use social media and participate in community events as a way to improve
outreach for recruitments and the profile of the City.
Fiscal Year 2017/18 Adopted Budget Page 250
Human Resources
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2015/16
2016/17
2017/18
Operating Budget
Personnel Services
$ 724,048
$ 843,910
$ 1,035,070
Operations and Maintenance
210,430
320,250
377,250
Capital Outlay
-
-
-
Cost Allocation
(284,010)
(336,320)
(402,740)
Debt Service
Transfer Out
-
-
Subtotal
650,468
827,840
1,009,580
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
724,048
843,910
1,035,070
Operations and Maintenance
210,430
320,250
377,250
Capital Outlay
-
-
-
Cost Allocation
(284,010)
(336,320)
(402,740)
Debt Service
Transfer Out
-
-
-
Total Cost
$ 650,468
827,840
1,009,580
Staffing Summary (Budgeted)
Full Time
6.0
7.0
9.0
Part Time
-
-
0.5
Total Staffing
6.0
7.0
9.5
Fiscal Year 2017/18 Adopted Budget
Page 251
Human Resources
Performance Statistics
Human Resources Highlights 2016
64 full-time position recruitments; 36% increase;
59 part-time position recruitments; 2% increase;
9,299 online applications screened; 25% decrease.
• Full -Time new hires
increased by 60%
• Part -Time new hires increased
by 17%
• Full -Time promotions increased
by 37%
• Part -Time promotions decreased
by 42%
New Hires
180
153
160
131
140
120
100
80
60
48
40
30
26 19
29
20
1
12
0
Full -Time
Part -Time
Full -Time
Part -Time
New Hires
New Hires
Promotions
Promotions
n2016/17
*201516
Risk Management Statistics
Worl(er5 Compensation Claims
General UabilityNirns
20
30
20'
10
to
0
0
Anjmdl Srvcs Bldg/Code CSD Admin Srvcs
Public WA Rre Dist,
TraftAocidents Cit�Contfactors
Potbdes Trip and Fall Trees Misc,
12015 # 2016
1
11015 12016
Fiscal Year 2017/18 Adopted Budget Page 252
Human Resources
Services to the Community
Employee
Labor Relations I I Services
MOU/Negotiations
Benefits
Training &
Organizational
Development
Human Resources
Recruitment & Employee Risk
Selection I Relations I � Management
Liability
Worker's
Compensation
Safety/Loss
Control
Employee
Wellness
Fiscal Year 2017/18 Adopted Budget Page 253
Innovation and Technology
Department Budget Summary
Overview of Department
The Department of Innovation and Technology manages the core technology platforms for the
City of Rancho Cucamonga and facilitates the effective and innovative use of technology across
the organization to serve our community. Our Department provides the following services to the
City:
• Data network design, operation and security
• Enterprise application management, including cloud and server based systems
• Voice -over -Internet -Protocol (VoIP) telephone system administration, management and
service
• Procurement and management of
electronic devices including desktop,
mobile, and shared platfon-ns
• Data science & visualization including
Business Intelligence, mobile
dashboard, and Geographic Infortriation
Systems platforms, including the
Rancho Enterprise Geographic
Information Systems (REGIS) team that
develops regional GIS capabilities
through business partnerships with
other public agencies
FY 2017/18 Bud2et Highfi2hts
• Planned completion of the city-wide network improvement and VolP telephone system
installation, bringing high-speed internet access and advanced telephone features to the
organization.
• In cooperation with the Library Services Department, planned completion of the project to
install public -facing high-speed internet access to the Biane and Archibald Libraries to
support Library programming and provide wireless internet access for Library patrons.
• The Accela land management platform will move from development and deployment into
maintenance and management, completing the system's major implementation goals and
providing ongoing support for the Building & Safety, Planning, Engineering, Community
Improvement, and Fire Departments.
• Continued development of business intelligence and spatial reference platforms for
enterprise applications to visualize data in a contextually relevant format and evaluate data
across Department lines. (City Council Goal ML-8)
• Maximize value and benefit of the City's new Microsoft Enterprise Agreement, including
expanded tools for collaboration and creating more dynamic work environments.
Fiscal Year 2017/18 Adopted Budget Page 254
Innovation and Technology
Department Budget Summary
Adopted
Actuals Budget
Funds Summary 2015/16 2016/17
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
All Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
$ 2,363,975
1,714,760
(1,642,050)
$ 2,582,950
2,372,110
(1,428,700)
Adopted
Budget
2017/18
$ 2,713,040
2,482,780
(1,471,960)
2,436,685 3,526,360 3,723,860
1,513,689
692,020
574,440
59,256
340,230
105,700
45,355
489,580
424,100
1,618,300
1,521,830
1,104,240
2,363,975
3,228,449
59,256
(1,642,050)
45,355
2,582,950
3,064,130
340,230
(1,428,700)
489,580
$ 4,054,985 $ 5,048,190
2,713,040
3,057,220
105,700
(1,471,960)
424,100
$ 4,828,100
Staffing Summary (Budgeted)
Full Time 22.0 23.0 23.0
Part Time - - -
Total Staffing 22.0 23.0 23.0
Fiscal Year 2017/18 Adopted Budget Page 255
Innovation and Technology
Performance Statistics
Information Technology
Maintained by the IS Division
Desktop & Notebook Computers;
iPads;
Central Computer Services;
Printers;
Enterprise Applications;
Office Productivity Programs;
Multi -Function Photocopiers;
Wired & Wireless Networks;
Help Desk Tickets Completed:
2015-1470
2016-1196
Completed Work Orders
350
327
300
250
211
198
200
163
184
170
150
141 127
108 117 113
119
90
100
58
55 51
52
5 0
36
41
42
25 31
191, 1
01 0
0
January
February March
April
May June July August
September October November December
n2015 v2016
Completed Work Orders by Type
400 361
350 321 297 281 284
300
250 12 8
200 128
150 124 8684
100 53 30 30 51 38
50 21 5 17 521 4 2 3 4 5 5
0 11 11 11 1 1 11 1 n No .,-- . - M - - a - -
le, 0�_ (P .11, e 11�� e- �& e llq�
44 e e '4/ / -4e
131�
m2015 w2016
Fiscal Year 2017/18 Adopted Budget Page 256
Innovation and Technology
Services to the Conununity
Innovation and
Technology
Geographic Customer
Applications Systems Information Service
I I I I Services (GIS) I I
Enterprise
Network
Spatial Data
Help Desk
Application
Security and
Visualization
Requests
Management
Management
Business
User Support
User Interface
L
Data Center
Intelligence
Development
Management
Development
Hardware
Information
Rancho
Implementation
Data Hosting
Solutions
Security
Enterprise GIS
Practices
(REGIS)
Fiscal Year 2017/18 Adopted Budget Page 257
Economic and Community Development
Department Budget Summary
Overview of Department
The Economic and Community Development group encompasses activities including Economic
Development, Building and Safety, Engineering, Planning, and Public Works Departments. The
Department coordinates the activities, work products, and processes of these areas with the City
Manager's Office and other City Departments. In addition, the Department coordinates
implementation of the City's Economic and Community Development goals and objectives and
capital projects planning programs.
FY 2017/18 Budget Highlights
Deliver services of Building and Safety, Engineering, Planning, and Public Works under a
common philosophy of innovation and excellent customer service.
Support the City Manager's Office in monitoring and ensuring efficient and timely
implementation of the City Council's goals and key Capital Projects.
0 Provide effective coordination and monitoring of all Economic and Community
Development programs and budgets that cross -over department lines. This will include
the implementation of milestones and tracking timelines for accomplishment of the
Department's established annual goals and objectives.
Continue to implement the Economic Development Strategic Plan to lay the foundation for
the City's economic development efforts over the next 5 to 10 years.
Continue to provide support to the business community through the City's Economic
Development liaison and partnening with other agencies to provide business services such
as workforce development, small business consultation, and education.
Continue to work with DoIT staff to assist in the use of technology to provide guidance to
existing and startup businesses and residents in the community.
Assist City Manager's Office in the coordination and negotiations of affordable housing
development for low -and -moderate income families.
Coordinate, administer, and monitor Community Development Block Grant (CDBG) funds
that promote decent affordable housing, and create jobs through the expansion and
retention of businesses.
Fiscal Year 2017/18 Adopted Budget Page 258
Economic and Community Development
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2015/16 2016/17 2017/18
Operating Budget
Personnel Services $ 304,639 $ 393,950 $ 450,350
Operations and Maintenance 138,590 343,130 360,330
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 443,229 737,080 810,680
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
All Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
14,989 341,080 63,580
- 16,000 -
166,180 179,000 182,940
181,169 536,080 246,520
304,639 393,950
153,579 684,210
- 16,000
166,180 179,000
$ 624,398 $ 1,273,160
450,350
423,910
182,940
$ 1,057,200
Staffing Summary (Budgeted)
Full Time 2.0 2.0 3.0
Part Time 0.8 0.8 -
Total Staffing
2.8
2.8
3.0
Fiscal Year 2017/18 Adopted Budget Page 259
Economic and Community Development
Performance Statistics
Please see Performance Statisticsfor
Economic and Community Development
in each of thefollowing department sections:
Building and Safety Services
Engineering Services
Planning
Public Works Services
Fiscal Year 2017/18 Adopted Budget Page 26o
Economic and Community Development
Services to the Community
Oversee Services
o f:
Building and
Safety
Engineering
Planning
Public Works
Economic and
Community
Develo-oment
Assist in
Implementing City
Council's Goals
Oversight of Key
Capital Projects
Foster Economic
Development
through Focused
Programs that
Promote the
Quality of Life and
Economic Health
of the Communitv
Housing
Works to ensure
decent affordable
housing, and
services are
provided to families
and residents of low
to moderate income
Fiscal Year 2017/18 Adopted Budget Page 261
Building and Safety Services
Department Budget Summary
Overview of Department
The Building and Safety Services Department, in partnership with the community:
Supports the community's construction projects
through plan checking, permit and inspection
services to meet the requirements of building
and construction codes, state mandated
regulations, and municipal codes.
