HomeMy WebLinkAbout1997/08/07 - Agenda Packet - Special AGENDA
CITY OF RANCHO CUCAMONGA
CITY COUNCIL
REDEVELOPMENT AGENCY
FIRE PROTECTION DISTRICT
Special Meeting )A~G/3
August 7, 1997 - 5:30 p.m.
Tri Communities Room
I. Pledge of Allegiance.
2. Roll Call:
Gutierrez . .
B. ITEM OF DISCUSSION
1. DISCUSSION OF PROPOSED BUDGETS FOR FISCAL YEAR 1997/98
C. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the City Council State law prohibits the Council from
addressing any issue not previously included on the agenda. The Council may receive testimony and set the
matter for a subsequent meeting. Comments are to be limited to five minutes per individual.
D. ADJOURNMENT
I, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the
foregoing agenda was posted on August 4, 1997, seventy-two (72) hours prior to the meeting per Government
Code 94954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California.
Memorandum
City Manager's Office
To: Mayor and Members o the ity Council
From: Jack Lam, Cit~
Date: August 7, 19
Subject: Response To Budget Questions
The following are responses to questions that were raised during the first budget
workshop:
· Park Fund Priorities: Etiwanda Creek lights (2 fields): $200,000. Skate Park
$100,500 (Phase I $65,000 + Phase II $35,000. The Council gave staff
direction regarding the priorities for the use of the $270,000 of park funds.
Both the Etiwanda Creek lights and the Skate Park were priorities. Combined
costs for both are estimated to be $300,500. Available funds are not enough
to complete both projects, especially when the requisite 10% project
contingency is added to the estimates bringing the total estimated costs to
$330,000. Should Council stay with these two projects as priorities, Staff
recommends that in priority, the Etiwanda Creek lights be first priority then
Skate Park second. Strategically, the Etiwanda Creek lights are to be
completed first with any remaining funds added to the Skate Park project so
that Phase I of Skate Park be constructed. Phase II would be added upon any
available future funding through park funds or additional fund raising.
· Grove and Foothill area "clean-up": This portion of Foothill Boulevard was
specifically excluded from the original redevelopment plan because of the
known controversies, complexities, and costs about right-of-way, re-alignment,
and access issues in the area that would have jeopardized the formation of the
redevelopment plan. The City has always recognized that this area can use
major improvements. It was envisioned that the more achievable portions of
the Boulevard be done first and that such future improvements in these other
1
areas of Foothill Boulevard would trigger greater support for any initiatives in
this area in the future.
Projected costs for improvements necessary to construct the median island in
this stretch of Foothill Boulevard are estimated to be at least $ 13,000,000.
These costs do not include the costs of any property acquisitions and right-of-
way take that may be necessary for needed street widening. The estimated $
13,000,000 costs do include intersection improvements, traffic signal
construction and modification, street realignments, street widening, railroad
underpass and widening, storm drain construction and the widening of
Cucamonga Creek Bridge. The City annually includes this project in the
request for STIP funding as a "long shot" for State funding.
The other portions of Foothill Boulevard are estimated to be $1.5 million
(excluding the Cal Trans contribution) and are divided into three phases which
would take care of 3/4 of the remaining stretch of Foothill Boulevard. In the
meantime, with Council Direction, the staff can elevate the activity of code
enforcement in the "Grove" stretch of Foothill to include condemnation.
· We should do more in animal licensing: The City does not do animal
licensing. Animal control is contracted with the County at a very attractive
price. While we are not aware of how diligent they are in collecting licenses,
one would think that there is a built in incentive for the County because they
keep all revenues collected. We are aware from discussions with pet owners
from time to time that the County does canvass in the community. How
extensively, we don't know. In prior analyses, it has been shown that the
potential revenue in the City for animal licenses does not compensate for the
full expense of animal control even if we do it ourselves. So long as the
County maintains such a positive contract, Rancho Cucamonga should benefit
from this arrangement. Staff recommends that if the Council wishes to help
increase animal licensing in the city, owners can be made aware through the
Grapevine and R.C. TV where they can go to license their pets. We can focus
information for the community on the importance of and benefits of animal
licensing.
· Rail To Trails: Staff can contact SANBAG and work through that
organization to see about the long term use of the RR rights-of-way.
