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About the cover
The Rancho Cucamonga Public Library's mission is to:
City of Rancho Cucamonga
RANCHO
FISCAL YEAR 2022/23 Ignite Curiosity
C0b cw0 ADOPTED BUDGET • Transform Lives
CAIIMAMIA
• Create Community
-, In keeping with its Mission and the City Council's Vision, "to build on
our success as a world class community, to create an equitable,
sustainable, and vibrant city, rich in opportunity for all to thrive," the
Library Services Department recently launched several new
initiatives including:
` 24/7 Library Services
In August 2021 a library materials kiosk was installed outside the RC
Family Resource Center. The 24/7 library kiosk contains more than
300 popular titles in print and DVD formats and includes materials
in both Spanish and English languages. As its name implies, the
machine is available to library cardholders around the clock ensuring residents have access to library
materials at the time that works best for their individual needs.
Library of Things (LoT)
With the support of a California State Library grant, the Library launched the LoT in March of 2022. This
special collection contains unique items such as sewing machines, air fryers, toys, tools, baking pans,
and musical instruments. The collection offers users the opportunity to "try before they buy" and "borrow
over own" while promoting sustainability through a shared economy.
Seed Library
In the spring of 2022, the Library began offering free packets of fruit, vegetable, and flower seeds. The
Seed Library encourages residents to grow plants and return harvested seeds to help the Library provide
the next generation of seeds. Seed packets have been very popular, and children have been returning
to the Library to share stories about their home gardening experiences. The Seed Library creates
opportunities for families to spend time together and save on household food expenses.
Career Online High School (COHS)
Coming in the fall of 2022, the Library will begin offering scholarships to help residents 18+ years old
obtain a high school diploma through an online program. Students work through a self -paced curriculum
to complete their high school education. The COHS program will be funded in part by the California State
Library and the Rancho Cucamonga Public Library Foundation.
Second Story and Beyond°
Second Story and Beyond° is an innovative project, evolving Library Services by blending traditional
lifelong learning with child development and informal education. This one -of -a -kind project will create
fun, play -based, interactive, and immersive experiences for visitors of all ages through the installation of
museum -quality exhibits. Second Story and Beyond° supports collaboration and 21st-century skills and
will help children build an ecosystem of interdependent literacies. It will combine dynamic, interactive
exhibits with creative programs engaging visitors as creators and innovators through open-ended play.
The project is scheduled to be completed in the summer of 2023.
RANCHO
CUCAMONGA
CALIFORNIA
CITY of
RANCHO CUCAMONGA,
CALIFORNIA
FISCAL YEAR 2022/23
ADOPTED BUDGET
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Table of Contents
Page
Introduction
City Manager's Executive Summary 3
GFOA Distinguished Budget Presentation Award 117
General Information
City Officials
121
Organization Chart
123
Functional Units by Fund Type
125
Snapshot of the City of Rancho Cucamonga
127
Population by Age
128
Educational Attainment
129
Principal Employers
130
Principal Sales Tax Remitters
131
Budget Guide
133
Budget Process
134
Budget Process Flow Chart
136
Summaries of Financial Data
Financial Summary — Operating Budget 138
Financial Summary — All Funds 139
Notes to Financial Summary 140
Budget Summary 142
Special Districts Summary 144
Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other
Maintenance Districts — Changes in Fund Balance 146
Revenue Summaries
Revenue and Resource Estimates 151
Revenue Summary by Category — Operating Budget 155
Revenue Detail — Operating Budget 157
Revenue Summary by Category — All Funds 163
Revenue Detail — All Funds 165
Revenues by Fund 185
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Table of Contents
Page
Expenditure Summaries
Expenditure Summary by Department — Operating Budget
190
Expenditure Summary by Category — Operating Budget
191
Expenditure Detail — Operating Budget
192
Expenditure Summary by Department — All Funds
198
Expenditure Summary by Category — All Funds
199
Expenditure Detail — All Funds
200
Expenditures by Fund
228
Funded Positions by Department — Summary
233
Funded Positions by Department — Detail
234
Fund Balance Summaries
Spendable Fund Balances 247
Summary of Changes in Spendable Fund Balances 251
Departmental Budget Details
Governance
City Council
Overview of Department
256
Fiscal Year 2022/23 Mission, Core Values, and Vision
256
Three -Year Expenditure Summary by Funding Source/Category
257
Three -Year Staffing Summary
257
City Clerk
Overview of Department
258
Fiscal Year 2022/23 Budget Highlights
258
Three -Year Expenditure Summary by Funding Source/Category
259
Three -Year Staffing Summary
259
City Treasurer
Overview of Department
260
Fiscal Year 2022/23 Budget Highlights
260
Three -Year Expenditure Summary by Funding Source/Category
261
Three -Year Staffing Summary
261
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
City Management
Overview of Department
262
Fiscal Year 2022/23 Budget Highlights
262
Three -Year Expenditure Summary by Funding Source/Category
263
Three -Year Staffing Summary
263
Performance Measures
264
Services to the Community
265
Public Safety
Police (Contract)
Overview of Department
266
Fiscal Year 2022/23 Budget Highlights
266
Three -Year Expenditure Summary by Funding Source/Category
267
Three -Year Staffing Summary
267
Performance Measures
268
Services to the Community
269
Fire District
Overview of Department
270
Fiscal Year 2022/23 Budget Highlights
270
Three -Year Expenditure Summary by Funding Source/Category
271
Three -Year Staffing Summary
271
Performance Measures
272
Services to the Community
273
Animal Services
Overview of Department
274
Fiscal Year 2022/23 Budget Highlights
274
Three -Year Expenditure Summary by Funding Source/Category
275
Three -Year Staffing Summary
275
Performance Measures
276
Services to the Community
277
Community Improvement
Overview of Department
278
Fiscal Year 2022/23 Budget Highlights
278
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
Three -Year Expenditure Summary by Funding Source/Category
279
Three -Year Staffing Summary
279
Performance Measures
280
Services to the Community
281
Civic and Cultural Services
Records Management
Overview of Department
282
Fiscal Year 2022/23 Budget Highlights
282
Three -Year Expenditure Summary by Funding Source/Category
283
Three -Year Staffing Summary
283
Performance Measures
284
Services to the Community
285
Community Services
Overview of Department
286
Fiscal Year 2022/23 Budget Highlights
286
Three -Year Expenditure Summary by Funding Source/Category
287
Three -Year Staffing Summary
287
Performance Measures
288
Services to the Community
289
Library Services
Overview of Department
290
Fiscal Year 2022/23 Budget Highlights
290
Three -Year Expenditure Summary by Funding Source/Category
291
Three -Year Staffing Summary
291
Performance Measures
292
Services to the Community
293
Administrative Services
Administration
Overview of Department 294
Fiscal Year 2022/23 Budget Highlights 294
Three -Year Expenditure Summary by Funding Source/Category 295
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
Three -Year Staffing Summary 295
Performance Measures (Procurement) 296
Services to the Community 297
Finance
Overview of Department
298
Fiscal Year 2022/23 Budget Highlights
298
Three -Year Expenditure Summary by Funding Source/Category
299
Three -Year Staffing Summary
299
Performance Measures
300
Services to the Community
301
Human Resources
Overview of Department
302
Fiscal Year 2022/23 Budget Highlights
302
Three -Year Expenditure Summary by Funding Source/Category
303
Three -Year Staffing Summary
303
Performance Measures
304
Services to the Community
305
Innovation and Technology
Overview of Department
306
Fiscal Year 2022/23 Budget Highlights
306
Three -Year Expenditure Summary by Funding Source/Category
307
Three -Year Staffing Summary
307
Performance Measures
308
Services to the Community
309
Economic and Community Development
Administration
Overview of Department 310
Fiscal Year 2022/23 Budget Highlights 310
Three -Year Expenditure Summary by Funding Source/Category 311
Three -Year Staffing Summary 311
Performance Measures 312