Works with other City departments to develop
regulations and conditions for construction
projects through the entitlement process.
Coordinates and assist other City departments in
managing building and structural capital improvement projects and enforcing ADA
regulations for City facilities.
0 Provide emergency responses and damage assessment during and after disaster events.
Building and Safety Services enforces a series of nationally recognized standards and
construction codes as well as mandates from the state regulatory agencies, in matters pertinent to
building construction, grading, drainage, water quality and permit process. In addition, Building
and Safety Services also enforces compliance to codes as it relates to energy, ADA laws, places of
assembly, and housing requirements. Field inspections and safety assessments are perfonned by
field inspectors. Plan checking is accomplished by in-house plan check staff and through the use
of contract engineers, if needed, in order to meet the goal of quality service to the development
community. The Department provides plan checks and inspection for compliance of California
Fire Code and all fire, life, and safety inspection activities.
FY 2017/18 Budget Highlights
• This year, the department worked closely with the Santa Ana Regional Water Quality Control
Board to implement new State requirements for septic systems (LAMP). The City will
continue to maintain the half -acre minimum lot size for residential properties with septic
systems instead of using the State's mandate of 2.5 acres.
• Additional funds were allocated to the Department for contract services for outside consultants
to provide assistance in plan check and inspection for large, complex projects.
• This is a year of transition for the Building and Safety Services Department. An interim
Building and Safety Director was hired while the recruitment for a permanent Director is
accomplished.
• The Department continues to provide opportunities for training new and existing staff on
technical code requirements. This training is critical to proper implementation of the new State
Code changes that became effective January 1, 2017.
Fiscal Year 2017/18 Adopted Budget Page 262
Building and Safety Services
Department Budget Summary
Adopted
Actuals Budget
Funds Summary 2015/16 2016/17
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
Other Funds
Personnel Services
$ 1,413,828
209,137
1,622,965
$ 1,894,980
124,320
2,019,300
Adopted
Budget
2017/18
$ 1,711,580
136,800
1,848,380
Operations and Maintenance 3,750 44,150 44,360
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 3,750 44,150 44,360
All Funds
Personnel Services 1,413,828 1,894,980 1,711,580
Operations and Maintenance 212,887 168,470 181,160
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Total Cost $ 1,626,71 5 S 2,063,450 $ 1,892,740
Staffing Summary (Budgeted)
Full Time 18.0 18.0 16.0
Part Time 0.5 0.5 0.5
Total Staffing
18.5 18.5 16.5
Fiscal Year 2017/18 Adopted Budget Page 263
Building and Safety Services
Performance Statistics
Building and Safety Highlights 2015
BUILDING & SAFETY
REVENUE
$1,400,000
$1,200,000
$ $1,100,941 $1,051,173
$1,0D0,0D0
$
$1KIM
$60,0DO
$400,W0
$20000
$0
Permits Plan Checks
0 Over 175 electronic plans were submitted on
0 Accela in 2016, showing a 23% increase over
0 2015.
0 99% of inspection requests were responded to
within a twenty-four (24) hour turn -around time.
a The Building and Safety Services Department
processed 557 permits for photovoltaic solar
projects in 2016.
a 2015 = $Z125,734
2 2016 = $2,62,114
�01
Fiscal Year 2017/18 Adopted Budget Page 264
Building and Safety Services
Services to the Community
Building
and Safety
Support Building and Construction
Services Fire Plan and Pen -nit
Checks Services
Building and
Fire
Inspections
Damage
Assessment
Complaint
Response
Grading Plan
Check and
Inspections
Water
Quality
Management
Plan
(WQMP)
Review
Fiscal Year 2017/18 Adopted Budget Page 265
Engineering Services
Department Budget Summary
Overview of Department
The Engineering Services Department strives to ensure that Rancho Cucamonga has the vital
infrastructure in place to maintain its standing as the premiere community in the region. The
Administration and Budget Section provides imperative management and fiscal support to all five
Engineering Sections and is responsible for the City's Capital Improvement Project budgets. The
Land Development Section is responsible for conditioning new development projects to install
street improvements and collection of development impact fees, plan checking street improvement
plans and the issuance of all permits within the public rights -of -way. The Transportation
Management Section oversees the City's traffic and transportation systems, and investigates and
provides recommendations on matters related to traffic safety. The
Capital Project Management Section designs and manages the
construction of City -funded projects. The Environmental Programs
Section is working collaboratively for an environmentally safe,
healthy and sustainable community today and for future generations.
The Rancho Cucamonga Municipal Utility (RCMU) Section is
dedicated to the operation and administration of the City's electrical
distribution system.
FY 2017/18 Buftet Hi2hliphts
• Pavement rehabilitation of Foothill Boulevard from Haven Avenue to Milliken Avenue.
• Haven Avenue community trail improvements along the west side from Wilson Avenue to
Vivienda Street.
• Construction of the Upper Cucamonga storm drain improvements.
• Design, construct, and implement an Intelligent Transportation System. This will decrease
maintenance, improve staff efficiency, and improve signal timing coordination. The project
will install conduit, fiber optic cable, and other network devices to connect the City's traffic
signals to the City's Traffic Management Center.
• Design and construction of two new traffic signals, located at 6th Street & Hellman Avenue
and East Avenue & Highland Avenue.
• Upgrade recycling/trash receptacles at local schools and Chaffey Community College.
• Implementation of Phase 11 of the Mandatory Organics Recycling Program (businesses
generating 4 or more cubic yards of organics). Community outreach and education on
recycling and sustainability to Elementary schools.
• Construction of two small line extension projects adding additional electric and dark fiber
conduits, cabling and vaults to our existing backbone system.
• RCMU plans to replace almost 600 old commercial meters
with new technologically advanced smart meters in order
to reduce meter reading costs.
• Implementation of Phase 11 of the Mandatory Organics
Recycling Program (businesses generating 4 or more cubic
yards of organics). Community outreach and education on
recycling and sustainability to elementary schools.
Fiscal Year 2017/18 Adopted Budget Page 266
Engineering Services
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2015/16 2016/17 2017/18
Operating Budget
Personnel Services $ 1,594,438 $ 1,806,280 $ 1,981,000
Operations and Maintenance 356,601 461,410 440,460
Capital Outlay 400,000 - -
Cost Allocation -
Debt Service
Transfer Out
Subtotal 2,351,039 2,267,690 2,421,460
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
All Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
Staffing Summary (Budgeted)
4,027,527
4,493,530
4,682,960
20,388,761
11,179,430
10,429,460
2,976,485
30,686,110
20,660,610
608,834
-
-
1,718,470
1,662,360
1,591,310
29,720,077 48,021,430 37,364,340
5,621,965
6,299,810
6,663,960
20,745,362
11,640,840
10,869,920
3,376,485
30,686,110
20,660,610
608,834
-
-
1,718,470
1,662,360
1,591,310
$ 32,071,116 $ 50,289,120 $ 39,785,800
Full Time 34.0
Part Time 1.9
Total Staffing 35.9
34.5 37.0
2.4 1.9
36.9 38.9
Fiscal Year 2017/18 Adopted Budget Page 267
Engineering Services
Performance Statistics
Core Service Categories
Public Infrastructure Improvements - Land Development* Transportation Development
Municipal Utility (RCMU) - Storm Water Pollution Prevention - Solid Waste Management 0
Recycling Programs - Household Hazardous Waste Management - Issuing Construction Permits
Capital Improvements Highlights
72 capital improvement projects identified in
FY 2016/2017 Capital Improvement Program
(CIP);
17 capital improvement projects approved for
construction in 2016 totaling $15 million in
community investment.
Environmental Programs HHW Facility Highlights
0 6,034 customers served at the HEW Collection Facility; 6% increase;
0 341,057 pounds collected (non E-waste items);
0 $23754 generated in E-waste R.
P—,il, 1,,,,d by lype
Land Development Highlights
1,716 permits issued for work in the Public
All Right -of -Way;
20 customers assisted each day on average
at the front counter.
RCMU Revenue
RCMU Facts and System Data 4,OOD.MO
• Year established - 2001;
• Date began providing power - May 2004; 3,000.MO
• Service area size - 4 square miles;
• Number of meters - 924;
• Number of streetlights - 222; 1�00,wo
• Number of transformers - 143; SWIMO
• Distribution Lines - 23 (circuit miles); Q11 4
• Average annual consumption - 76,186 MWh;
• Number of customers - 896 (as of Dec 2015);
• $10,733,387 revenue received; 1.72% increase.
Fiscal Year 2017/18 Adopted Budget Page 268
Engineering Services
Services to the Community
Engineering Services
Administration
Budget
Land
Development
&
Transportation
Capital Project
Management
I
Environmental
Programs
Rancho
Cucamonga
Municipal
utility
Pennit
Processing
Proj ect
Integrated
Billing/ Payment
Clerical/
Administration
Waste
Processing
Administration
Tract/Parcel
Maps
CIP Budget
Storm Water
Program
Budget/Finance
Implementation
Administration
Storm Drain/
Household
Personnel
Street
Improvements
Inspection
Hazardous
Customer
Services
Waste
Outreach
Traffic Signal
Coordination
Vehicle/
Pedestrian
Safety
Traffic
Planning
Fiscal Year 2017/18 Adopted Budget Page 269
Planning
Department Budget Summary
Overview of Department
The Planning Department's primary responsibilities
are developing and implementing comprehensive
plans that reflect the goals and policies of the
City,rnsuring the long term success of the
community through effective management of the
City's growth. The Department conducts onducting
detailed analysis of all development proposals to
verify consistency with the City's Goals and
Policies, and works with other City Departments to
build and maintain a high quality, balanced, and
sustainable community.
The Planning Department has experienced a high number of visits and calls to the Public Counter over
the last fiscal year. The volume of development applications submitted to the City for review has also
been steady. As the amount of readily available vacant land within Rancho Cucamonga diminishes,
development has shifted towards "in -fill" development.