· Office Furniture for City Ha!l: The fumiture in the budget is replacement
fumiture for the upstairs portion of the southwest comer of the building. All
furniture was stripped from this area a number of years ago and the furniture
has been used as replacement furniture in a number of sites including the
police department. The only remaining "surplus" furniture are cubicle desks
and partitions which we use as replacements or cubicle modification from time
to time as needed. This area of the City Hall has a growing use as a training
area and the acquisition of more appropriate permanent furniture would
enhance the use of this area. The remaining two offices in this comer of the
building would be converted into additional conference rooms and the open
area would have tables and chairs designed to suit the training environment for
larger sessions. The proper outfitting of this area would be a convenient and
more effective use of this space as all conference and meeting areas are
receiving high use.
· Library Agreement "buyout": This relates to the 10 year agreement with the
County that requires a $100,000 per year payment to the County for five years,
then a $50,000 a year payment to the County over another 5 years. We are in
the third year of this 10 year agreement with two $100,000 payments remaining
before dropping to $50,000 a year. The agreement expires in the year 2004.
The "buyout" was the concept of utilizing a present value lump sum payment
utilizing a prior bond defeasement of $400,000 to "buy out" the County
agreement. The lump sum agreement would provide more immediate payment
to the County while relieving the City of annual payments. However, when the
County was approached two years ago, it was rejected. Council accepted
Staff s recommended at the time that if the County rejected the proposal, the
defeasement money would be utilized annually to "shore up" (transition) the
Library budget until the payment requirement drops to $50,000 and when
revenues at the library would increase to make up for the other $50,000. That
strategic plan has been in place and the Library budget remains stable. Since
$200,000 of the original $400,000 defeaseance funds have been utilized, and
since the entire original amount was not attractive enough for the County to
accept, it is even less likely that the County would accept a present value "buy
out." Unless the City utilizes additional reserve funds for a much larger lump
sum payment to the County, negotiations would be fruitless. Furthermore,
unless the County agrees to a present value arrangement, which it had rejected
in the past, it would be more beneficial to continue annual payments with
"cheaper" dollars. If the Council wishes otherwise, Council can authorize Staff
to begin negotiations with additional reserve funds.
· The Summary Budget: The Summary Budget contains a summation of each
department' s budget and facts and figures mirror the main budget document.
The Summary Budget is the end result of past requests by the City Council for
a document that is much briefer so that one need not go to the main document
just to get the "big picture." This effort has been well received in the past by
Council and public. Should the present Council not wish to have a summary
budget, the staff can discontinue this practice in future budgets. Should the
Council want more presentation from Department Heads, staff can recommend
that with future budget presentations, Department Heads can provide an
overview of their departments. We would block out a three hour period of
time so that each department head can be allowed 15 minutes to present their
budgets and answer questions.
· Revise Fire District RDA Agreement: The priority when the original
agreement was made was to provide increment for needed capital funding of
facilities and equipment. Staff was asked to examine the idea of modifying
the agreement to transfer any "net" Fire Fund increment back to the District
budget. Analysis of the Fire Fund revenues reveals that increment has
dropped due to property reassessments by the County. This has caused the
need to rely on project fund balances to meet capital expenditures. Any
modification to the agreement to "channel back" funds would mean that the
District budget must be subjected to budget cuts because the Fire Fund
currently pays for debt service, augmentation replacement, and capital
replacement. The recommended $200,000 additional capital replacement also
helps to further relieve the Fire District General Fund. At thepresent time, the
idea of modi~ing the original agreement is ~scally not doable.
It should also be noted that any future dips in assessments can adversely affect
the Fund. Furthermore, when the appropriate threshholds are met, the Agency
Board and City Council must be aware that any modification to channel any
additional "net" Fire Fund revenues back to the District would reduce the
4
bonding capacity of the Agency's Fire Fund. The Fire Fund contains a very
tight funding for the Maintenance Facility. Remaining unmet capital needs
include the training facility and at least the Etiwanda Station.
· Stadium Manager: In discussing the Sports Park and the Epicenter, certain
misconceptions need to be addressed. The Sports Park was originated as an
idea to develop a recreation facility that would transfer the adult sports
programs from the other city parks so that youth sports might be expanded in
those parks. The logic was that the youth sports should be close to the
residential neighborhoods and the adults could drive to a new location that
would not be hindered by time, light, or noise issues. In effect, the
construction of the Sports Park allowed for more playing facilities for youth
sports at more easily accessed locations. In fact, because of the lack of 90 foot
little league venues, one little league group utilizes a 90 foot base field at the
Sports Park.
When the sports fields were designed, the idea of adding a Stadium to one of
the fields was promoted to provide a maj or entertainment venue that heretofore
had not been present in this valley. Professional baseball added such an
attraction as well as influenced other economic development in the City. It
also enhanced the City' s positive image and reputation nationally.