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Table of Contents
Page
Departmental Budget Details (continued)
Services to the Community
313
Building and Safety Services
Overview of Department
314
Fiscal Year 2022/23 Budget Highlights
314
Three -Year Expenditure Summary by Funding Source/Category
315
Three -Year Staffing Summary
315
Performance Measures
316
Services to the Community
317
Engineering Services
Overview of Department
318
Fiscal Year 2022/23 Budget Highlights
318
Three -Year Expenditure Summary by Funding Source/Category
319
Three -Year Staffing Summary
319
Performance Measures
320
Services to the Community
321
Planning
Overview of Department
322
Fiscal Year 2022/23 Budget Highlights
322
Three -Year Expenditure Summary by Funding Source/Category
323
Three -Year Staffing Summary
323
Performance Measures
324
Services to the Community
325
Public Works Services
Overview of Department
326
Fiscal Year 2022/23 Budget Highlights
326
Three -Year Expenditure Summary by Funding Source/Category
327
Three -Year Staffing Summary
327
Performance Measures
328
Services to the Community
329
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Table of Contents
Page
Capital Improvement Program
Summary by Department 333
Detail by Department 336
Annual Operating Costs/(Savings) 340
Appendix
Financial Policies
345
Legal Debt Margin
372
Debt Service Obligations
373
Glossary of Budget Terms
374
List of Acronyms
379
Description of Funds by Fund Type
380
THIS PAGE INTENTIONALLY LEFT BLANK
RANCHO
CUCAMONGA
CALIFORNIA
INTRODUCTION
PAGE 1
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE 2
MEMORANDUM
City Manager's Office
Date: July 1, 2022
To: Mayor and Members of the City Council
By: John R. Gillison, City Manager
Subject: Fiscal Year 2022/23 Adopted Budget
PRFI I Ir1F
"One person can make a difference, and everyone should try. "- John F. Kennedy
On Monday, May 2, 2022, Councilmember Sam Spagnolo passed away at the age of 80. With over 50
years of service to our Rancho Cucamonga community, this loss will be felt for years to come. Sam
Spagnolo was also a loving husband, father, and grandfather. Sam leaves behind his wife of 59 years,
Viola, three children, and seven grandchildren.
As we remember this pillar of our community, it is important to acknowledge the positive impact his work
has had in Rancho Cucamonga. Sam retired as a Fire Captain with 35 years of service to the Rancho
Cucamonga Fire Protection District.
PAGE 3
Prior to working for the Rancho Cucamonga Fire Protection District, he was a volunteer for the Alta Loma
Fire Department and subsequently was hired full time by the Foothill Fire District. Sam served many of
those years as an elected officer of the Rancho Cucamonga Firefighters' Association, where he built
coalitions benefiting public safety.
Sam was also involved in many community charities, even initiating several life-saving programs. For his
efforts, Sam received numerous accolades and recognitions for his service. He was the recipient of the
City's Cucamonga Peak Award in 1998, the City's Harvest Award in 2001, the Fire Quest Volunteer Award
in 2002, and received Congressional Recognition for his action in fighting the Grand Prix Fire in 2003.
Sam was the creator of the Ashley Smith Fund for child burn victims, founder of the City's CPR and first -
aid program, volunteer for "Spark of Love" Toy Drive, and a past Board Member for the American Heart
Association. Sam Spagnolo retired from the Rancho Cucamonga Fire Protection District on December 31,
2003.
While that would be a full career for nearly anyone, even after retirement, Sam felt the pull to continue
to serve his community. He was elected to the Rancho Cucamonga City Council in November 2004, and
re-elected in 2008, 2012, 2016, and 2020. He served as President of the League of California Cities Inland
Empire Division and as Chair of the Omnitrans Board of Directors.
Councilmember Sam Spagnolo dedicated his life to public service and was a pillar in our community. He
will be remembered by many for all his contributions to ensure Rancho Cucamonga became and remains
a world class community. But to those who worked closest with him, Sam will be remembered for his
heart. Always ready to lend a hand, Sam often lamented that it was a shame you couldn't do more for
people if they weren't ready to accept the hand, held out in friendship, to assist. Quick to defend his
friends and the staff who worked for the City, Sam was a mentor to many and perhaps most importantly,
he exemplified a set of values often associated with a different generation, one that valued service above
self. His example inspired many. We dedicate this budget message to his memory. As Sam would often
say - "If you are on time, you are late, and if you are early, you are on time." We will try to always be
early, Sam. Good-bye and God bless.
PAGE 4
Fiscal Year (FY) 2021/22 Budget Message Recap
"The measure of intelligence is the ability to change."- Albert Einstein
In 2021, the Budget Message started on page 5 with the
explanation that the new fiscal year was 1/3 COVID +
1/3 Recovery + 1/3 Brave New World. It was
anticipated that the new fiscal year would be a transition
between the prior year where COVID-19 was the HR Disci line
Fiscal Discipline,: P ,
dominant factor and a new year where a recovery was
well under way, but COVID was still important. The
theme was Disciplined Innovation, with an emphasis on
• Disciplined
Fiscal Discipline, HR Discipline, Innovation IQ and Inn."atinn
System IQ.
At the time, it was noted the following trends were 1
beginning to emerge, which were different than in the . System iq Innovation I
recovery following the Great Recession in FY 2009/10:)o
• Greater interest in development in southern
Rancho Cucamonga than other portions of the
city (continued through 2021 and into 2022)
• Increased interest in development along West Foothill Boulevard and Vineyard Avenue/Carnelian
Street (also continued through 2021 and into 2022)
• Substantial private investment in large scale industrial development including millions of square
feet of warehouses between Arrow Route and 4th Street and Etiwanda Avenue and the 15
Freeway (continued through 2021 and accelerated into 2022)
• A longer road to recovery for hospitality uses (hotels) than in previous downturns, as a result of
changing trends in business travel (did not continue; hotels have recovered locally to a level
higher than pre pandemic, and in record time)
• Brick and mortar retailers are weaker than ever before due to the inroads made by online
shopping (appears to be continuing although the rebound recovery has somewhat masked)
• Restaurants, particularly those without a drive-thru component, are struggling to win back market
share lost during the pandemic when they were closed (appears to be a short-term blip and
restaurants seem to be recovering fairly strongly)
• A new General Plan is being developed for Rancho Cucamonga. The General Plan, and related
Housing Element, had to be approved by early 2022 to meet State deadlines and the documents
contain a 20-year planning horizon (Done. Adopted December 2021.)
• Brightline West, a subsidiary of Fortress Investment Group is planning a 220-mile-high speed
electric rail line from Las Vegas to the Cucamonga Station. This $8 billion project would break
ground in 2021 and at its Rancho Cucamonga Terminus would connect with the Metrolink stop at
Cucamonga Station and the Ontario Loop (underground tunnel) from Ontario Airport to
Cucamonga Station. (Has not happened. Equity funding was unsuccessful. Brightline is working
on completing environmental clearance with the Federal government, is working to finalize
agreements with SBCTA and the City of Rancho Cucamonga for a local station, and is committed
to funding and breaking ground in 2023.)
As noted above, many of the trends continued, a few accelerated and others dropped away. Overall,
the discussion of V-shaped recoveries, W-shaped recoveries, and K-shaped recoveries was somewhat
academic. Although a bit slower than predicted due to continuing waves of COVID-19 (which are still
with us) the recovery was closest to a V-shape at least in the Inland Empire area of California, and in
fact, due to the overly generous stimulus levels, the bounce in consumer spending has been slightly
PAGE 5
higher than the dip although most forecasts are for that increase to level out soon. Shortages, be they
toilet paper, computer chips or raw materials, continue to this day and the global supply changes that
were optimized for just -in -time delivery are now so disrupted that in many cases equipment or supplies
can take 6-10 months to arrive at the customer level.