FY 2017/18 Bud2et Highlights
The Planning Department is currently reviewing several applications for mixed use
development including projects at major street intersections such as "Day Creek Square" at
Base Line Road and Day Creek Boulevard, "Town Square - West" at Foothill Boulevard and
Milliken Avenue, and "Rancho Cuvee" at Foothill Boulevard and Etiwanda Avenue. Staff is
also meeting weekly with developers to discuss the design/technical details and the review
process for the initial development applications for the recently approved Empire Lakes
project. These projects have been enabled by the Department's efforts that are being
completed in phases, to create development standards for mixed use development and
establishing areas in the City suitable for mixed use and transit -oriented development (TOD).
The North Eastern Sphere Annexation Specific Plan (NESASP) project will include the
development of a project specific plan, General Plan Amendment, Zoning Map Amendment,
Etiwanda North Specific Plan Amendment, and all related environmental documentation.
Early concepts include a mix of residential product types, a central commercial "town center",
and public uses and amenities arranged in a compact and walkable land use pattern. Pre -
zoning is tentatively scheduled to be completed by early 2018 and annexation following
through mid to late 2018.
The Department will be organizing a multi -discipline group to coordinate preparation for the
2020 Census. The first activity will be the Local Update of Census Addresses (LUCA) that
will take place in late 2017/early 2018.
Begin pre -work needed in advance of a General Plan Update. Work will include identifying
changes or updates needed within the existing General Plan.
Administer the housing, Community Development Block Grant (CDBG), and Home
Improvement city-wide programs.
Fiscal Year 2017/18 Adopted Budget Page 270
Planning
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2015/16
2016/17
2017/18
Operating Budget
Personnel Services
$ 1,212,582
$ 1,318,340
$ 1,273,710
Operations and Maintenance
683,602
565,900
556,050
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,896,184
1,884,240
1,829,760
Other Funds
Personnel Services
348,400
406,600
420,540
Operations and Maintenance
569,641
313,880
328,820
Capital Outlay
217,549
8,423,290
5,670,820
Cost Allocation
-
-
-
Debt Service
Transfer Out
-
-
-
Subtotal
1,135,590
9,143,770
6,420,180
All Funds
Personnel Services
1,560,982
1,724,940
1,694,250
Operations and Maintenance
1,253,243
879,780
884,870
Capital Outlay
217,549
8,423,290
5,670,820
Cost Allocation
-
-
-
Debt Service
Transfer Out
-
-
Total Cost
$ 3,031,774
$ 11,028,010
$ 8,249,940
Staffing Summary (Budgeted)
Full Time
15.0
15.0
14.0
Part Time
1.6
0.8
0.8
Total Staffing
16.6
15.8
14.8
Fiscal Year 2017/18 Adopted Budget Page 271
Planning
Performance Statistics
New Development Highlights 2016
Mixed use development is generally de-
scribed as development where residential
and non-residential (office, commercial,
etc.) are located in close proximity to each
other. In this setting, a house could be lo-
cated next door to an office. Similarly, in a
building with multiple floors, there could be
a restaurant on the first floor with apart-
ments on the floors above it. Mixed Use
standards have now been incorporated as
part of the vision of the City.
160000
140000
120000
100000
80000
60000
40000
20DOO
0
Planning Department Revenue
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
02015 22016
Planning Counter Visits
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
02015 12016
11-1--l-I 1 11 1-- ------------------------------------ — — — ------------
Accepted Planning Applications
Soo
463
450 ---- — -- — ----- - — ---------- — --- — - --------
400 — - - — — -- — ---------- — — — ----
350
300 ........... . ------------ . ....... ---------
238
250
200
150 .............
R7
100
52 36 26--
50
OWN
0
1�10 41e;
9,
0"
IN 2015 0 2016
.... ...... . ....... . .. . ...... . .. ...... . ............... .....
Fiscal Year 2017/18 Adopted Budget Page 272
Planning
Services to the Community
Planning
Economic Development
Land Use Entitlements
Environmental Review (CEQA)
Housing and Community
Improvement Programs
Public Information
Development Review
Historic Preservation
Community Development Block
Grant (CDBG)
Fiscal Year 2017/18 Adopted Budget Page 273
Public Works Services
Department Budget Summary
Overview of Department
The Public Works Services Department's mission is to
provide efficient stewardship of the City's public works
infrastructure. The Department has 4 sections: Facilities:
Serving 14 facilities and 8 Fire District buildings (over I
million square feet); Parks andLandscape: Maintaining 30
parks (Los Amigos Park was added in April 2017), Adult
Sports Park and baseball stadium, 125 street front miles of
landscape, 72,000 trees, paseos and trails;
StreetlFleetlStorm Drain: Care for 532 roadway miles and 4,171 catch basins and 197 vehicles,
146 On and Off road equipment, 205 signal- controlled intersections/crossings, and graffiti
removal; and, AdministrationlProject Management: Manage departmental support services,
contracts, safety and risk management, budget, and capital maintenance projects.
FY 2017/18 Budget Highlights
Minimum wage impacts continue to be the largest reason for budget increases in the Public
Works budget due to the heavy dependence on contract labor-intensive services such as
janitorial, security guard, and landscape maintenance services.
Public Works will continue to focus on the goal to reduce overall City water consumption.
Parks staff have been working steadily on identifying areas where water can be reduced or
eliminated in low traffic turf areas. (City Council Goal ML-10)
As part of the water saving effort, $550,000 has been set aside in LMDs 2 ($110,000) and
4R ($440,000) specifically for turf removals along with converting existing planter sections
with low water use landscape plants and materials.
Work will continue into FY 2017/18 to complete a city-wide tree inventory that will
improve the tree trimming process and improve the efficiency of the tree crew.
Public Works staff will also continue to replace or repair wom out rubberized surfacing at
various parks.
With the good fortune of rain returning to the Inland Empire, so too do the roof leaks and
repairs needed. During the new fiscal year, the roof system will be replaced at Lions West
in addition to repairs being made at Lions East, the Animal Care and Adoption Center, and
the Cultural Arts Center.
Other new facilities projects for this year include: the repair and maintenance of the
parking deck at the Civic Center; replacement of the carpeting on the upper level rotunda
area and main staircase at the Civic Center; the replacement of the moveable room divider
wall in Celebration Hall at the Cultural Center.
Fiscal Year 2017/18 Adopted Budget Page 274
Public Works Services
Department Budget Summary
Actuals
Funds Summary 2015/16
Operating Budget
Personnel Services $ 4,288,367
Operations and Maintenance 5,068,214
Capital Outlay -
Cost Allocation (804,030)
Debt Service
Transfer Out
Subtotal
Other Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Subtotal
All Funds
Adopted Adopted
Budget Budget
2016/17 2017/18
$ 4,903,440 $ 5,261,450
6,291,310 6,446,080
(839,330) (887,730)
8,552,551 10,355,420 10,819,800
4,222,957
8,816,138
50,705
25,196
39,450
13,154,446
4,536,410
4,709,460
10,093,020
10,252,090
758,000
1,040,700
31,370
29,620
243,940
245,970
15,662,740 16,277,840
Personnel Services
8,511,324
9,439,850
9,970,910
Operations and Maintenance
13,884,352
16,384,330
16,698,170
Capital Outlay
50,705
758,000
1,040,700
Cost Allocation
(804,030)
(839,330)
(887,730)
Debt Service
25,196
31,370
29,620
Transfer Out
39,450
243,940
245,970
Total Cost
$ 21,706,997
$ 26,018,160
$ 27,097,640
Staffing Summary (Budgeted)
Full Time
Part Time
Total Staffing
127.0 127.0 128.0
32.5 34.1 34.1
159.5 161.1 162.1
Fiscal Year 2017/18 Adopted Budget Page 275
Public Works Services
Performance Statistics
2016 Highlights
0 1,130 requests for service through Rancho Responds
0 6 days on average to complete service requests
0 3,701 potholes repaired
0 29,545 sf. of asphalt removed/replaced (488 locations)
0 3,673 sf. of asphalt overlays (52 locations)
0 9,277 sf. of concrete sidewalk removed/replaced (76 locations)
0 463 linear ft. of concrete curb & gutter removed/ replaced (27 locations)
1,938 sf. of concrete drive approach removed/replaced (22 locations)
Streets After -Hours Call Outs
M 2015 4 2016
86 84
79
66
57
44 43 46
29 24 23 26
18
13
9
Debris Potholes Traffic Traffic Traffic Trees Parks/ INASCL
Removal Accidents Signals Signs Irrigation
Tree Trimming
In -House Contractor
a Z015 0 2016 02015 32016
1,670
1,556 8,951
5,95
835
641
334
145 244 512
N d- 0 14
Trees Trees Trees Trees Trees Trees
Pruned Rermved Planted Pruned Removed Planted
Fiscal Year 2017/18 Adopted Budget Page 276
Public Works Services
Services to the Community
Public Works
Services
Facilities Parks and
Maintenance Landscape
I I Maintenance
City Buildings I H Urban Forestry
Fire Stations I H Water Management
Street
Maintenance
Traffic Signals and
Safety Lighting
Street Sweeping
Parkways, Medians Graffiti Removal
and Trails IH
Administration
Clerical/
Administration
Safety/Training
Capital Projects
Park Facilities Storm Drain Contracts
and Amenities IH Maintenance IH
Park Landscape City Fleet Budget/Finance
IH Maintenance I H
Concrete
and Asphalt
Fiscal Year 2017/18 Adopted Budget Page 277
TFUS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2017/18 Adopted Budget Page 278
RANCHO
CUCAMONGA
CALIFORNIA
CAPITAL
IMPROVEMENT
PROGRAM
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Capital Improvement Program
Summary by Category
The City's Capital Improvement Program (CIP) for Fiscal Year 2017/18 will provide needed
infrastructure improvements city-wide. The CIP summarizes the projects planned for the
upcoming fiscal year by the following categories:
Beautification — Projects include parkway landscape, median islands, plant material replacement,
community trail landscape, and open space preservation.
Drainage— Projects include the construction of new storm drains, storm drain lateral connections,
flood control channels, catch basins, debris racks and other forms of infrastructure that protect the
public right-of-way from hazards caused by flooding and severe weather events.