As designed, the entire sports park was placed in an enterprise fund so that
maintenance and operations could be efficiently shared and revenues generated
at the Park would help pay its M & O. In fact, there is no other stadium
complex, stand alone or in a sports park setting that approaches the positive
M & O revenue/expenditure relationship that is in Rancho Cucamonga. The
annual contribution from the General Fund for FY 1996-97 is projected to be
$267,320. This Sports Park including the Epicenter operates in a very positive
way. There is no park in the City that is as well supported financially from fee
revenues as Sports Park. Had the Stadium not been built, the site would have
had two additional softball fields which would have added an additional
maintenance expense.
At the last budget session, a suggestion was made to separate the Stadium
operations under a new "Stadium Manager." It would seriously effect
efficiencies to separate the operations given how services are structured. The
flexibility and cost effectiveness is currently outstanding. (See Community
Development Director memorandum). All recreation programs are managed
by the Community Services Department and special events are managed as
well. These sports programs are outstanding and special events are handled
well and both Community Development and Community Services maintain
effective event meetings to address each booking of the facility. To separate
these staffs and place them under another supervisor would be counter-
productive and inefficient. If the intent is to not disrupt the programs that are
managed well but to spend more time proactively promoting more concert
events and other entertainment activities at the Sports Complex, then it is an
Events Manager that should be looked for. The City has not hired any
individual to perform this specific task, but has added these duties to existing
staff. It is recognized that any such position would be able to concentrate
more effort in promoting more activities. Having said that, there must be
some recognition of what exactly can be expected from such an action. This
position would require appropriate compensation plus support and budget for
promotions. This is the same consideration that other stadiums are faced with.
Aside from several concerts put on at the Epicenter, there has been a lack of
concert promoters willing to produce concerts. The production of concerts
requires working capital to put up the necessary guarantees and other expenses
required to put on such an event. The financial success of any one individual
concert can be affected by a variety of factors, some of which are not
controllable. Even dedicated concert venues will have some productions that
are very profitable and those that are not. The goal at these venues is to be
profitable at the end of the season regardless of the outcomes of any individual
concert. Those entertainment venues operated by cities are viewed as a
cultural resource and as such, it's goal is to provide entertainment as a service
just as any other service in the community. Past reviews of such performing
arts and concert facilities reveal a significant financial commitment from the
jurisdiction.
The City has always tried to find ways to maximize revenues from this
community asset. The City has continued to rent the facility for any number
of activities. Activities range from professional baseball, adult league play,
tournaments, filming, special events, graduations, recreation programs, etc.
The City can always do more to promote greater revenues. However, if it is to
6
be production of entertainment, there must be a recognized policy about
whether it is a policy of providing an entertainment service with as much
revenue offset as possible or whether it is an entrepreneurial venture with
guarantees of profit. The distinction is important to make. The former is
doable while the latter has serious constraints especially if the expectation is
to never have any net expenditure of funds to produce the entertainment. This
risk factor would be present even if there was a special position specializing
in this task.
Last year's budget contained a position of Events Coordinator that would
perform many of the promotions and would directly manage the special event
coordination. This position was not recruited for because of some sentiment
and doubts expressed about whether a baseball stadium should be used for
anything other than baseball and sports. This lingering doubt and lack of firm
policy direction has led staff to not recruit for the position and it is not in the
current budget proposal. Recently, after informal discussions with Council
members about doing community entertainment coupled with opportunities for
fund raising for sports groups, direction was given to begin looking at these
programs as a service to the community like park events and other community
events. This is done with the recognition that there could be a modest cost for
these community programs like any other community service event for the
enjoyment of the community and to generate more use of the facility.
Should City Council desire a more aggressive program of entertainment,
Council should provide clear policy direction accompanied by realistic
expectations of the outcome as well as a clear match of budget to produce the
desired outcome. A community entertainment service is a different program
than a strict profit venture which carries along with it all the risk factors of any
business.
· Utility Tax Cap Reduction: The Cap would be reduced $1,600.
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: June 5, 1997
TO: Jack Lam, AICP, City Manager
FROM: Rick Gomez, Community Development Director
s e~
SUBJECT: FOOTHILL BOULEVARD MEDIANS FROM VINEYARD AVENUE TO
HAVEN AVENUE
Caltrans plans to install the median between Hellman Avenue and Archibald Avenue in fiscal year
1997/98. The City will contribute funds for the actual landscaping of the medians and for a portion
of a traffic signal and street improvements at the intersection of Foothill Boulevard and Malachite
Avenue.