With respect to Rancho Cucamonga, our recovery economically has been relatively quick and relatively
robust (more later). As a City, however, COVID severely disrupted our business models and those have
not yet recovered. The use of even outdoor park facilities has really only returned to normal since the
start of 2022. Our Lewis Family Playhouse will be holding an abbreviated 2022/23 season and will not
return to normal performance levels and staffing until likely FY 2023/24. Both municipal libraries,
Archibald and Biane, have only recently begun expanding hours back to levels that approximate pre-
COVID. At the City, we continued to focus Fiscal and HR Discipline throughout FY 2021/22 and as we
move into FY 2022/23 our continued evolution and alteration of systems combined with implementation
of new innovations is beginning to take a more final format that will optimize services, staffing, and costs
for new 215t century challenges. The City continues to balance the risks, opportunities and challenges
associated with our local economy, regional and State economy, Federal actions, and other systemic
challenges using the Disciplined Innovation paradigm as a lens through which our various workgroups
developed targeted programs, projects, system improvements, and innovations that will help us realize
the City Council's Vision and Goals.
FY 2022/23 Budget Outlook and Approach
"Change is the law of life. And those who look only to the pastor present are certain to miss the
future. "- John F. Kennedy
Despite the considerable progress of the last few years, it is clear that COVID is at a minimum a medium -
term impact that will remain for the next several years, and possibly longer. Additionally, the disruption
in business models and paradigms has set a series of actions in motion as it relates to remote work,
employee vacancies/retirements and hiring, consumer confidence and sales/travel, and economic
development which will also take 3-7 years to stabilize. Finally, it appears increasingly likely that, partly
as a reaction to the over -use of fiscal stimulus during the pandemic, and partly as a result of the
increasingly frenetic pace of inflation, some type of short to medium term (18-30 months) significant
negative economic adjustment is going to occur. Accordingly, the City is focused on restructuring its
business lines to improve profitability, restructuring its service delivery to improve efficiency, and
capitalizing on the still robust growth so that when the inevitable adjustment does occur, we will be
better positioned to weather the storm.
Local Economy
'Look before, or you will And yourself behind. "- Ben Franklin
The last several years, the local economy has been extremely unpredictable. In FY 2020/21 we were in
the initial throws of COVID and the shut -down had dramatic business impacts. Going into FY 2021/22
we thought the recovery was ongoing, only to find out that that there were several more waves of COVID
yet to come which would disrupt/slow/extend the recovery through all of last fiscal year. As we look
ahead to FY 2022/23 it is clear the recovery has brought us back mostly to pre -pandemic levels, and yet
storm clouds remain on the horizon. We can see that COVID remains and although successive virus
variants have increased in contagiousness, they have generally been quicker and less severe (so far)
than preceding variants as much of the population is now vaccinated. Shortages of key products remain
a fact of life and new shortages (i.e., baby formula) develop regularly. The world is still adjusting to the
fragility of the supply chain, the importance of secondary and tertiary suppliers, and the need in many
cases to "on -shore" certain key products. We see continuing environmental fluctuations in terms of high
heat waves, high windstorms, severe drought, and year-round fire season. Finally, with the war in
PAGE 6
Ukraine dragging into its nearly third month, it is clear that geo-political instability has impacts on the
economy. Oil and gas are near all-time inflation adjusted highs, food shortages are looking possible for
some countries, and the production of a variety of products in eastern Europe is significantly disrupted
by the ripple effects of the war.
Before the coronavirus pandemic hit, everyone was experiencing both a statewide housing crisis and
unprecedented demand for industrial developments of all sizes. Those trends are somewhat unchanged
today, and perhaps might even be intensified. The vacancy rate for industrial is less than 5% in Southern
California and rents are growing 5% or more a year and are now more than $15 a square foot.
SoCal —
Industrial CRE
Market
014
SoCal
Industrial Market
Cost of Rent
14
5
12
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>. San Diego
24.9 6.5 11.7 -9.0
¢
-3
4
>
Orange County (MD)
20.8 5.8 6.3 -5.9
2
-5
0
Inland Empire
15.4 5.3 6.7 -8.2
C C1 vp ell,
Ca. C^11S l Cal
�Rent Growth
Vacancy Rate
Los Angeles (MD)
22.2 5.2 9.1 0.1
Although the market is slowly moving into the high desert as well as towards Banning/Beaumont, Rancho
Cucamonga remains a key focus area. In 2021 the City approved 2 million plus square feet of new
industrial and remains on track to likely entitle over 1.5 million square feet in 2022. There is another 2
— 3 million square feet presently working its way through the entitlement process. Although the focus is
on large industrial, small sites under 100,000 square feet are also in demand.
In terms of the residential market, it is extremely hot. Although it dipped briefly in early 2020 due to the
uncertainty of COVID-19, housing is in huge demand. Even with mortgage rates increasing into the 5%
range, rates remain reasonable by historical standards. Values have increased nearly 50% over their
COVID trough and now are at levels not seen since before the Great Recession in 2008. Rancho
Cucamonga remains the peak of the housing market in the western Inland Empire with values $50K -
$150K higher than our immediate southern and eastern neighbors, for an identical tract home from the
same builder.
PAGE 7
Upper Income Households - SoCal Cities UCR
1 of
Upper Income Households
SoCal Cities
so0
550
500
0
0 450 /
0
m 400
0
2 350
300
260
$100.000 to $149,999 -More than $150,000
111111111din 1-
Income Bracket - More than $160.000
Location
2019 Value (Households) I 5•Yr Growth (%i
Los Angeles County
Los Angeles 266,293 564
Long Beach 27,367 387
Anaheim 20,293 42.6
Santa Ana 11.819 154.1
Irvine 35,061 54.5
San Bemardino 4,731 173.5
Riverside 12,669 63,9
Rancho Cucamonga 13,927 40,1
San Diego 120,803 49.7
Chula Vista 17,025 95.1
Part of the draw to the Inland Empire remains the "relative" affordability as compared to Los Angeles,
Orange, or San Diego Counties. In Rancho Cucamonga, the success of our schools, the beautification of
our parks and public spaces, our reputation as a safe community, the variety of restaurants and shopping,
and amenities like the Lewis Family Playhouse, Central Park, and the Epicenter make the draw that much
stronger, and the demand in turn, attributing to the higher residential values.
11CR
Comparatives:
20 Largest
US Counties
Income <
Income > slflesS
HHs
HOUSING COSTS>
30% Income
50K
100K
Maricopa Arizona
1,611,722
29.01/.
Wayne Michigan
49.3%
21.7%
Wayne Michigan
689,270
30.8%
Miami -Dade Florida
45.6%
24.9°%
Tarrant Texas
727,094
31.5%
Bexar Texas
42.2%
25.3%
King Washington
907,761
32.3%
Clark Nevada
39.5%
27.8%
Bexar Texas
646,352
32.6%
Dallas Texas
40.0%
28.20A
Harris Texas
1,647,384
33.3%
Broward Florida
40.9%
28.9%
Santa Clara California
643,637
33.6%
Harris Texas
40.3%
29.8°%
Cook Illinois
1,985,613
34.2%
San Bernardino California
36.7%
32.1%
Dallas Texas
940,587
34.2%
Maricopa Arizona
35.3%
32.4%
Clark Nevada
915,607
35.3%
Tarrant Texas
34.8%
32.6%
Ala medaCalifornia
525,632
36.5%
Kings New York
39.7%
34.4%
Riverside California
734,948
38.3%
Cook Illinois
37.6%
34.6°%
Orange California
1,044,280
39.1%
Riverside California
33.7%
35.4%
San Bernardino California
644,758
39.2%
Queens New York
34.3%
36.5%
San Diego California
1,132,434
41.6%
Los Angeles California
35.0%
36.5%
Queens New York
784,552
41.8%
San Diego California
29.4%
41.8%
Broward Florida
705,472
42.1%
Orange California
25.2%
48.2%
Kings New York
976,091
44.6%
King Washington
23.7%
51.9%
Los Angeles California
3,328,398
45.0°%
Alameda California
23.7%
54.0%
_Miami -Dade Florida
912,805
46.9%
Santa Clara California
18.5%
61.3%_
PAGE 8
Local Hospitality Sector
"We take photos as a return ticket to a moment otherwise goner' - Katie Thu rmes
The Inland Empire is a relative newcomer to the hospitality industry. Even in Rancho Cucamonga, usually
a trend leader for the County, most of the growth in hospitality has happened in the last 14-17 years.