Facilities — Projects involve the construction of new buildings or improving, adding on to, or
renovating existing buildings and ancillary structures.
Miscellaneous — Projects are the capital undertakings that do not qualify for classification into the
other project categories.
Municipal Utility — Projects are related to the maintenance, expansion, and improvement of the
Rancho Cucamonga Municipal Utility (RCMU) distribution system.
Parks — Projects that are located in, on, or adjacent to a park or community center facility,
Railroad Crossings — High cost, infrequent projects that require large funding commitments,
lengthy construction schedules, and inevitably cause some inconvenience to the local community
during the construction period. Railroad Crossings are identified in the City's General Plan
document.
Streets — Projects include resurfacing of local arterial and residential streets in order to extend
pavement life and improve driving conditions as well as widening and extension of streets as need
dictates via new development, community needs, and the City's General Plan.
Traffic — Projects are typically those that will promote safe and efficient traffic circulation per
State and local design standards such as new signals, upgrades to intersections, etc.
Fiscal Year 2017/18 Adopted Budget Page 281
CITY OF RANCHO CUCAMONGA9 CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Capital Improvement Program
Summary by Category
Following is the total budgeted by category for Fiscal Year 2017/18:
Beautification
$ 700,000
Drainage
3,950,000
Facilities
16,205,240
Miscellaneous
1,974,160
Municipal Utility
19,194,930
Parks
1,093,890
Railroad Crossings
125,000
Streets
5,927,000
Traffic
2,238,750
Total CIP $51,408=,970
Note: Funds for these projects come from a variety of sources including development impact fees,
State gas taxes, grant funds, and special assessments. These funds are non -General Fund revenues
and typically are restricted in how they can be spent. The amounts budgeted will fluctuate
annually. In addition to CIP project costs, future operational costs are identified in the CIP and
will be included in the operational budget in future years, as appropriate.
Some of the more significant capital improvement projects in each category are discussed below:
The Drainage category includes construction of the Cucamonga Storm Drain Upper Phase 111.
The Facilities category includes the relocation of a current fire station to include a Police
Substation, the construction of a Data Center (Phase III of the training facility), drought tolerant
irrigation landscaping and emergency vehicle circulation driveway improvements for the Fire
District; and the Public Works Services Department's warehouse expansion.
The Miscellaneous category includes green bike lanes and safety enhancements, and the
Southwest Cucamonga Bike Trail Project.
The Municipal Utility category includes citywide street light acquisition and the citywide street
light LED retrofit.
The Parks category includes the initial design of Etiwanda Creek Park Phase 11. The Railroad
Crossings category includes replacing rubber panels with concrete panels at a railroad spur.
The Streets category includes local street pavement rehabilitation at various locations and a street
widening project on Hermosa Avenue. Within the Traffic category, there are two traffic signal
installations/upgrades along with an Intelligent Transportation System Upgrade - Citywide.
Details of the cost and funding source(s) for each project budgeted for Fiscal Year 2017/18 are
included in the following pages.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18
Adopted Budget
Capital Improvement Program
Detail by Category
Cate2ory / Pro*ect Descrii)tion Fundine Source Amount
Beautification
Haven Ave from Wilson to Vivienda - Community Trail West Side Beautification 150,000
LMD 2 Water Conservation and Landscape Renovations LMD 2 110,000
(Multi -Phased Project)
LMD 4R Water Conservation and Landscape Renovations
(Multi -Phased Project) LMD 4R 440,000
Beautirication Total: 700,000
Drainage
Cucamonga Storm Drain Upper Phase III
General Drainage
800,000
Measure 1
400,000
Citywide Infrastructure
2,700,000
McKinley St at Ramona Ave Storm Drain Repair
Citywide Infrastructure
50,000
Drainage Total:
3,950,000
Facilities
Archibald Library - Office Re -design
Library Reserve
135,350
Central Park - Emergency Backup Power (Design Only)
Fire Capital Projects
75,000
City Facilities - Roofing Replacement & Repairs
Capital Reserve
250,000
Civic Center - Carpet and Reconfiguration
Capital Reserve
219,000
Civic Center - Parking Deck Maintenance
Capital Reserve
30,000
Civic Center - Waterproofing & Planter Box Repair
Capital Reserve
50,000
Cultural Center - Celebration Hall Air -Wall Replacement
Capital Reserve
389,500
Cultural Center - Courtyard Redesign
Park Development
200,000
Cultural Center - Loading Bay
Park Development
40,000
Energy Efficiency Facility Improvements
Capital Reserve
71,390
Fire District - Jersey Station (174) Data Center (Bldg 1)
Fire Capital Projects
2,500,000
Fire District - Jersey Station (174) Training Facility
Fire Capital Projects
25,000
Fire District - San Bernardino Station (172) Relocation/Police Station
Fire Capital Projects
9,420,000
Fire District - Water Conservation Landscaping & Emerg. Vehicle Circulation
Fire Capital Projects
600,000
Driveway Improvements
Public Works Services Department - Warehouse Expansion
Capital Reserve
2,140,000
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18
Adopted Budget
Capital Improvement Program
Detail by Category
CateLyory / Proiect Description FundinE Source Amount
Sports Complex - Removal of Soccer Field Lighting Fixtures and Poles at LMD 1 30,000
Goals Site PD 85 30,000
60,000
Facilities Total: 16,205,240
Miscellaneous
9th St along north side west of Vineyard Ave - Sidewalk Improvements Citywide Infrastructure 43,000
Safe Route To School 90,800
133,800
ADA Ramps at Various Locations
(Design and Construction) Measure 1 100,000
Arrow Rte and Rochester Ave, N/E Comer - Animal Exercise Yard Improv.
Park Development
80,000
Community Trail Drainage Improvements
LMD 1
10,500
Green Bike Lanes & Safety Enhancements
AB 2766 Air Quality Impry
725,500
Pacific Electric Trail - Block Wall East of Victoria Park Lane
LMD 2 Victoria
13,200
Paseo Lighting Retrofit
LMD 2 Victoria
290,000
Southwest Cucamonga Class I Bike Trail Project
AB 2766 Air Quality Impry
621,160
Miscellaneous Total:
1,974,160
Municipal Utility - Electrical
6th Street from Utica Avenue to The Vine - Electric Line Extension
Municipal Utility
885,000
Citywide Safety Light LED Retrofit
SLD 1
389,200
Citywide Street Light Acquisition
SLD 1
2,701,720
SLD 2
3,237,210
SLD 3
1,245,870
SLD 4
648,460
SLD 5
283,380
SLD 6
439,760
SLD 7
901,850
SLD 8
321,040
9,779,290
Citywide Street Light LED Retrofit
SLD 1
1,164,080
SLD 2
1,394,800
SLD 3
536,800
SLD 4
279,400
SLD 5
122,100
SLD 6
189,480
SLD 7
388,580
Municipal Utility
46,200
4,121,440
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18
Adopted Budget
Capital Improvement Program
Detail by Category
Cate2ory / Proiect Description
Commercial Smart Meter Replacement
Haven Avenue at 6th St - Street Light Installation
Haven Ave from Foothill Blvd to Church Street - Electric Line Extension
Rancho Cucamonga Fiber Optics Network
Utica Ave from 4th Street to 6th Street - Electric Line Extension
Parks
Central Park - Phase II Design Study
Central Park - Trail Head Improvements
(Design with Construction TBD)
Etiwanda Creek Park - Phase 11
Heritage Park - Handicap Parking Stalls and Pavement Rehabilitation
Rubberized Surface Replacement
Railroad Crossings
Arrow Rte at Railroad Spur - New Concrete Panels
Etiwanda Ave Grade Separation at Metrolink Tracks
Streets
6th St from Milliken to Charles Smith - Pavement Rehabilitation
Civic Center and Courthouse Pavement Rehabilitation
(Construction cost share with San Bernardino County)
Foothill Blvd from Grove Ave to San Bernardino Rd - Street Improvements
(Design)
Fundine Source Amount
Municipal Utility 100,000
Municipal Utility 25,000
Municipal Utility 585,000
Fire Capital Projects 460,000
1,045,000
Fiber Optic Network 2,050,000
Municipal Utility 800,000
Municipal Utility Total: 19,194,930
Park Development
Park Development
Park Development
Park Development
Park Development
PD 85
LMD 9
250,000
180,890
1,890,000
2,070,890
538,000
55,000
55,000
110,000
15,000
Parks Total: 1,093,890
Gas Tax R&T 7360 75,000
Citywide Infrastructure 50,000
Railroad Crossings Total: 125,000
Gas Tax R&T 7360 500,000
Citywide Infrastructure 402,000.
902,000
Law Enforcement Reserve 150,000
Citywide Infrastructure 50,000
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18
Adopted Budget
Capital Improvement Program
Detail by Category
Cateeory / Pro*ect Description
FundinE Source
Amount
Foothill Blvd from Haven Ave to Milliken Ave - Pavement Rehabilitation
Measure 1
79,000
Measure 1
771,000
850,000
Hermosa Ave from Arrow to Foothill - Pavement Rehabilitation
Measure 1
250,000
Hermosa Ave north of Foothill Boulevard to Church St - Street Widening
Beautification
350,000
Gas Tax
250,000
600,000
Highland Ave from Archibald Ave to Haven Ave - Pavement Rehabilitation
Gas Tax R&T 7360
25,000
Jersey Blvd from Haven to Rochester - Pavement Rehabilitation
Gas Tax R&T 7360
815,000
Fire Capital Projects
35,000
850,000
Local Street Pavement Rehabilitation at Various Locations
Gas Tax R&T 7360
450,000
(Design and Construction)
Road Maint & Rehab
1,000,000
Citywide Infrastructure
750,000.