Staff has reviewed the remaining reaches to determine the cost of a fully landscaped median. Since
this is a State highway, it has been our experience that many design features need to be addressed
and construction costs generally run on the high side. Our proposal does not consider median
construction through the bridge over Deer Creek Channel since considerable widening of the bridge
must occur to the south and right-of-way will be required. This also eliminates medians west of the
bridge since a long lane transition is required because of the high speeds on Foothill Boulevard.
Knowing this, our proposal is to design and construct a fully landscaped median from Vineyard
Avenue to Haven Avenue, except that reach Caltrans is constructing, and except that reach from and
including Deer Creek Channel bridge to east of Hermosa Avenue (Kinder Care). The estimated cost
for this work is 1.5 million dollars.
Since the cost is of this magnitude, a three-year plan is presented beginning in FY 1997/98 (see
attached Exhibit "A"). This plan has three phases, including the phase Caltrans is constructing in
FY 1997/98.
Revenues from various accounts were projected and are adequate to fund this three-year plan if the
economy maintains its current upswing. If the plan is implemented, it is recommended $300,000
be used from the Beautification Fund, $500,000 from the Capital Improvement Fund and $610,000
from RDA. Since construction costs are much less at the westerly end of Foothill Boulevard, the
plan is laid out with construction commencing from west to east.
RDA potential funding was discussed with Linda Daniels, and she looked favorably upon
committing funds with reservations, depending on future bond sales and other factors.
JACK LAM
FOOTHILL BLVD. MEDIANS FROM VINEYARD AVE. TO HAVEN AVE.
June 5, 1997
Page 2
There is approximately $90,000 in outstanding liens on properties along Foothill Boulevard, and if
these were collected, the funding sources would drop accordingly. However, them will be additional
costs to collect these liens.
If you have any questions, please call me.
RG:WJO:MO:sd
Attachment
cc: Linda Daniels
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: August 5, 1997
TO: Jack Lam, AICP, City Manager ·
FROM: Rick Gomez, Community Develo nt Director / ~/-------'~
BY: William J. O'Neil, City Engine~~ ~
SUBJECT: FOOTHILL BOULEVARD FROM GROVE AVENUE TO VINEYARD
AVENUE
Before any beauti~cation projects (i.e. landscaped medians and parkways) can be constructed in this
area, several roadway improvements should first occur. These improvements include the Grove
Avenue intersection improvements and traffic signal modification, the Red Hill Country Club Drive
realignment and traffic signal construction, the San Bernardino Road intersection realignment and
traffic signal modification, addressing the railroad underpass and widening, the construction of the
Bear Gulch storm drain, and the widening of Cucamonga Creek Bridge. All these improvements
include the widening of Foothill Boulevard to six lanes, its ultimate width. The cost for a fully
widened Foothill Boulevard from Grove Avenue to Vineyard Avenue is estimated to be $13 million.
In January of 1997 this project was submitted as a candidate project for the State Transportation
Improvement Program. If funds are not available through State financing, the City could construct
it in phases as follows:
Phase I - Grove Avenue to San Bernardino Road
This phase would widen Foothill Boulevard to six lanes, construct a landscaped median and
parkway, upgrade the Grove Avenue intersection, realign Red Hill Country Club Drive
approximately 600 feet east of its current intersection with Foothill Boulevard and construct traffic
signal and realignment of the San Bernardino Road/Foothill Boulevard intersection. The Bear Gulch
storm drain should also be constructed at this time. Construction in this reach will entail
fight-of-way acquisition. Even ifa design exemption is granted from Caltrans to reduce the required
eight feet shoulders to five feet, the new curb will be within six feet of existing buildings (Magic
Lamp and Vince's Restaurants). If the eight feet is required, Vince's Restaurant would probably
have to be purchased at an estimated cost of $2 million. Widening at the Grove Avenue intersection
will require removal of parking spaces at the Red Hill Cafe. There will be some impact along the
north side of Foothill Boulevard adjacent to the Sycamore Restaurant. Estimated cost for this area
between Grove Avenue and San Bemardino Road is $4 million. This cost does not include the
additional $2 million for a possible acquisition of Vince's Restaurant.
7
JACK LAM
FOOTHILL BLVD FROM GROVE AVE. TO VINEYARD AVE.