This growing industry, for both hotel and restaurant, was hard hit by the pandemic but has rebounded
quicker, and further, than was expected. The City is already seeing new restaurant tenants re -filling
vacant sites and most of the vacancies are now gone. New hospitality construction is finally beginning
again, and we are seeing fine dining and even casual restaurants once again starting to over -take fast
food which had tremendous growth during COVID. Current market rents are now back to their pre-
COVID levels.
With respect to hospitality, the market is
even more optimistic. While transient
occupancy tax (TOT) revenue was
adversely impacted by the COVID-19
Pandemic, the local Rancho Cucamonga
market recovered almost completely in FY
2021/22. Building on the improving hotel
and short-term rentals (STR) market,
TOT revenues for FY 2022/23 are % ,F-!
anticipated to increase more than 50%
over the prior year. The Hampton Inn (by i
Hilton) hotel on Foothill Boulevard,;...
started construction during the pandemic,
will be open for FY 2022/23 and we anticipate the new luxury Tapestry Hotel (by Hilton) on Base Line
Road will be open before the end of the fiscal year. That hotel, which will include a rooftop bar and
restaurant inside, is just the first of what is expected to be other new up-market hotel offerings in the
future.
As of April 2022, hotel occupancy is now pushing to 80% plus on average, taking the City back to pre -
pandemic heights. 80% is a key threshold as it is often the metric when the hotel industry looks to add
rooms. This rate is 10-15% higher than our neighbors.
76.5 76.3 77.4 78.6
75.7
73.3
71.6
66.6
58.7
66.5
74.4
75.1
201.4 125.9 80.8 62.5
24.8
7.3
13.2
18.0
24.0
23.5
12.3
-2.4
100
Projected
Occupancy
80
• •
•
•
•
•
•
•
•
vs
60
60
Historical
40
6
Range
20
Apr Mav Jun Jul
AuR
Sep
Oct
Nov
Dec
Jan
Feb
Mar
As occupancy grows, the demand to stay in nice, clean, safe hotels with adjacent services, shopping and
restaurants increases. Discerning travelers are increasingly turning to Rancho Cucamonga to meet that
demand, driving the increase in average daily rate (ADR) per room. Rates are increasing to the $150-
$170 range, a new high level for Rancho Cucamonga and $20-40 higher than surrounding areas.
PAGE 9
98.51 103.60 111.53 103.26 102.88 105.20 103.73 106.78 108.70 107.41 104.09 100.19
108.09 110.28 121.71 114.13 112.93 115.56 114.22 114.03 113.26 117.62 108.55 104.13
116.63 119.10 127.84 119.75 121.81 120.61 129.01 124.10 125.87 131.52 122.87 113.30
126.98 133.72 148.43 132.11 132.34 133.65 133.15 134.42 129.81 139.85 132.19 121.10
137.66 147.94 149.07 138.85 135.33 135.33 139.04 143.19 136.02 146.40 134.35 125.24
136.57 141.45 146.28 135.77 135.57 137.80 134.86 138.30 136.51 138.71 133.96 128.77
137.37 145.54 136.40 114.28 108.17 115.15 115.54 113.72 119.01 117.68 117.96 116.07
114.14 115.15 119.39 124.28 131.58 145.36 152.40 153.67 148.60 150.92 150.67 158.67
142.17 155.63 151.26 152.23 148.67 155.38 157.02 160.95 155.55 161.71 153.10 146.84
157.11 164.15 171.33 165.84 159.25 163.34 164.19 167.37 165.09
With increases in room rate, so too does profit increase. This takes the form of Revenue Per Average
Room or RevPAR. FY 2022/23 is projected to take the local hotels to new heights (grey dots) than they
have been historically (purple dots).
F $173
$163
$153
$143
v
G $133
$123
$113
$103
Apr 23
Oct 22
Apr 22
•`
Q' prr 1t8
,• • • •• Oc 1 , t17
• ` J pr 17
••• Oct20 • J
• � • V O t16
• • • Apr 1 � Apr 16
ct 15
`v Apr 15
Oct 14
$93 ----1
48% 53% 58% 63% 68% 73% 78% 83% 88%
TTM Occ (%)
The increase in RevPAR indicates the health of our local industry is solid and is founded on both
occupancy and rate increases. Although the City remains some 2% lower on TOT than neighboring
agencies, our hotel market is growing stronger and beginning to pull ahead of our neighbors in a
substantial manner.
PAGE 10
Local Property Tax
'America is a land of taxation that was founded to avoid taxation. '- Dr. Laurence J. Peter.
Certainly, few areas constitute as much of a third rail in California politics as the property tax. Property
tax is a lagging economic indicator because it is assessed a year in arrears and so major economic
changes aren't felt in the property tax collection for 1-2 years after they begin. Interestingly, right now
property tax is experiencing large jumps in growth due to property turnover. Were it not for Proposition
13, inflationary property tax growth would be even more significant. For most public agencies property
tax remains a critical revenue source that is generally stable from year to year and reflects the health of
a local agency. The City of Rancho Cucamonga experienced a net taxable value increase of 4.9% for
the 2021/22 tax roll, as compared to the countywide increase of 6.7%. This amounted to about $1.43
billion in assessed valuation growth. The Proposition 13 adjustment of 1.036% accounted for $258
million, about 18% of the growth in the city.
Residential property is roughly 70% of all property tax value in the city. The current median price for
detached single-family residential increased last calendar year by over 18%, which was the strongest
single -year growth since 2013. Growth in the number of home sales was virtually flat, with 1,965
compared to 1,988 in 2021, though regardless of supply, sale prices continue to rise. Even with recent
substantial jumps in interest rates relative to recent lows, the demand for homes, be it new or old,
attached or detached, remains near record highs. This does not appear likely to abate over the next
twelve months. Similar to last year, the market continues to push for more moderate and higher -end
apartment projects. The City presently has some 1,200+ apartments under construction, another 500+
that were recently entitled, and another 600+ going through the entitlement process. Despite recent
trends, single-family residential comprises over 44,000 units while multi -family residential is just under
21,000 units in Rancho Cucamonga. Given that a portion of The Resort North will include some more for -
sale residential, and all of Etiwanda Heights' 2,000+ units are for -sale, it is clear that single-family for -
sale homes will substantially predominate in Rancho Cucamonga for the next 10+ years.