2,200,000
Youngs Canyon Road from Koch Place to Cherry Ave - Street Extension
AD 88-2 Etiwanda/Highlnd
50,000
(Environmental, Design and Flood Control Review)
AD 88-2 Etiwanda/Highlnd
3,150,000
3,200,000
Streets Total:
5,927,000
Traffic
6th at Hellman Ave - Traffic Signal Installation
Transportation
546,000
Base Line Rd at Lion St- Pedestrian Hybrid Beacon (HAWK)
Citywide Infrastructure
80,000
Day Creek Boulevard - Upgrade Left Turn Phases
Transportation
63,750
East Ave at Highland Ave - Traffic Signal Installation
Transportation
469,000
Freeway and Arterial Signal Synchronization Phase I
AB 2766 Air Quality
112,810
Transportation
207,190
320,000
Intelligent Transportation System Upgrade - Citywide
Transportation
650,000
Terra Vista Parkway at Spruce - Safety Lighting Installation
SLD 4
110,000
Traffic Total:
2,238,750
Total Capital Improvement Projects: $
51,408,970
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RANCHO
CUCAMONGA
CALIFORNIA
APPENDIX
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Financial Policies
BUDGETING POLICY
• The City will adopt an annual budget for the fiscal year beginning July I no later than June 30
of the same year.
• The adopted budget will be balanced with current year operating expenditures fully funded by
current year revenues and identified undesignated/unreserved fund balance.
• Fund balance reserves will be used only for non -recurring expenditures such as capital projects
and not for on -going operations.
• The City Manager is authorized to implement programs as approved in the adopted budget.
• The City Manager may transfer appropriations between divisions, projects and programs
within the same department and fund in order to implement the adopted budget.
• Quarterly budget reports will be presented to the City Council to provide information on the
status of the City's financial condition.
CAPITAL IMPROVEMENT POLICY
• Capital projects involve the purchase or construction of major fixed assets such as land,
building or permanent improvements including additions, replacements and major alterations
having a long life expectancy and costing $5,000 or more.
• Capital projects are funded by a variety of sources including Special Funds, Redevelopment
Agency, and Special Districts. These funds are non -General Fund revenues and typically are
restricted in how they can be spent. Prior to its inclusion in the annual budget, a determination
must be made that the project is an appropriate use of the funds and that there is sufficient fund
balance.
• The City will identify the estimated costs and potential funding sources for each capital project
prior to its submittal to the City County for approval.
• The City will coordinate the development of the Five -Year Capital Improvement Program
(CIP) with the development of the annual Operating Budget.
REVENUE POLICY
Recurring revenue growth (inflation) will be used to pay for recurring expenditures. Recurring
expenditure increases should not be approved which exceed recurring revenue growth. Any new
or expanded programs will be required to identify new funding sources and/or offsetting reductions
in expenditures. In addition:
The City shall use a conservative approach in projecting revenues.
One-time revenues may be used for one-time expenditures.
The City shall update its user fees and charges periodically to recover costs of providing
that service for which a fee is charged.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Financial Policies
PURCHASING POLICY
Purchasing Limits: Less than $5,000 No bid necessary, may use PCard
$5,001 to $50,000 Minimum of three (3) written
quotes
More than $50,000 Formal bid
Contract Signing Limits: $5,000 or less
Lead Maintenance Worker
$10,000 or less
Supervisors
$15,000 or less
Superintendents
$25,000 or less
Division Heads/Battalion Chiefs
$50,000 or less
Department Heads
$100,000 or less
City Manager
$ 100,001 or more
City Council
RESERVE POLICY
Adequate reserve levels are a necessary component of the City's overall financial management
strategy. It is the responsibility of the City Council to maintain a sufficient level of reserve funds
to provide for the orderly provision of services to the citizens of the City of Rancho Cucamonga.
The City Council has the authority to decide the circumstances under which the reserves can be
used. The City Manager and the Finance Director may, from time to time, make recommendations
as to the level of reserve funds necessary for prudent fiscal management. Reserve levels shall be
reviewed at least annually during the budget process to ensure that they are consistent with the
conditions faced by the City.
Changes in Economic Circumstance
The City's General Fund balance committed for changes in economic circumstances is
established at a goal of a nine month reserve, or 75% of the City General Fund operating budget
for the upcoming fiscal year. The Fire District's fund balance committed for changes in
economic circumstances is established at a goal of a nine month reserve, or 75% of the Fire
District's operating budget for the upcoming fiscal year. The specific uses of this commitment
are 1) the declaration of a state or federal state of emergency or a local emergency as defined
in Rancho Cucamonga Municipal Code Section 2.36.020; or 2) a change in economic
circumstances in a given fiscal year that results in revenues to the City/Fire District being
insufficient to cover expenditures for one or more fiscal years. The City Council/Fire Board
may, by the affirming vote of four members, change the amount of this commitment and/or
the specific uses of these monies.
City Facilities' Capital Repair
The City's General Fund balance committed for City facilities' capital repair is established at
a minimum goal of 50% of capital assets value comprised of construction in progress
(excluding infrastructure), building improvements, and improvements other than building for
governmental activities.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Financial Policies
Fire District Facilities Capital Repair
The Fire District's fund balance committed for the Fire District facilities capital repair is
hereby committed to a minimum goal of 50% of capital assets value comprised of construction
in progress (excluding infrastructure), building improvements, and improvements other than
building for public safety -fire activities.
Working Capital
The City's General Fund balance committed for Working Capital is established at a goal of a
minimum of 5% of the City's General Fund operating budget for the upcoming fiscal year.
The Fire District's ftind 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.
0 Self -Insurance
The City's General Fund balance and the Fire District's fund balance committed for payment
of Worker's Compensation, General Liability, and Employment Practices Liability claims is
established at a minimum goal of eight times the City's and the District's total yearly SIRs for
all types of insurance coverage.
PASIS Worker's Compensation Tail Claims
The Fire District's fund balance committed for payment of outstanding Worker's
Compensation claims remaining after the District's withdrawal from PASIS is established at a
goal equal to the most recent fiscal year end Claims Cost Detail Report from the District's
third -party administrator plus 15%.
Employee Leave Payouts
The City's General Fund balance and the Fire District's fund balance committed for employee
leave payouts as valued in accordance with the City's labor contracts as of the last day of the
fiscal year.
PERS Rate Stabilization I
The City's General Fund and Fire District's fund balance committed to offset projected rate
increases identified in the respective annual CalPERS actuarial valuation for two fiscal years
after the year of financial reporting and identified by the City's actuarial consultant for three
more years for a total of five years' projection.
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, personnel, and booking fees. The ftinding goal for this reserve is
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Financial Policies
the equivalent of 100% of the most recently approved Schedule A from the San Bernardino
County Sheriff s Department.
RC Sports Center Vehicle and Equipment Replacement
The City's General Fund balance committed for construction of the future replacement and
repair of vehicles and equipment for the new RC Sports Center. This reserve is established at
a minimum goal of 105% of the cost of the vehicles and equipment for the new Center.
INVESTMENT POLICY
The Statement of Investment Policy shall be reviewed annually to ensure its consistency with the
overall objectives of the City and its relevance to Federal, State, and local law; prudent money
management; and financial and economic trends, and submitted to the City Council for approval
in December. The policy applies to all funds and investment activities under the direct authority
of the City. Financial assets held and invested by trustees or fiscal agents are subject to the
regulations established by the State of California pertaining to investments by local agencies as
well as the related bond indentures.
Cash management and investment transactions are the responsibility of the City Treasurer and/or
his designee. Criteria for selecting investments in order of priority are safety, liquidity and yield.
The City operates its pooled cash investments under the "Prudent Person Standards." Under the
provisions of the City's investment policy and in accordance with Section 53601 of the California
Government Code, the City may invest in the following types of investments:
• Securities of the U.S. Government, or its agencies
• Municipals (Warrants, Notes and Bonds)
• Certificates of Deposit (or Time Deposits)
• Negotiable Certificates of Deposit
• FDIC — Insured Certificates of Deposit
• Banker's Acceptances
• Commercial Paper
• Local Agency Investment Fund (State Pool) Demand Deposits
• Joint Powers Authority (JPA) Investment Pool (Short -Term)
• Deposit of Funds
• Repurchase Agreements (Repos)
• Medium Term Corporate Notes
• Supranational Securities
• Investment Agreements
In order to minimize the impact of market risk, it is the intent that all investments will be held to
maturity. The City Treasurer shall prepare and submit a monthly investment report to the City
Council within 30 days after the end of the reporting period.
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Fiscal Year 2017/18 Adopted Budget
Long -Term Debt
The City has no single, comprehensive debt policy statement because the City has no bonded
indebtedness. Therefore, State law pertaining to local government debt and past City debt
transactions serve as de facto policy. Pursuant to State of California Government Code Section
43605, the City's legal bonded indebtedness shall not exceed 15% of the assessed value of all real
and personal property in the City. However, this provision was enacted when assessed valuation
was based upon 25% of market value. Effective with the 1981/82 fiscal year, each parcel is now
assessed at 100% of market value (as of the most recent change in ownership for that parcel).
Although the statutory debt limit has not been amended by the State since this change, the
percentages presented in the computation below have been proportionately modified to 3.75%
(25% of 15%) for the purposes of this calculation in order to be consistent with the computational
effect of the debt limit at the time of the State's establishment of the limit.
As noted above, as of the publication date of this report, the City had no bonded indebtedness.
However, its debt limit, as illustrated in the June 30, 2016 Comprehensive Annual Report, is
$851,959,538. The calculation is included below.
Legal Debt Margin Calculation for Fiscal Year 2015/16:
Assessed value
Debt limit (3.75% of assessed value)
Debt applicable to limit:
General obligation bonds
Ugal debt margin
$ 22,718,921,000
851,959,538
$ 851,959,538
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Glossary of Budget Terms
Accrual Basis of
Revenues are recognized when both measurable and available;
Accounting:
expenditures are recorded when services have been substantially performed
or goods have been received and the liabilities incurred.
Adopted Budget:
The official budget as approved by the City Council at the start of each
fiscal year.
Ad Valorem Tax
A state or local government tax based on the value of real property as
"According to its
determined by the county tax assessor.
value":
Amended Budget:
The adopted budget as amended by the City Council through the course of
a fiscal year.