August 5, 1997
Page 2
Phase II - San Bernardino Road to Vineyard Avenue
This phase would also widen Foothill Boulevard to six lanes, construct the railroad underpass and
widen the Cucamonga Creek Bridge, and construct a landscaped median and parkway. Right-of-way
would be required, however there would not be much impact on existing businesses since necessary
acquisition should be minimal. Estimated cost for the reach between San Bernardino Road and
Vineyard Avenue is $9 million.
Unless Federal or State funding becomes available, it is unlikely that City road funding could finance
a project of this magnitude. A business improvement assessment district is a possibility for both
areas.
RG:WJP:sd
Attachment
0 Q- 0
u.~ 0 n
t.~
Z o
~ { N KER AVE
0
~,.=~
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: August 4, 1997
T~. Mayor and Members of the City Council
Jack Lam, AICP, City Manager ~
FROM: Duane A. Baker, Assistant to the City M
SUBJEff: HISTORY AND RELATIONSHIP OF RANCHO CUCAMONGA AND COUNTY
ANIMAL CONTROL
For over ten years, we have contracted with San Bernardino County to provide
animal control services. Until last year, the nature of that relationship has always
been the same. The City has allowed the County to license dogs and collect all fees and
fines related to animal control. These revenues stay with the County to offset the cost
of providing the animal control service. In addition to these fees, the City also paid
the County a sum of $62,700 annually to cover the rest of the operations costs. In
exchange the County provided animal control services which included responding to
resident calls and picking up stray or dangerous animals. Also, the County provided
license canvassing where they go door to door looking for unlicensed dogs. Included
in this basic service was the use of the County animal shelter in Devore.
Beginning in 1989, the City started exploring alternatives to this arrangement. At
the direction of the City Council at that time, staff was directed to begin work on a
City Animal Shelter. The policy direction was to also initiate a City run animal
control program. Between the time that design and construction started and finally
finished, the recession hit the economy and the revenues began to slip as well as
state raids on local revenues began in earnest. When the shelter was finally
completed in 1993, the City was in no position to start an animal control program of
its own that was estimated to cost approximately $650,000. Maintaining existing
programs was the priority and we were not in a position to begin a new one. In 1995,
staff identified a way that the shelter could be opened without a negative impact to
the general fund. However, the dollars that would become available would not be
enough to allow us to fund a City run program, it could allow us to open the City
shelter under contract to another agency. As part of the budget proposal for fiscal
year 1995/96 the city council reviewed the suggested funding plan and directed staff
to present a plan to open the shelter in the fiscal year 1996/97. With this direction
we set about getting proposals from agencies to run the shelter. We offered the
opportunity to the Pomona Valley Humane Society and the County. The County was
the only agency that came back with a responsive proposal and it was decided that
their proposal would be presented to the City Council. With the County's proposal to
run the shelter costing $180,700, we included the operation of the animal shelter in
the fiscal year 1996/97 budget proposal.
It is important to note at this point that the County has two separate contracts
relating to animal services. One is the existing animal control contract for $62,700
and the second is the contract to operate the animal shelter for $180,700. In addition,
the County is still allowed to collect all fees and licenses, which amount to about
$150,000. A City run program would cost much more than the $62,700 and $180,700
contracts and the $150,000 in license fees combined. Thus this arrangement with the
CITY/COUNTY ANIMAL CONTROL RELATIONSHIP
August 4, 1997
Page 2
County has enabled us to open our facility within our budget, and has allowed the
County to keep their fee schedule and contract costs stable with no increases.
With the approval of the fiscal year 1996/97 budget, work began on opening the
shelter under contract with County staff. The animal shelter opened in September,
1996 and is quite successful. The contract as it stands now provides for the shelter to
be open to the public five days a week. Public reaction to the shelter has been very
favorable and adoption rates are higher than they were at the County shelter in
Devore and higher than those of surrounding shelters. To date, the program has
been a success.
/dab
attachments
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: April 25, 1995
~.. Jack Lam, AICP, City Manager
FROM: Duane A. Baker, Assistant to the City Mana
SUBJECT: ANIMAL SHELTER OPTIONS
We have looked at a wide range of options for possible use of the Animal
Shelter. In looking at these options, it was felt that the most desirable outcome
would be to open the shelter for its intended purpose of serving the animal
control needs of the City. However, our examination was not limited to this as
we also considered options of leasing the facility to a private party such as a
veterinarian.
Private Operation
In the early stages of our research, we had to rule out leasing the shelter to a
private party. This is due to the fact that tax exempt bonds sold by the RDA had
restrictions on the percentage of funded projects that could be used by a
private entity. As you are aware, our lease arrangement with the Quakes uses
up the the percentage of the financed project that can be leased for a private
purpose.