$800,000
$700,000
$600,000
$500,000
U
a $400,000
N
07
$300,000
$200,000
$100,000
$0
—Median Price —Avg Price
10 �O �O �O 10 �O �O 10
Year
PAGE 11
Parcel Counts
Detached
79.7%
Attached
17.1 %
Others
2.7%
■ 2 Units
0.3%
■ 4 Units
0.2%
Others
0.1%
Total:
100.0%
As would be expected, the Victoria Gardens open-air lifestyle center remains the highest taxable value
property in the city of Rancho Cucamonga, closely followed by Homecoming in Terra Vista,
Prologis/Catellus industrial properties, Bridge Point industrial properties, Frito Lay, Schlosser Forge,
Goodman Rancho (warehouse) and a number of large warehouse projects owned by several LLC's as
well as some apartment buildings. Altogether, the top ten most valuable properties account for just over
6% of the total assessed valuation. Total valuation in the city is approximately $30.3 billion dollars. For
the second year, Rancho Cucamonga no longer has the highest total assessed valuation with Ontario in
the first position at $32.3 billion in value. Between the two agencies is a vast difference. As a pre -Prop
13 city, Ontario receives 17+ cents for every property tax dollar assessed while Rancho Cucamonga, a
post -Prop 13 city, receives only 5 cents.
PAGE 12
Property Tax Dollar Breakdown
S 0-2247 Education Rmenue Aug m entation Fund
$ 0-1690 Etiwanda Colony Elementary School
$ 0.1565 Chaffey Union High School
0.1484 County General Fund
S 0.1248 Rancho Cucamonga Fire District
$ 0-0511 Rancho Cucamonga General Fund
S 0-0429 ChaffeyCommunityCollege
S 0.0292 Inland Empire Utilities Agency- Imp C
S 6.0261
Flood Control Zone 1
Inlani d L -a . _ ;_ _i-rcy Mid- Iley
3:::ii:
Super-a-Coumyvide
y'-----
"l:i'-.; :; ::':: :r-PhWiealh'Hare' pa
S 1.0000
Looking at the Top 40 net taxable secured value changes, reveals a clear pattern that ties to the industrial
development trends discussed previously. Industrial property value growth upon sale continues to defy
gravity. Where in the prior year, the Top 10 value changes spanned a range from $9 million to $30
million, this year these value changes ranged from $15 million to $47 million, with one industrial property
increasing by a landmark $113 million in value upon sale. The Council's strategic look at how industrial
development is managed is proving fruitful, both to ensure the residents are protected from any adverse
environmental impacts and to help improve the fiscal performance of these properties as they evolve to
higher and better future uses.
PAGE 13
Local Sales Tax
In terms of sales tax, the situation has also changed. In FY 2020/21, the City lost approximately $2.7
million in sales tax. That represented an 8-10% drop in revenue. Although recouped last fiscal year, it
was largely due to a post-COVID bounce from consumers flush with cash. With cost escalation not
slowing down, the impacts on re -staffing and re -opening programs are significant. Of greater concern
are changes in sales tax allocation. With the pandemic having accelerated the shift to online retailers,
weaker brick and mortar locations are starting to attrit. Additionally, under the Wayfair court decision,
out of state retailers remitted sales tax to the County pools, where it was then allocated to underlying
jurisdictions based on their share of the County pool. In late 2020, a large online retailer with warehouses
in and out of California, changed their status to an in -state retailer. This change has shifted their sales
tax to the locations of the warehouse/fulfillment centers that deliver product to end customers. In so
doing, this entity was able to activate previously negotiated sales tax rebate deals with those fulfillment
center locations. The result benefits the retailer substantially and, in addition, negatively impacts
hundreds of cities in California. Now, going forward, the shares of sales tax most cities were receiving as
part of the County pool allocation are reduced, and all the sales tax goes to the very few locations with
the privilege of having a fulfillment center, regardless of where the end user resides or who ordered and
paid for the merchandise. In the case of Rancho Cucamonga, this impact was in excess of $1,000,000 in
sales tax that on an ongoing basis the City will no longer be receiving. While the impact of this is
somewhat blunted by the additional out-of-state sales tax collection from Wayfair, it is substantial.
a SALES TAX VS USE TAX - BRADLEY-BURNS
Sales Tax applies when the goods are located in
California at the time the sales occur. This
includes a stock of goods held in a California
warehouse, fulfillment center or retail stores.
UseTax applies when title t4 the goads passes to
the purchaser at a point outside of California_
Goods that ship to a customer from outside the
state are generally subject to use tax.
H&Q
PAGE 14
Q ALLOCATION OF BRADLEY-BURNS TAX
Sales Tax
* PLACE OF SALE {where the sale/order
was placed or negotiated)
Allocated directly to local jurisdiction
If an out of state retailer does not
have a permanent place of business
in this state other than a stock of
tangible personal property then local
tax will he distributed to the
jurisdiction where the inventory is
located at the time of sale
• PLACE OF USE
• Allocated indirectly through the
countywide use tax pool system
* There are certain circumstances
where local (1%) use tax can be
allocated directly.
H01,
a AMAZON - BRADLEY-BURNS ALLOCATIONS
Historical Structure New Structure
Out-of-state 41 in -state & out-of-state
Warehouses do CA were owned and Warehouses in CA owned and
operated by a 3" � operated by Amazon
Taxable goads "drop -shipped" ied in CA are subject to
customers 0011a/
• Local tax allocated to countywide use tax ' Local tax allocated directly based on
pooi based on where the goads were place of sale and indirectly based on
shipped/place of use place of use
Change retroactive to 4Q20
r'rr .sugr�lpe LE49Aausan res h][ rc�ured ra Aalva JMef! pel0le fef'lre 3prq rarelclen
x.'r.r�g�M ryar�wwnxY. rhrrrJon.i��A�rN�pr.�.tl�mnpersk aetl -d
ma ras e�Yrjr�q*i Ylrn-nY asrough 1Mi� �� /� r�rp�� H* fTj
PAGE 15
Local Tax
(Bradley -Burns)
Allocation..y Out et Slue :_a6lo4nQFonkfngn, CMKM
rdfirn,�,t owned s NAMM !
Guidelines ter
When sales tax Lac&lUA1s
to The cotlnblwide the jprrtladimon iI WM6
applies Goal on wont a+ tllril lrlrte m,rQ is
i
.. _
CALIFORNIA SALES & USE TAX: -
Tax Allocation Guidelines for Local Sales and Use Tax
This chart is designed to show general scenarios that can impact the California local (1%) sales and use tax allocation_
This chart does not exhaust all the sales and use tax law nuances that may determine a taxpayers filing status but rather
focuses on the most common processes from sale to delivery_
Ttatable
Transachan
In -Store
Dut of State Calilomia Fulfillment Calitamia In -Store In -Store
PLACE OF SAI Not In -Store
Fulfillment Center Owned& Fulfillment IGnofdswithdrewn Igoo�s withdrawn
LOCATION OF GOODS
ATTHETIMEOFSALE
Center Operated Lty a 3rd Party Center Irrve�rmo�iyrey in�enior�yl
Vendor`
tW CUSTOMER
Shipped to Picked up In• Drop•shlptled" Shlppedta Shlpped to Puked up Qverthe
Calitwnfa Store IClick & to California Califwnfa Callfnrnia In -Store Coun4er
RECEIVES O t t Customer Cdle�t} Customer Customer Customer IClidc &
cDllectl
ALLOCATION OF LOCALTAX
'ln thissrzrcorio- N.erctm7er does notowcrostork ofgood; in card ninorie mtes ordivs uer�gOtio a dwa o-ismts An out ofsmts rwrwwvurmt rnquired to hold
omtrerk pewit bran instate third petyx hausa if they do not o astock ofSoods at the time ofmWe.
So.—C.Iff. is Deparb—t IT.&rye Administration RegAatfons 1BD2&1699
PAGE 16
Forecasts for future growth of sales tax are also troublesome in some regards. Although statewide a
bounce was experienced by brick and mortar last year, especially in the 4t" quarter, that bounce appears
to be flattening and is not expected to continue for FY 2022/23. This slowing is expected going into the
4t" quarter of FY 2021/22 and further slowing is expected in 2023.