Appropriations:
A legal authorization granted by a legislative body to make expenditures
and to incur obligations for specific purposes. An appropriation is usually
limited in amount and to the time when it may be expended.
Assessed Valuation:
A municipality's property tax base stated in dollars based on real estate
and/or other taxable business property for the purposes of taxation,
sometimes expressed as a percent of the full market value of the taxable
property within a community.
Balanced Budget:
A budget in which planned expenditures do not exceed planned funds
available.
Bond:
A security whereby an issuer borrows money from an investor and agrees
and promises, by written contract, to pay a fixed principal sum on a
specified date (maturity date) and at a specified rate of interest.
Budget:
A plan of financial operation comprised of estimated expenditures for a
given period (usually a single fiscal year) and the proposed means of
financing the expenditures (through revenues).
Capital Budget:
A budget which focuses on capital projects to implement the Capital
Improvement Program.
Capital Expenditure:
An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year and costs more than $5,000.
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Glossary of Budget Terms
Capital Improvement
A plan for capital improvements to be implemented each year over a
Program:
number of years to meet capital needs arising from the assessment of long-
term needs. It sets forth the estimated cost for each project and specifies
the resources required to finance the projected expenditures.
Capital Improvement
The budget unit to group activities and costs necessary to implement a
Project:
specific capital improvement and/or acquisition. A project can include the
construction, acquisition, expansion, replacement, or rehabilitation of a
physical facility or improvement. Projects often include planning and
design, land acquisition, and project management costs related to such
facilities and improvements.
Capital Projects
Used to account for financial resources for the acquisition or construction
Funds:
of major capital facilities other than those financed by proprietary and trust
funds.
Debt Service Funds:
Account for the accumulation of resources set aside to meet current and
future debt service requirements (payments) on general long-term debt.
Department:
A major organizational group of the City with overall management
responsibility for an operation or a group of related operations within a
functional area.
Division:
An organizational subgroup of a department.
Encumbrance:
The commitment of appropriated funds to purchase goods, which have not
yet been received, or services that have yet to be rendered.
Enterprise Funds:
Use to account for self-supporting operations such as the Municipal Utility.
Expenditures:
Decreases in net financial resources. Expenditures include current
operating expenses which require the current or future use of net current
assets, debt service and capital outlays.
Expenses:
Decreases in net total assets. Expenses represent the total cost of
operations during a period regardless of the timing of related expenditures.
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Glossary of Budget Tenns
Fiscal Year:
A 12-month period to which the annual operating budget applies and at the
end of which an entity determines its financial position, the results of its
operations, and adopts a budget for the coming year. The City of Rancho
Cucamonga's fiscal year is from July 1 to June 30.
Fixed Assets:
Equipment costing $5,000 or more, including tax, with a useful life longer
than one year, and not qualifying as a capital improvement project.
Includes automotive equipment, office equipment, office furniture,
acquisitions, landscaping improvements, etc.
Full -Time Equivalent
The conversion of part-time employee hour to an equivalent of a full-time
(FTE):
position. For example: one person working 20 hours a week for a year
would be 0.5 FTE.
Fund:
An independent fiscal and accounting entity with a self -balancing set of
accounts, recording resources, related liabilities, obligations, reserves and
equities segregated for the purpose of carrying out specific activities or
attaining certain objectives in accordance with special regulations,
restrictions or limitations.
Fund Balance:
The equity (assets minus liabilities) of governmental fund and fiduciary
fund types.
Generally Accepted
Uniform minimum standards of and guidelines for financial accounting
Accounting Principles
and reporting. They govern the form and content of the basic financial
(GAAP):
statements of an entity. GAAP encompasses the conventions, rules, and
procedures necessary to define accepted accounting practices at a
particular time. They include not only broad guidelines of general
application, but also detailed practices and procedures. GAAP provides a
standard by which to measure financial presentations.
GFOA:
Government Finance Officers Association
Governmental
The independent organization that establishes and improves standards of
Accounting Standards
accounting and financial reporting for U.S. state and local governments.
Board (GASB)
Governmental Funds:
Typically are used to account for tax -supported (goverm-nental) activities.
These include the General Fund, Special Revenue Funds, Capital Projects
Funds, and Debt Service Funds.
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Glossary of Budget Terms
Interfund Transfers:
Defined as "flows of assets" (such as good or services) without equivalent
flows of assets in return and without requirement for repayments.
Internal Service
Account for the goods or services provided by one fund and/or department
Funds:
to another fund and/or department on a cost reimbursement basis.
Investment Grade:
A rating issued by the three major bond rating agencies, Moody's,
Standard & Poor's, and Fitch, rated BBB, Baa or Better. Many fiduciaries,
trustees, and some mutual fund managers can only invest in securities with
an investment grade rating.
Modified Accrual
The accrual basis of accounting where revenues are recognized when they
Basis:
become both "measurable" and "available" to finance expenditures of the
current period. All governmental funds and agency funds are accounted
for using the modified accrual basis of accounting.
Object Code:
The classification of expenditures in terms of what is bought and paid for
grouped into categories.
Overlapping Debt:
The proportionate share of the general obligation bonds of local
governments located wholly or in part within the limits of the reporting
unit of government, that must be borne by property owners within the unit.
Personnel Expenses:
Compensation paid to or on behalf of City employees for salaries and
wages, overtime and benefits.
Proprietary Funds:
Account for records of operations similar to those found in a business, such
as internal service funds and enterprise funds.
Revenue:
Moneys that the City receives as income such as tax payments, fees from
specific services, receipts form other governinents, fines, forfeitures,
grants, shared revenues and interest income.
Special Revenue
Account for the revenue derived form specific taxes or other earmarked
Funds:
revenue sources (other than expendable trusts or for major capital projects)
that are restricted by law or administrative action to expenditures for
specified purposes.
Fiscal Year 2017/18 Adopted Budget Page 297
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Glossary of Budget Terms
Taxes: Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit. This term does not include
specific charges made against particular persons or property for current or
permanent benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying such charges as,
for example, user charges.
User Charges: Payments made by users or customers of publicly provided services that
benefit specific individuals. These services exhibit "public good"
characteristics. Examples of user charges are fees paid for recreational
activities, building fees, etc.
Working Capital: I The cash available for day-to-day operations of an organization.
Fiscal Year 2017/18 Adopted Budget Page 298
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
List of Acronyms
ADA
Americans with Disabilities Act
HHW
Household Hazardous Waste
AQMD
Air Quality Management District
HR
Human Resources
BERT
Business Emergency Response
HVAC
Heating, Ventilating, and Air
Training
Conditioning
BYB2RC
Bring Your Business 2 Rancho
IAQ
Indoor Air Quality
Cucamonga
IESBDC
Inland Empire Small Business
C.A.N.I.N.E.
Campus Awareness, Narcotic
Development Center
Intervention, Narcotic Education
IPM
Integrated Pest Management
CAFR
Comprehensive Annual Financial
KIDS
Kids Interactive Discovery Space
Report
LED
Light -Emitting Diode
CAL-11) RAN
California Identification System
LMD
Landscape Maintenance District
Remote Access Network
PCI
Pavement Condition Index
CDBG
Community Development Block
PD
Park District
Grant
PERS,
Public Employees Retirement
CERT
Community Emergency Response
System
Training
PSVN
Public Safety Video Network
CFD
Community Facilities District
RCLS
Rancho Cucamonga Library
CIP
Capital Inprovement Project
Services
CNG
Compressed Natural Gas
RCMU
Rancho Cucamonga Municipal
CONFIRE
Consolidated Fire Agencies, Joint
utility
Power Authority
REGIS
Rancho Enterprise Geographic
CPI
Consumer Price Index
Information Systems
CPR
Cardiopulmonary Resusitation
ROPS
Recognized Obligation Payment
CSD
Community Services Department
Schedule
CVWD
Cucamonga Valley Water District
SANBAG
San Bernardino Associated
EIR
Environmental Impact Review
Governments
ESRI
Environmental Systems Research
SBCERA
San Bernardino County Employee
Institute
Retirement Association
FLSA
Fair Labor Standards Act
SBOE
California State Board of
FTE
Full Time Equivalent
Equalization
FY
Fiscal Year
SCE
Southern California Edison
GFOA
Government Finance Officers
SLD
Street Lighting District
Association
TOD
Transit Oriented Development
GIS
Geographic Information Systems
TOT
Transient Occupancy Tax
GOTMD
Greater Ontario Tourism
VLF
Vehicle License Fees
Marketing District
HdL
Hinderliter de Llamas
Fiscal Year 2017/18 Adopted Budget Page 299
CITY OF RANCHO CUCAMONGA.) CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
GENERALFUND
001 General Fund - The general operating fund of the City which accounts for all
general tax receipts and fee revenue not allocated by law, Council policy or
contractual agreement to other ftmds. General Fund expenditures include
operations traditionally associated with activities which are not required to be
accounted for or paid by another fund.
OTHER GENERAL FUNDS
003 Reimb St/County Parking Cit - Established for the tracking of revenues and
expenditures related to State and San Bernardino County surcharges on parking
citations.
006 CVWD Reimbursements - Established as a clearing account for expenses and
reimbursements associated with City performed street repairs within the City on
behalf of Cucamonga Valley Water District.
008 County of S.B. Reimbursements - Established as a clearing account for expenses
and reimbursements associated with City performed storm drain facility
maintenance on behalf of the San Bernardino County Flood Control District.
016 Comm Dev Technical Services - Established to account for the City's General
Plan Update Fee as well as funds that have been set aside for Economic and
Community Development Special Services.
017 Law Enforcement Reserve - Established to account for the funding and use of
the City's General Fund balance committed for public safety purposes.
018 Traffic Safety - Established to account for vehicle code fines collected to fund the
City's contracted crossing guard services.
019 Info Technology -Development - Established to account for fees collected to ftind
the internal cost of providing information technology services for the Community
Development Departments.
020 City Technology Fee - Established to account for fees collected to fund a future
replacement of the City's land management system.
022 Mobile Home Park Program - Established to account for revenues and
expenditures associated with the City's mobile home park inspection program.