Joint Public Use
With the private sector option eliminated the focus moves to operating the
shelter under public use. In this category was the possibility of pooling the
resources of a number of cities to run the shelter, like a JPA. This avenue is
not a promising one because the obvious partners are not interested or in a
position to help assume this responsibility. Ontario is facing another deficit
budget this year and are also facing a $140,000 increase to their animal control
contract. When I spoke with them, Ontario was not interested in pursuing a
JPA that would increase their costs and involve them directly in the animal
control business. Fontana, also, was not in a financial position to take o n
additional costs. Upland currently has a shelter and a program with w h i c h
they are satisfied.
Contract
The remaining options are to contract with another agency or provide t h e
service ourselves. In looking at the option of contracting out shelter
operations, we asked two agencies to prepare proposals: the Pomona Valley
Humane Society (PVHS) and the County. The PVHS, while very interested i n
providing service to us, did not provide any numbers with their proposal.
Attached for your reference is a copy of the letter that I received from the
ANIMAL SHELTER OPTIONS
April 25, 1995
Page 2
PVHS which relies on the fact that they would offset the cost for their program
with a development and fundraising effort in the community. While PVHS has
an excellent reputation with the other cities that they serve, it is impossible, as
I told them, to evaluate them as a service provider at this time.
The other proposal that we received was from the County. This proposal
outlines the cost to operate the shelter with 5, 6 and 7 days of operation.
Outlined below are the costs outlined by the County. In addition, I have also
listed all additional costs to arrive at a total figure.
7 days/wk 6 days/wk 5 days/wk
Shelter Operations 276,000 231,600 165,100
Animal Ctrl. Operations 62,700 62,700 62,700
City Janitorial & Maint. 25,504 22,148 18,975
Utilities 48,000 46,000 44,000
Total Annual Cost: 412,204 362,448 290,775
Capital Costs 32,000 32,000 32,000
Currently, the City budgets $75,000 for animal control services and we are
paying a certain amount for utilities at the shelter now. If you subtract these
current costs from the figures above, you arrive at the additional funds needed
annually to operate the shelter. For a 7 day operation the additional amount is
$330,004; for a 6 day operation the additional amount is $280,248; and for a 5 day
operation the amount is $208,575. The County currently provides 7 day service
at their shelter in Devore.
While we did not receive a dollar amount from the PVHS for their service, it
would probably be a bit more costly than the County's proposal. The City of
Ontario has a contract with PVHS which costs them $200,000 annually and is
about to be increased by another $140,000 although some of the increase will
be offset by higher fees. If PVHS were to contract with us, the cost of the
program would be higher than the amount charged to Ontario because of the
additional costs associated with staffing and operating our shelter. Ontario
currently uses the PVHS shelter in Pomona.
City Operation
Providing the service ourselves is also a costly option. The annual costs to
operate the shelter and provide animal control services are estimated a t
$501,720 for a 7 day operation. This amount is after deducting an estimated
$150,000 from license fees and revenue to offset operating costs.
Conclusion
Currently, the least costly alternative to opening our shelter is to contract
with the County of San Bernardino. This has two main benefits to the
community. The first benefit is that residents can use a local shelter without
having to drive to Devore. the second benefit is that animal control response
times and coverage of the City will be improved as officers will not be "down"
as long because they won't have to drive to Devore. However, the minimum
ANIMAL SHELTER OPTIONS
April 25, 1995
Page 3
amount necessary to open the shelter would be over $200,000. During a period
when we are trying to balance our budget, pay for increased labor costs and
reduce the utility tax I am not sure we can support an additional $200,000 i n
costs to the General Fund this year.
This is the best information we have at this time. I believe that the City
Council should not commit to a contract with either provider at this time.
/dab
cc: Bob Dominguez, Administrative Services Director
Jerry Fulwood, Deputy City Manager
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: February 29, 1996
TO. Mayor and Members of the City Council
FROM: Jack Lam, AICP, City Manager
SUBJECT: ARTICLE ON FUNDING FOR ANIMAL SHELTER
Today's article in the Inland Valley Daily Bulletin discussed the animal shelter and
800 MHz radio funds that will become available to fund a contract to operate the
shelter. As you will recall, last year during our budget process we discussed
possibilities for the animal shelter and at that time identified these funds and their
use to operate the shelter.