Local 1% Sales Tax by Calendar Year
S1,-0OUA
--------- 5170UM
Brick &Mortar 51,DOOh1
18.1'lo-Growth 2012-2021
— S8CUh1
Online SGDDM
TADDM
----- ---- 52DDM
5W
110 111 1p W 19 T5 'D6 47 W 119 '10 '11 '12 '13 '14 '15 '16 '17 -18 '19 "A '21
WAIyT, WAIT .. A i) J7 L
ITT ADDED IT
BA I -r�4t 1
CART x ��
PAGE 17
Forecast for F)l 2022123
In general, statewide sales tax trends indicate 2.4% growth in revenues in the immediate forecast, some
10% less than prior year. Pertinent details include:
• Autos and transportation will be up slightly over 3% but hobbled by gas prices, chip shortages,
battery components and overall production shortages. Prices are not likely to decrease anytime
soon. In any event, this is a modest area of growth for Rancho Cucamonga.
• Building and construction are expected to grow just under 1% due to cost of materials, especially
lumber. Plumbing and electrical supplies have seen double digit prices increases for three quarters
now. Mortgage rates are rising but have not yet dampened demand in this area because the
shortage of homes remain so large. Demand is also strong in the Inland Empire as people move
here for a relatively more affordable cost of living.
• Business 2 Business sales were up 17% in 4t" quarter and are expected to increase over 3% next
year. Areas of strength include e-commerce fulfillment centers as well as medical/biotech. Food
service sales is growing fastest as this area is returning to pre -pandemic levels.
• Food and drugs are expected to rise 2% as e-commerce grocery sales are rising. Gains are mostly
due to the cost of wholesale goods, transportation and labor being passed along to consumers.
Fuel by contrast is expected to decline in the 2% range. As prices rise based on constrained
supply and the conflict in Ukraine, they have reached the level where costs are so high it is
constraining and altering consumer behavior. Further increases will be offset by changed
behavior.
• Despite a strong holiday rebound in General Consumer Goods, and a very strong, prior year, the
rebound appears to be flattening. Very modest growth, well under 1%, is predicted for FY
2022/23.Of particular concern is a lack of consumer confidence, high inflation, the war in Ukraine,
and midterm elections, all of which are dampening consumer demand and increasing consumer
uncertainty about the future.
• Restaurants and Hotels remains a strong area of the market. Growth of near 6% is expected
which reflects the pent-up demand after being locked in and locked down for several straight
years. Rising prices are further enhancing gains. Sit down dining is gaining over fast casual as
consumers enjoy the experience as much or more than the menu items. Hotels and travel are
experiencing modest growth, except that locally, San Bernardino County is outpacing the other
competitive markets in Pasadena, Long Beach and Orange County. Rancho Cucamonga is leading
the pack for the Inland Empire in the recovery. The forecast for next year looks very strong for
Rancho Cucamonga hotels, especially as rates and occupancy continue rising and two more hotels
are expected to open.
Lastly, County pools remain a strong driver of sales tax. Growth of 4% is expected as online sales
continue to grow based on e-commerce fulfillment centers. As more agencies move to enter into sales
tax deals with online businesses, the County pool revenue further separates haves and have nots,
especially for those agencies with struggling brick and mortar centers.
Supporting local sales tax growth is the increase in employment in the Inland Empire. As of May 2022,
employment was up 7,500 positions over the prior year in fields such as legal, finance, insurance, and
cyber security. Logistics and hospitality were even stronger and rose over 2,100 jobs between February
2022 and March 2022 alone. Unemployment countywide was 4.3%, the lowest level since February
2020; the Inland Empire now has 24,000 more jobs than pre-COVID 19 and is leading the way for the
recovery in California.
PAGE 18
Local Economic Development Paradox
Beyond the uncertainties noted above, there is also considerable disagreement about the long-term
impacts of remote work. In reviewing the Rancho Cucamonga data, it is clear that although the absolute
unemployment rate is exceptionally low, in relative terms, overall employment has not fully recovered to
pre-COVID levels. What accounts for this? How much have things recovered?
Locally, despite employment below pre-COVID levels, we are also seeing exceptional price appreciation
in housing. What accounts for this? How has it impacted annual housing payments? Is the outbound
trend from the Inland Empire reversing?
Employment and Remote Work
This is the one big problem with working remotely: no one believes you have a job at all. "
- Scott Berkun
Nevertheless, there are some reasons for optimism. As the following slide makes clear, Rancho
Cucamonga has become associated with corporate headquarters and innovation. To some degree,
remote work is accelerating this trend due to the City's high percentage of knowledge workers with
advanced degrees.
Employment in the City dropped a bit more than California as a whole (reflecting our service sector)
during the pandemic. Those employment levels, while recovering, are still lagging, as the service and
industrial sectors struggle with the challenge of hiring minimum wage and just above minimum wage
employees for their positions in an economy where employees are in short supply. Nationwide there is
a 2 million employee shortage, reflecting the increased retirements the pandemic brought about as well
as simply the loss of working age people due to COVID.
PAGE 19
NONFARM EMPLOYMENT % BY MONTH VS. PRE-COVID (JAN.-FEB
2020) BASELINE: RANCHO CUCAMONGA, CALIFORNIA, AND RIV-SB
� ao�•0
j ; 98°•0
cn
H o
Z w 96%
W m
> LL 94%
O
a Q 92%
7
W W 90%
jr 7 88%
W W
p 0 86%
Z 7
Q O 84%
H U
0 LU 82%
d
80%
L N N N N fU fU fU fU N N N N PO PO PO PO Pi K) K) fU Z 0
W 0 Q Q Q (D Q Q Q a a 1 1 1 1 1 1 1
y z _� o z Q t„ a s cn o
(D a -a o o n � w n EU�-0 o N N
v
N
O
N
O
—Rancho Cucamonga —Riverside-San Bernardino —California
Because of the city's high percentage of knowledge -based workers with advanced degrees who reside
here, and are better positioned to work remotely, the economic impacts of the downturn were somewhat
blunted. As a result, the City remains in a strong position vis a vis the rest of the County:
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
OD%
RECENT UNEMPLOYMENT RATES - UNITED STATES, SAN
BERNARDINO COUNTY AND RANCHO CUCAMONGA
{DECEMBER 2021 - PRELIMINARY)
All changes have been sa%—:1
3.9%
3.6%
5.2%
Rancho Cucamonga United States San Bernardino County
PAGE 20
A great way to see the dichotomy is by comparing unemployment by sectors. The following chart clearly
illustrates the service sectors, including Government, still impacted by unemployment:
L00.000
80,000
60,000
40,000
20,000
0
CITY OF RANCHO CUCAMONGA: RECENTIEXPECTED
LEVELS OF EMPLOYMENT BY FIRMS LOCATED IN THE CITY
1
I co
V SVF1 Lf1 V V I V Ln
V I,y,1 _ cn A I V O Q
Y W Q1 Q1 I N Lq O O
cm
O1 Ql Lll
LA al12 W
'coo
N
W
$
N w Ln
81 in LO pp .i oa r m
++
i
1
N 1--� co
tn �
1
1
N1
4� cn
F 0
N
00
I
I
W
1
i
i
i
I
I
1
1
1
1
1
1
1
. . . . . . . . . . . . . . . . . . . . . . . . . .
O . N M � LO LO r- W M n .-I N rr) Ln W r- 00 O5 d -' LL. LL- 4- 4.LL
O O O Q O Q O Q O Q -- .--i -4 e-1 .-I _4 -4 .--I .-I r-1 N y f+I �LA lD
Q CD Q Q Q Q Q Q Q Q Q Q d Q Q b Q Q Q O Q W N N N N N
N TN N N N N N N N N TN N N N N N N N N N N N a Q v Q
N N IV N N N
O
N
Where did these employees go? Many retired and some passed away. With the rise of remote work,
software is helping automate certain tasks (improving efficiency). And the increasing level of automation
in newer industrial developments is reducing the need and changing the type of employees needed.