Fiscal Year 2017/18 Adopted Budget Page 300
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
023 SB1186 Cert Access Special Program - Established to account for the $1.00
State mandated fee imposed on any applicant for a business license, equivalent or
renewal, including the payment to the State of 30% of the fee collected as well as
expenditures to fund increased certified access specialist (CASp) services for the
public and to facilitate compliance with construction -related accessibility
requirements.
025 Capital Reserve - Established to account for key reserves of the General Fund
including City infrastructure, City facilities capital repairs, and self-insurance.
073 Benefits Contingency - Established to account for the accumulation of resources
for the future payment of employee leave benefits paid to employees upon
separation from the City.
SPECIAL REVENUE FUNDS
Special Revenue Funds account for revenues derived from specific sources which are
required by law or administrative regulation to be accountedfor in a separatedfund. Funds
included are:
100 Assessment Districts Admin - Established to account for revenues and
expenditures associated with the management of all City assessment districts.
101 AD 93-1 Masi Commerce Center - Established to acquire the necessary
infrastructure from the developer after the completion and acceptance of the
approved improvements. Financing was provided by the sale of bonds pursuant to
the provisions of the Improvement Act of 1915.
105 AB2766 Air Quality Improvement - Established to account for the revenue and
disbursement of funds received as a result of Assembly Bill 2766 which imposed
an additional registration fee on motor vehicles. These revenues are to be used to
reduce air pollution from motor vehicles and for related planning, monitoring,
enforcement, and technical studies (Vehicle Code Section 9250.17 and Health and
Safety Code Chapter 7, Part 5 of Division 26, commencing with Section 44220).
110 Beautification - Established to account for fees collected to provide proper
landscaping and irrigation systems after parkway and median improvements are
made.
Fiscal Year 2017/18 Adopted Budget Page 301
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
ill Park Land Acquisition - Established to account for the park land acquisition
development fees charged upon issuance of a building permit for development of
future park sites. This fee replaces the revenue previously collected in Fund 120.
112 Drainage Fac/General - Established to account for fees charged developers for
purposes of defraying the actual or estimated costs of constructing planned
drainage facilities.
113 Community/Rec Center Develpmnt - Established to account for community and
recreation center impact fees charged to developers. This fee replaces the revenue
previously collected in Fund 120.
114 Drainage-Etiwanda/San Sevaine - Established to account for development
impact fees collected in the Etiwanda/San Sevaine Drainage area for the
construction of regional and mainline flood control projects.
115 Henderson/Wardman Drainage - The Henderson/Wardman Drainage fund is a
developer impact fee supported fund for the construction of storm drain
improvements in the Henderson/Wardman drainage area.
116 Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda area North of Base Line Road for the construction of
Master Plan Storm Drain projects.
118 Upper Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda/San Sevaine Drainage area for the construction of
secondary mainline flood control projects.
119 Park Improvement - Established to account for park improvement impact fees
charged to developers. This fee replaces the revenue previously collected in Fund
120.
120 Park Development - Established to account for the residential park development
fees charged upon issuance of a building permit for development of future park or
recreational sites.
122 South Etiwanda Drainage - Established to account for Development Impact fees
collected in the Etiwanda area south of Foothill Blvd for the construction of the
Master Plan Storm Drain.
123 Library Impact Fee - Established to account for library impact fees charged to
developers.
Fiscal Year 2017/18 Adopted Budget Page302
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
124 Transportation - Established to account for fees charged for the construction and
expansion of City streets and highways which provide additional capacity and
safety.
125 Animal Center Impact Fee - Established to account for animal center impact fees
charged to developers.
126 Lower Etiwanda Drainage - Established to account for development impact fees
collected in the Etiwanda area south between Foothill Blvd. and Base Line Road
for the construction of master plan storm drain projects.
127 Police Impact Fee - Established to account for police impact fees charged to
developers.
128 Etiwanda No. Equestrian Facility - Established to account for in lieu fees
collected for the Etiwanda North Specific Plan for the future construction of an
equestrian facility.
129 Underground Utilities - Established to account for fees collected from developers
for future undergrounding of overhead utilities.
130 LMD #1 General City - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
131 LMD #2 Victoria - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
132 LMD #3A Hyssop - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
133 LMD #311 Medians - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
134 LMD #411 Terra Vista - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
135 LMD #5 Tot Lot - Established to account for the costs associated with providing
landscape maintenance. Financing is provided by special assessments levied
against the benefiting property owners.
Fiscal Year 2017/18 Adopted Budget Page 303
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
136 LMD #611 Caryn Community - Established to account for the costs associated
with providing landscape maintenance. Financing is provided by special
assessments levied against the benefiting property owners.
137 LMD #7 North Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
138 LMD #8 South Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
139 LMD #9 Lower Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
140 LMD #10 Rancho Etiwanda - Established to account for the costs associated
with providing landscape maintenance. Financing is provided by special
assessments levied against the benefiting property owners.
141 LMD #1 Capital Replacement - Established to account for resources designated
for capital repairs and replacement for LMD #1.
151 SLD #1 Arterial - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the
benefiting property owners.
152 SLD #2 Residential - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
153 SLD #3 Victoria - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the
benefiting property owners.
154 SLD #4 Terra Vista - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
155 SLD #5 Caryn Community - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
Fiscal Year 2017/18 Adopted Budget Page 304
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
156 SLD #6 Industrial Area - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
157 SLD #7 North Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
158 SLD #8 South Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
170 Gas Tax 2105/Propll I - Established to account for the revenue and disbursement
of funds used for road construction and maintenance of the City network system.
The City's share of State gasoline taxes provided the financing.
172 Gas Tax 2106-2107 - Established to account for the revenue and disbursement of
funds used for road construction and maintenance of the City network system. The
City's share of state gasoline taxes provided the financing.
174 Gas Tax R&T7360 - Established to account for the revenue and disbursement of
funds used for road construction and maintenance of the City network system. The
City's share of state gasoline taxes provided the financing.
176 Measure 1 1990-2010 - Established to account for the revenue and disbursement
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
177 Measure 12010-2040 - Established to account for the revenue and disbursement
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
182 AB 2928 Traffic Congest Relief - Established fund to account for the revenue and
disbursement of funds received as a result of Assembly Bill 2928. The purpose of
the Traffic Congestion Program was to provide funding for transportation projects
that would relieve congestion, connect transportation systems, and provide for
better goods movement.
186 Foothill Blvd Maintenance - Established to account for funding provided by Cal
Trans as part of their relinquishment of Foothill Boulevard to the City of Rancho
Cucamonga. This limited funding source will be utilized to repair and maintain
portions of Foothill Boulevard.
Fiscal Year 2017/18 Adopted Budget Page305
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
188 Integrated Waste Management - Established to account for AB939 recycling fee
revenues from the City's refuse haulers and can only be used for the City's
Household Hazardous Waste Disposal program. Assembly Bill 939 is a law that
was passed by the State of California that mandates that all cities divert a specified
percentage of their solid waste from their landfills in accordance with established
deadlines.
190 Prop 42-Traffic Congestion Mit - Established to account for gasoline sales tax
revenue received from the State of California for transportation purposes,
including city and county street and road repairs and maintenance. Proposition 42,
a legislative constitutional amendment, permanently dedicated revenues from this
sales tax on gasoline to transportation infrastructure needs.
194 Proposition 113 State Funding - Proposition I B (Prop I B) provides state fimding
to cities and counties to fund the maintenance and improvement of local
transportation facilities. The funding is allocated based on population.
195 State Asset Seizure - Established to account for the funds received from the State
for the equitable transfer of forfeited property and cash in which the City directly
participates in the law enforcement efforts leading to the seizure and forfeiture of
the property.
196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure
(Fund 195) designated for the sole purpose of funding programs designed to
combat drug abuse and divert gang activity pursuant to the provisions of Health &
Safety Code Section 11489(b)(2)(A)(i).
197 Federal Asset Seizure - Established to account for the funds received from the
Federal government for the equitable transfer of forfeited property and cash in
which the City directly participates in the law enforcement efforts leading to the
seizure and forfeiture of the property.
198 Citywide Infrastructure Impry - This fund was established to account for
reimbursement revenue received from various local, State and Federal agencies
and utilities for capital improvement projects completed in the City. The
accumulated funds will be used for future capital improvement projects as
authorized by the City Council.
Fiscal Year 2017/18 Adopted Budget Page 3o6
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
204 Community Development Blk Grant - Established to account for grants received
from the Department of Housing and Urban Development. These revenues must
be expended to accomplish one of the following objectives: elimination of slum or
blight; or benefit to low and moderate income persons by providing loans and
grants to owner -occupants and rental property owners to rehabilitate residential
properties.
209 Federal SAFETEA-LU - Established to account for the Safe, Accountable,
Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) Federal
funding for surface transportation projects.
211 Prop 113 - SLPP - Established to account for the State -Local Partnership Program
utilizing Proposition 113 bond proceeds to fund eligible transportation projects.
Funds are allocated through formula and competitive sub -programs.
214 Pedestrian Grant/Art 3 - Established to account for the revenue and
disbursement of funds received for the construction of facilities provided for the
exclusive use of pedestrians and bicycles.
218 Public Resrce Grnts/Healthy RC - The City had received and will continue to
receive from various funding sources for the Healthy Cities concept, which was
adopted by the Council in March 2008, as a means of integrating health concerns
into a holistic approach to improving the overall quality of life in the community.
225 CA Recycle/Litter Reduction Grant - Established to account for a grant from the
State Department of Conservation. This grant will fund a program that will
emphasize the collection and recycling of beverage containers at large venues,
public areas, residential communities or schools.
226 Used Oil Recycling Grant - The California Integrated Waste Management
allocates funding to governmental agencies on a population basis. The fund was
established to administer the used oil collection programs. The fund must be used
specifically for oil recycling collection and educational programs.
227 Used Oil Recycling Program - The California Integrated Waste Management
allocates funding to governmental agencies on a population basis. The fund was
established to administer the used oil collection programs. The fund must be used
specifically for oil recycling collection and educational programs.