The article in today's paper was unclear on a couple of points. First it seems from the
article that the City would hire staff to run the shelter when it would really be an
expansion of our contract with San Bernardino County. Second, the article makes it
seem that these funds are an unexpected windfall. These funds were identified last
year and we were directed to include in this year's budget a plan to open the shelter
with those funds.
The budget process is begun and this item will be presented to you along with the rest
of the budget in the coming months. Please let me know if you have any questions in
the meantime.
JL/dab
CITY OF RANCHO CUCAMONGA
STAFF REPORT
DATE: August 21, 1996
TO:. Mayor and Members of the City Council
Jack Lam, AICP, City Manager
FROM: Duane A. Baker, Assistant to the City Manager
SUBJECT: APPROVAL OF AMENDED CONTRACT FOR ANIMAL CONTROL SERVICES W1TH
THE COUNTY OF SAN BERNARDINO
RECOMMENDATION
It is recommended that the City Council approve the amended contract with San
Bernardino County for animal control services. This contract is essentially identical
to the current contract which was approved in 1990. The contract has some minor
language changes in relation to liability, as recommended by the City Attorney.
BACKGROUND/ANALYSIS
The City currently contracts with San Bernardino County for animal control services.
The current contract was signed in 1990 and is for $62,700 annually. The new
contract amount does not change and the language is essentially identical to the
current contract.
The only changes to the contract's language are some minor adjustments regarding
liability. These changes were requested by our City Attorney and were included in
the new contract by the County.
As the current contract has been meeting the needs of the community at a cost that is
lower than for any other surrounding community, staff recommends adoption of the
amended contract.
Duane A. Baker
Assistant to the City Manager
/dab
CITY OF RANCHO CUCAMONGA
STAFF REPORT
DATE: August 21, 1996
Mayor and Members of the City Council
Jack Lain, AICP, City Manager
FROM: Duane A. Baker, Assistant to the City Manager
SUBJECT: APPROVAL OF CONTRACT FOR ANIMAL SHELTER SERVICES WITH
THE COUNTY OF SAN BERNARDINO
RECOMMENDATION
It is recommended that the City Council approve the contract with San Bernardino
County for animal shelter services. This contract is the result of City Council action
when the FY 96/97 budget was approved. The contract will provide for the operation
of the Rancho Cucamonga Animal Shelter by the County of San Bernardino. The
contract amount is not to exceed $180,700 and will be funded from account 01-4162-
6028. These funds were made available when the debt service for part of the 800 MHz
radio system was paid off.
BACKGROUND/ANALYSIS
When the 1996/97 budget was approved by the City Council, staff was directed to enter
into a contract with San Bernardino County to operate our animal shelter, which was
built in 1993. The contract being approved tonight is the result of that action.
This contract will open the animal shelter for five days a week from Tuesday through
Saturday. It will also provide for coordination of City volunteers with the County
operation. When our shelter is open, residents will no longer have to drive to Devore
to find a lost pet. Also, animal control officers will be able to spend more time
patrolling the streets and responding to calls for service and less time transporting
animals to the shelter.
In addition to the improved service and convenience for our residents, this contract
will allow our shelter to open without increasing the General Fund budget. This is
accomplished as the result of some fortunate timing. For the past five years, the City
has been paying for its portion of a new radio communications system. The largest
part of those payments were completed last year. This made those funds available for
opening the animal shelter without the need for additional revenue sources.
This contract follows the City Council's direction and provides for a very cost
effective way to improve services to our residents by opening our animal shelter.
R~' 7C Submitted
/
b
uane A. Baker
Assistant to the City Manager
CITY OF RANCHO CUCAMONGA
STAFF REPORT
DATE: November 6, 1996
T~. Mayor and Members of the City Council
Jack Lam, AICP, City Manager
FROM: Duane A. Baker, Assistant to the City Manager
SUBJECT: UPDATE ON ANIMAL CARE FACILITY
The first month of operation for the Animal Care Facility has been a success. The
month has seen tremendous community support as well as media support.
Opening on September 24, 1996, the Animal Care Facility has taken in 171 dogs and
210 cats to date. Of these animals, 78 dogs and 47 cats have either been adopted out to
new homes or reunited with their owners. This is an adoption/return rate of 32.8%.
Our goal is 100% and we will make great strides towards that goal with the help of the
community, dedicated staff and volunteers.