Some business types are changing altogether as fast food is eliminating dine in options for example and
moving to drive-thru-only (DTO). Taken altogether, these factors explain why unemployment is at record
lows, and yet, the City still has not equaled or exceeded pre-COVID employment levels.
It is expected, however, that later in 2023, the total employment by firms in Rancho Cucamonga, which
declined some —6,400 positions from 2019-2020, will eventually recover.
PAGE 21
CITY OF RANCHO CUCAMONGA:
EMPLOYMENT BY FIRMS AND HOUSEHOLDS
120,000
1ao,000
+Working
Households
Residing in
80,000
Rancho
Cucamonga
60,000
KIM
Ion
tFi rms -
�/
Employees
4o,ao0
Located in
Rancho
Cucamonga
20,000
0
-----------------
o i--i N m a u) �D n CO m O t--i N m V v7 tiD I- W M o ti �y LL LL LL LL
0 0 0 0 0 0 0 0 0 0 ti ti ry 6
O O o 0 0 0 0 0 0 0 0 0 0 0 0 0 o O N N m
� N N N N
N N N N N N N N N N N N N N N N N N N N N
N N N N 6
N 0 0 0 0
N N N N N
100,5
85,816
77,411
87,9
s9soa
68,a4
sas
58, 210
36, 83
As the first slide in this section indicated, Rancho Cucamonga has been working for several decades to
become a "corporate headquarters" with a focus in high tech, green tech, knowledge based workers.
Haven Avenue was originally zoned with an overlay for office to facilitate its economic development. The
pandemic has absolutely impacted this trend for office space for corporate clients:
IMPACT OF COVID ON EMPLOYMENT AND OFFICE SPACE
10,000
50,000
8,000
2,652
6,000
4,000
3,018
W
-5C,000
2,000
971
4
0,894
f
W
n
a
-100,000
4
"
-2,000
115,468
d
4,D00
-750,OOa
-6,000
-6,461
-8,000
-200,000
2019 2020 2021
Axis Title
MEMPLOYMENT CHANGE —OFFICE SPACE CHANGE
Pace 22
This trend impacts Rancho Cucamonga in particular due to the high number of residents with advanced
degrees, and the mismatch between our local jobs and the skills of our residents.
Figure 11. Educational Attainment of Rancho Residents and the Mirimurn Educational Requirements of
Rancho Jabs, 2017
■ Rancho Residents ■Rancho Jobs
64ro
37%
29�
21% 14�
High School or Less Some College or Bachelor's Degree Advanced Degree
Postsecondary
Rancho Residents shown are for ages 25 and older.
Sources: American Cornmunily Survey: 2014-2018; Long+ludinat Ernployrnent Household Dynamics, 20 i7;
U.S. Bureau of Labor Statrstics 202.)
This trend also explains a lot of the "freeway commute" that takes place into and out of Rancho
Cucamonga. Many of the jobs in Rancho Cucamonga are occupied by people who live in lower cost
housing markets in Fontana and Riverside, while many of our own residents still drive to jobs in Los
Angeles.
reek ake
: [} M[ B 1- A,
Burbar — —
�..I Ar is Azusa �-~ ink
Rancho San Bernardino
Cucamon Fontana
Los Angeles Pomona ° {4arrd5
C i[y of Yur:ar
.,,inla bAo•�ice 'r' Chi :bol
Commerce Indusiry feol "' CAlime
VVhitti®r Rivers! e
Inglewood
FM Downey Moreno Valley ._
no Hills Norco
to Park Merch Air
DRIVE FOR WORK DRIVE FOR HOUSING (off corona Reserve Bow
Lake mart ews Lakeview
Estelle
Mountain Nuevo
Overall, the state of the office market is in flux. COVID accelerated remote work and many corporate
entities realized that not only was remote work feasible, it was also potentially a cost savings. For many
entities, a return to in person work is not welcome from a cost perspective. But companies can generally
only leave office space when a lease is up. According to Cushman and Wakefield, vacancies in Southern
California are 15-17% although the Inland Empire is relatively low at 9%.
PAGE 23
Where is this vacant space, especially in Rancho Cucamonga? The attached chart shows that location:
118 Office Spaces for Rent in Rancho Cucamonga, CA
' w codes
I. -rent m 3n
1 Sort By Best Match
Rod'us
I'd YCjUM Glen HeIrn Raceway
-ng Ycn
Mountain ImAey
.,an ArTionio
Heights �FhoroughHred
ClaremnHills ChristmasVght
Wilderness Park J.=v>ar,,.t SIERRA LAKESMcCarthy 0 AEILH-S
RIALYQ AIIEPCRt
L'IWANOA.
ALV L 6U.
ang
f r'x:[n'I`B �R�'TM'."-` - WFocihiE 3lyd
Cu
U land
i� Kaiser Forrtana
lyi prldir Kaiser Permanents
Cucamonga-Guasti Fontana Medical Cemar
Reglnnal Park
Ontarlo ��—��hl�dLapnerco I �Imlrvnm�+•�*m Map Satellite ,
Previously office space was critical as the location where employees worked and were supervised.
Remote work has changed that equation. In the future, it is more likely that office space will be seen as
one way in which employees can network, connect and validate each other and the work they perform.
This has application to the changing nature of office space.
Two post-COVID scenarios are likely. A quick rebound from vacancies in 2022 into early 2023 or a longer
recover beginning in 2022 and lasting into 2025 where it will remain flat for another 3-5 years. The latter
seems more likely. It will take time for employers to decide what to do with their office space, and how
much office space to offload. Further, with the length of leases this change will likely take years to work
through the market.
PAGE 24
SCENARIO #2: TOTAL SQUARE FOOTAGE AND VACANCY RATE
FORECASTED OUT BY YEAR
4,000
15%
11 °%
3,800 9% 1 10% 11% 1096 ICRA 9%
10%
$ 7%
3, 600 6 i 556
N � �
3,400 j
O 3,200 3,i22 3,103 3,10310 3,107 3,157
3,000 2_ 287
2,${YO
2,600
2,400
z
3 235 3,263 3,291 3,282 3,274 3,274 3,274 3,274 ¢
1
M142
i
I
1
1
1
i
i
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Axis Title
MPREVIDUSLY OCCUPIED ABOSRBED EXISTING SPACEIIIIIIIIIIIIIIIIIIIIABOSRBED NEW SPACE
MVACANT -4m-TOTALSF —VACANCY°%
This aligns with the City's Economic Development Strategic Plan. The new focus on the Haven Avenue
Corridor includes mixed use developments and office campuses. Growth industries for future office space
include health care, technology, creative industries, professional services, government and administrative
support. The City is continuing to focus on office space and uses, but the days of large Class A office
buildings are not likely to return in the near future.