Fiscal Year 2017A8 Adopted Budget Page 307
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
234 Safe Routes To School Program - The Safe Routes to School Program fund is a
grant fund for monies provided by the State of California. The state funds are
administered through Caltrans as part of the California Department of Health
Services' "Safe Routes to School Program" and are available for transportation
projects that increase the safety of pedestrians and bicyclists.
235 Prop 84 Park Bond Act - Prop 84 provides state funding, on a competitive basis,
to local governments for the creation of new parks and recreation opportunities.
The Statewide Park Program legislation requires projects to meet six eligibility
requirements. The fund was established to account for the financial activities
associated with the design and construction of the neighborhood park in southwest
Rancho Cucamonga.
250 Recreation Services - Established to account for the wide variety of classes,
special events, and activities sponsored by the Community Services Department.
255 Victoria Gardens Cultural Center - Established to account for the various
activities that the Community Services Department facilitates at the Victoria
Gardents Cultural Center.
258 Senior Outreach Grant - Established to account for funds passed through the San
Bernardino County Department of Aging and Adult Services from the California
Department of Aging to provide free recreation classes and programs for senior
citizens in the City of Rancho Cucamonga. These recreation activities focused on
physical, social, psychological, educational, and recreational needs of older
persons. The City provided an in -kind match of $1,200 in the form of marketing,
staff oversight, and supplies.
281 Fire Fund - Established to account for the revenue and disbursement of funds
received by the Rancho Cucamonga Fire Protection District in the course of that
agency's fire protection services. The source of revenue is primarily from property
taxes.
282 Community Facilities Dist 85-1 - Established to account for the costs associated
with providing fire facilities and services. Financing is provided by special
assessments levied against the benefiting property owners.
283 Community Facilities Dist 88-1 - Established to account for the costs associated
with providing fire facilities and services. Financing is provided by special
assessments levied against the benefiting property owners.
Fiscal Year 2017/18 Adopted Budget Page 3o8
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
285 Fire Technology Fee Fund - Established to set aside funds for technology
equipment replacement.
288 Fire Protection Capital Fund - Established to account for capital maintenance
and repairs as well as purchases of fixed assets for the Fire District separate from
the Fire District's Fire Fund which accounts for general maintenance and repairs.
290 Library Fund - Established to account for services provided by the City of
Rancho Cucamonga Library. Funding for this service is made possible through a
transfer of San Bernardino County library tax revenues to the City of Rancho
Cucamonga for library purposes.
291 CA State Library - This "Family Place" training grant from the California State
Library provided funding for two Library staff to attend a one -week training that
will enable them to develop special programs at the Biane Library and the Family
Resource Center. This grant has no matching requirements.
292 Staff Innovation Fd (CA St Lb) - Established to account for the grant money
awarded by California State Library. The purpose of the grant is to provide
training for innovative writing skills for future grant writers.
299 Library Development Fund - Established to account for activities taking place in
the newly developed second floor of the Biane Library, which is currently under
construction. The second floor will serve as a dramatic programming space for the
entire community, with a wide variety of programming geared toward science, art
and early literacy.
301 The Big Read Library Grant - Established to account for the grant money
receiving from the National Endowment for the Arts. The purpose of the grant is
to emphasize a city wide media campaign through guest lectures, group
discussions, film showings, and a community theater performance of a designated
book.
302 Library Services & Tech. Act - Established to account for grant revenues and
expenditures associated with funding provided by the federal Library Services and
Technology Act, which is administered in California by the State Librarian.
329 Library Capital Fund - Established as the capital fund for the construction of the
Biane Library second floor tenant improvement project.
Fiscal Year 2017/18 Adopted Budget Page 309
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
354 COPS Program Grant -State - Established to account for a grant awarded as the
result of the approval of State Assembly Bill 3229. The grant is a one-year award
with no matching fund requirements.
361 Justice Assistance Grant (JAG) - Established to account for the revenues and
expenditures associated with Federal JAG grants.
370 OTS-"Drink, Drive, Lose" Grant - This grant was awarded by the State of
California Office of Traffic Safety to provide supplementary funding for overtime
costs incurred during sobriety checkpoints. The overall goal of the project is to
reduce the number of victims killed and injured as a result of alcohol -involved
crashes.
373 COPS Secure Our Schools Grant Fund — Established to account for the grant
money use in partnership with public schools to improve school safety.
374 Cops Hiring Program Grant - This is a multi -year grant awarded by U.S.
Department of Justice to provide partial supplementary funding to hire a new
sworn officer. The grant must be used to enhance community policing activities.
380 Homeland Security Grant- Fire - This grant from the State Homeland Security
Grant Program is administered by the San Bernardino County Office of
Emergency Services. The grant is funded by the Federal Department of Homeland
Security. The funds will be utilized to purchase terrorism and weapons of mass
destruction (WMDs) response equipment and supplies in conjunction with an
appropriate level of training cost funding for national security. There are no
matching ftmds required for this grant.
381 Homeland Security Grant- Police - The grant from the State Homeland Security
Grant Program administered by the San Bernardino County Office of Emergency
Services. The grant is funded by the Federal Department of Homeland Security.
The funds will be utilized to purchase terrorism and weapons of mass destruction
(WMD's) response equipment and supplies in conjunction with an appropriate
level of training costs ftmding for national security. There are no matching funds
required for this grant.
383 Emergency Management Performance Grant - This grant from FEMA is used
to fund a volunteer coordinator for the City's Community Emergency Response
Team (CERT) program.
Fiscal Year 2017/18 Adopted Budget Page 310
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
396 Housing Successor Agency - Established to account for assets of the former
Redevelopment Agency's Low and Moderate Income Housing Fund. The source
of revenue in the fund is primarily from interest received from the notes and loans
receivable.
838 AD 91-2 Redemption -Day Canyon - Established to account for assessments
received under the Improvement Bond Act of 1915. Assessments received are
restricted for payment of principal, interest and penalties thereon, upon
presentation of proper coupons.
847 PD 85 Capital Replacement Fund - Established to account for resources
designated for capital repairs and replacement for PD 85.
848 PD 85 Redemption Fund - Established to account for assessments received under
the Refunding Act of 1984 for 1915 Improvement Act Bonds and
Landscape/Lighting Act of 1972. Assessments received are restricted for payment
of principal, interest and penalties thereon, upon presentation of proper coupons.
868 CFD 2000-03 Park Maintenance - This fund is used for the maintenance of parks
and parkways located within the Community Facilities District No. 2000-03. The
District is located south of Summit Avenue on the east and west sides of Wardman
Bullock Road.
CAPITAL PROJECTS
Capital Projects Funds are used to account for financial resources for the acquision or
construction of major capital facilities other than those financed by proprietary and trust
fu n ds.
602 AD 84-1 Day Creek/Mello - Established to account for the receipt and
disbursement of funds used in the construction and installation of public capital
drainage facilities, together with appurtenant work and incidental expenses, to
serve and provide drainage protection to property located within Assessment
District No. 84-1 (Day Creek Drainage System). Financing was provided by the
sale of bonds under the Mello -Roos Community Facilities Act of 1982.
Fiscal Year 2017/18 Adopted Budget Page 311
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
612 CFD 2001-01 - This CFD was established to fund the necessary infrastructure
(streets, storm drains, sewer, water, landscaping, and traffic signals) integral to the
proposed mall located at Foothill Blvd. and the 1-15 Freeway. The improvements
are located south of Base Line Rd., primarily north of Foothill Blvd., primarily
east of Day Creek Channel, and west of Etiwanda Ave. Financing was provided
by the sale of bonds under the Mello -Roos Community Facilities Act of 1982.
615 CFD 2003-01 Cultural Center - Established to account for the portion of the
costs associated with the development of the City's Cultural Arts Center that is
being funded by Community Facilities District (CFD) 2003-01. Financing for the
CFD will be provided by the sale of bonds under the Mello -Roos Community
Facilities Act of 1982.
617 CFD 2004-01 Rancho Etiwanda Es - Established to account for monies
deposited by developers for initial consulting and administrative costs and
expenses related to the proposed public financing district. Financing was provided
by the sale of bonds under the Mello -Roos Community Facilities Act of 1982.
680 CFD 2006-01 Vintner's Grove - Established to account for monies deposited by
developers for initial consulting and administrative costs and expenses related to a
proposed public financing district.
681 CFD 2006-02 Amador On Route 66 - Established to account for monies
deposited by developers for initial consulting and administrative costs and
expenses related to a proposed public financing district.
Fiscal Year 2017/18 Adopted Budget Page 312
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2017/18 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
ENTERPRISE FUNDS
Enterprise Funds are used primarily to account for "business -like " activities that are
primarilyfinanced through user charges
700 Sports Complex - Established to account for personnel and operating costs
directly associated with the operation of the baseball facility, which is the home of
the Rancho Cucamonga Quakes.
702 REGIS Connect - Established to account for costs associated with the
development of the Rancho Cucamonga Enterprise GIS Connect Program which
provides services to the City and agency partners that are in need of their expertise.
705 Municipal Utility - Established to account for the costs of labor and materials
used in the operation, maintenance, construction and consumption of electric
services to certain major commercial/industrial developments within the City.
706 Utility Public Benefit Fund - Established to account for 2.85% of electric retail
revenues to fund qualifying energy efficiency and renewable energy programs,
research and demonstration projects and services to low income electricity
customers.
INTERNAL SERVICE FUNDS
Internal servicefunds are used to accountfor thefinancing of goods or services provided by
one department or agency to other departments or agencies of the government and to other
government units, on a cost reimbursement basis.
712 EquipNehicle Replacement - Established to account for the accumulation of user
charges to various City departments and the costs associated with replacing the
City's vehicles and equipment.
714 Comp Equip/Tech Replcment Fund - Established to account for the
accumulation of resources and the costs associated with replacing the City's data
processing equipment and maintaining current technology.
Fiscal Year 2017/18 Adopted Budget Page 313
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Fiscal Year 2017/18 Adopted Budget Page 314