Part of the facility's success is due to people knowing of its existence. Prior to and
since opening, the Animal Care Facility has been the beneficiary of articles in the
San Bernardino Sun and the Inland Valley Daily Bulletin. An article also appeared in
the last issue of the Grapevine and will be followed up by articles in the upcoming
Grapevine. These articles have been about the facility's location, phone number,
hours and volunteer opportunities. These written notices have also been followed by
announcements on our PEG channel, RCTV-3. You might have seen one of these
announcements which includes the picture of one of the puppies available for
adoption.
This publicity has been very helpful. To date, over 600 individuals have visited the
facility and over 750 people have called to ask about animals and adoptions. I believe
these numbers will increase as more people come into contact with facility through
activities at the Epicenter or Adult Sports Complex. The location of the facility in
such a public place is a definite benefit as it will increase awareness and adoptions.
Other forms of outreach include a web page and appearances at community events.
Thanks to our volunteers, the Animal Care Facility was able to gain a great deal of
exposure at the Grape Harvest Festival. Volunteers brought a puppy to the booth at
the Festival and answered questions as well as raised awareness about the Animal
Care Facility, pet adoptions and humane education issues. This Was the first of many
community events to come. When the web page is completed, it will feature pictures
of pets for adoption as well as volunteer opportunities. It will be just one more way
for residents to get information on adopting a pet.
ANIMAL CARE FACILITY UPDATE
November 6, 1996
Page 2
As with other City operations, the paid staff is able to provide a basic level of service
and the extra services that make the program superior are made possible by
volunteers. The volunteers at the Animal Care Facility will provide services such as
pet grooming, basic pet training, adoption counseling, and exercise for the animals.
During the first month of operation, we have a had a few volunteers assisting us with
animal grooming. However, the potential is much greater. We have on file the
names of 30 other individuals who are ready to assist with their time and talent and
this is just the beginning. The contract staff has used this first month to get their
procedures worked out and to get used to the new facility. Now that they have their
feet wet, they are prepared to begin orientation and training for the majority of
volunteers. These orientations will be held on a regular basis and will help insure
that the volunteer experience is a positive one for the volunteer and a beneficial one
for the City and the animals. The first orientation is scheduled for the end of
November 1996.
Since opening, the Animal Care Facility has enjoyed success and support from the
community and volunteers. This is just the beginning for this facility as the
continued energy and support from the community propel it forward to even better
service to our residents and the animals they love.
Duane A. Baker
Assistant to the City Manager
/dab
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: July 30, 1997
TO: Jack Lam, AICP, City Manager
FROM: Suzanne Ota, Community Services Manager
SUBJECT: Senior Citizen Van Transportation
On July 29, 1997, I met with Al Neuman President of the RC/Ontario Service Club to discuss the
possibility of this service club providing van transportation for senior citizens to and from the
Senior Center. I indicated to him that we were looking into the possibility of finding a surplus
City van for this purpose. The van we're looking at would seat 7 passengers and the driver.
The senior transportation program we discussed is as follows:
1. The hours of service would be between 9 am to 3 pm, Mondays through Fridays to bring
senior citizens to the Senior Center for Nutrition meals from 11:30 am to 1:00 pm. This would
entail 2 trips in the morning and 2 trips in the afternoons. AI stated he would use between 7 to
10 volunteer drivers to cover this service.
2. We would need dispatch services to take reservations for the transportation service. We'd
probably want to set this up at the Senior Center and take reservations at least 24 hours in
advance. A1 said he'd have 2 to 3 volunteers for this.
3. The Service Club would provide a $1 million public liability and automobile insurance
coverage for the van and their volunteer drivers and would maintain the vehicle.
4. We agreed that there should be an agreement for this program, and the agreement would
stipulate that the City is donating that van for the primary purpose of providing senior citizen
transportation during the times required by the City. If the service club is unable to provide this
service, the van is to be returned to the City.
A1 stated that the RC/Ontario Service Club has 149 members and 14 retired members. I told A1
I'd discuss our meeting with you and get back to him. He said that if we wish to proceed with
the program, he would want to take the agreement to his Board for review and approval. Their
next Board meeting is Wednesday, August 13, 1997.
Joe O'Neil and I spoke to Susan Stark about this matter. She indicated that the vehicle
replacement fund was targeted for specific future vehicle replacements. Joe and I suggested that
perhaps in future year budgets we could extend the replacement time and/or increase the vehicle
replacement amounts to cover this van replacement for FY 1997-98.
Respectfull ' ,
ta
Comtrnunity Services Mananger
cc: Jerry Fulwood, Deputy City Manager
Susan Stark, Finance Officer
Rick Gomez, Community Development Director
Joe O'Neil, City Engineer