SECTORS
DEMAND
OFFICE
SPACE
10 YR. ESTIMATED
INCREMENTAL
OFFICE SQUARE
FOOTAGE NEEDED
FUTURE OUTLOOK
OFFICE
CONSTRUCTION
IMPACTOF
AUTOMATION
IMPACT OF
REMOTE
WORK
RECOMMENDED
PLAN FOR THE
FUTURE
HEALTH CARE
HIGH
167.776
HIGH
1.7%
MINIMAL
INCENTIVIZE
NEW INDUSTRIES
HIGH
TDD
HIGH
NIA
THE
INCENTIVIZE
CREATIVE SERVICES
HIGH
TDD
HIGH
POSTIVE
TDD
INCENTIVIZE
AI!TECHNOLOGY
HIGH
TDD
HIGH
POSTIVE
TDD
INCENTIVIZE
PROFESSIONAL SERVICES
HIGH
53.872
MODERATE
0.0%
HIGH
INCENTIVIZE
FINANCE & INSURANCE
HIGH
12.866
MINIMAL
-32%
MODERATE
INCENTIVIZE
MANAGEMENT SERVICES
HIGH
2.757
MINIMAL
1.3%
MODERATE
INCENTIVIZE
INFORMATION
HIGH
-4.781
MINIMAL
-20%
MODERATE
NIA
EDUCATIONAL SERVICES
HIGH
-7.103
MINIMAL
1.1%
MINIMAL
INCENTIVE
GOVERNMENT
MODERATE
90.636
HIGH
0.0%
MINIMAL
SPILLOVER
ADMIN ISTRATVE-SUPPO RT SERVICES
MODERATE
10.628
MODERATE
-22%
MODERATE
NIA
ARTS. ENTERTAINMENT
MODERATE
1.294
MINIMAL
0.4%
MODERATE
INCENTIVIZE
OTHER SERVICES
MODERATE
5.305
MINIMAL
-1 7%
HIGH
INCENTIVIZE
REAL ESTATE
MODERATE
-1.416
N/A
1.3%
MODERATE
SPILLOVER
RETAIL TRADE
MINIMAL
0
NIA
QO%
MINIMAL
POP GROWTH
MANUFACTURING
MINIMAL
0
NIA
-32%
MINIMAL
REZONE
RESTAURANTSHOTELS
MINIMAL
0
NIA
-32%
MINIMAL
SPILLOVER
CONSTRUCTION
LOW
0
NA
29%
MINIMAL
SPILLOVER
TRANSPORTATION.IWAREHO USE
LOW
0
NIA
-32%
MINIMAL
REZONE
WHOLESALE TRADE
LOW
0
NA
-32%
MODERATE
REZONE
TOTAL
331.844
-3 2%
PAGE 25
Housing Trends and Price Appreciation
Rancho Cucamonga is at this point in its development a large agency with a population in excess of
180,000 and on its way to over 200,000. Because of the strong school districts in town, lower crime
rate, and safe community status compared to neighboring agencies, the City has always been a desirable
community. COVID does not seem to have changed that calculus, and oddly, despite unemployment,
price appreciation in the City seems to be rocketing upward.
• From March 2019 to March 2020 price appreciation in the City was below 5%
• From April 2020 to November 2020 price appreciation in the City was 15%
• From November 2020 to September 2021 price appreciation in the City exceeded 15%
• Although levels have declined somewhat, price appreciation is still in excess of 10%
25%
HOUSING PRICE CHANGES ANNUALLY
RANCHO CUCAMONGA AND RIVERSIDE-5AN BERNARDINO
(MARCH 2O19 - DECEMBER 2021)
20%
A
IN
15%
10%
—
1
5%
■1��
— — — — — — — —
— — — — — —
0%
�r
T
O1
M 04 O1
M
O Q 4 4
N N N N N N N N N
rl
N N N
rl
4
N
rl
ti
m
ri ri rl
Q Q 4
N N N
ri r-� rl
1 r 1
�n n m
r�
Q
N
r�
1
�
O Q 4 4 4 Q 4 4 4
N N N N N N N N N
r-� ri ri ci ri r-� rl ri ri
1 1 1 rn LA
,--� m 6n n m � N m LA
O 4 Q
N N N
rl r-� r�
1 ti
n m �
Riverside -San Bernardino Area Rancho Cucamonga -
Single Family
There is a relationship between price and mortgage rates. Mortgage rates are a secondary driver of
housing demand (employment growth being the primary). Rates also impact prices with relatively lower
rates helping with price appreciation and increasing rates often serving to moderate price appreciation.
The chart below, on mortgage rates, is the inverse of pricing in the City of Rancho Cucamonga:
PAGE 26
UNITED STATES: 30-YEAR FIXED MORTGAGE RATES
(JAN. 2018- FEB. 2022 BY MONTH)
6%
V]
F 5%
w
¢ 4%
t �s
r
g 3%
a
w
x
u- 2%
o:
w
r
0 1%
M
0°/0
v v ID a ro a v v v ro o °� v W 0 Z !W
N N CT C C N N h] 6 N N h] C7 C7 N
N O OD CD N co CD N C7 C7 @ N K3 1 N
C] 1 C7 1 C7 N C7
OD N N N N N C7 N N N
00 0 C7 c0 C] C7 p C] C]
N
CO 00 C9 Co C7 CD
YO
Even with the moderating impact of mortgage rates, the relationship between housing supply and
housing demand remains a key driver of price appreciation. Recently, inventory in the City is less than
pending sales (a measure of demand), which continues to drive price appreciation:
s 1,000
0 900
q w 800
z z 700
0 600
a 500
400
o 300
z 200
z 100
M 0
RANCHO CUCAMONGA PENDING LISTINGS AND HOUSING INVENTORY,
AND CUMULATIVE HOUSING PRICE CHANGE SINCE JAN. 2018
(JANUARY 2018 - DECEMBER 2021)
2020 Q2:
1st Qtr. of
Significant
COVID i
10%
I�tI�
I '
Since significant COVID
impact began, inventory
has fallen closer to and
even below pending sales
V
40%
a
35%
30% oz
4
25% < w
20% o z
15% a
10%
5% o
V
0%
z
N N N N N N N N N N N N N N N N
d o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
00 00 00 a In ID ID In 0 0 0 0 N N N
b b b N b b b N b b b N b b b N
W F 1D N W F 10 N W F 1D N W F ID N
O O O O O O O O O O O O O O O O
=Rancho Cucamonga Housing Price Change —Rancho Cucamonga Housing Inventory
—Rancho Cucamonga Pending Sales
PAGE 27
So why is new development minimal? Put very simply, as the City approaches buildout there is a scarcity
of residentially zoned/approved developable property; the property remaining is more expensive and
challenging to develop; builders are also increasingly looking at for -rent instead of for -sale to recoup
their costs:
NEW RESIDENTIAL: FOR -SALE HOMES AND APARTMENTS
4,000
ROBUST/BUBBLE RECESSION/DEPRESSION RECENT RECOVERY
3,500
3,000
2,500
2,000
1,500
1,000 I
Soo
0
oti ti o� N a� a° a� a� do titi ti`� ti� tia tih ti° ti� ti$ ti° tia yti �,�
tio�tia tio° ,yo tio° do tia do tia tio°�'tia do do do do do do ,yo tia tia do do ���P
4
Rancho Cucamonga Single Family Per RanchnCucamnmga Attached Permits
■ Rancho Cucamonga Apartments
This continues to drive uD the price Der square foot:
PAGE 28
Prices will remain high as long as sales remain low by historical standards:
RANCHO CUCAMONGA:
SINGLE FAMILY DETACHED AND ATTACHED HOUSING SALES
3,500
r
1,500
1,000
500
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
■Sales - Single Family Detached Sales - Attached
3,104
3,015
2,859 2,863
2, 552
346
2,015
1,Sfi9 1,577 1,562 1,519
1,494 1,470 1,478 1, 509
1, 338
1, 3fi1
1,338 1, 320
1,192 1,228
A
A
A
G
A
w
o
A
�
�
Regional/State/Federal Economy
Certainly, no discussion of the local economy is complete without reference to the larger context in which
we all operate. For that, the City of Rancho Cucamonga generally uses the regional forecasts provided
by Christopher Thornberg, the Director of the UC Riverside School of Business Center for Economic
Forecasting and Development. Mr. Thornberg is also the Founding Partner for Beacon Economics LLC.
Based on his most recent forecasts in April 2022, Mr. Thornberg is indicating that the economy has largely
recovered at the macro level; the fiscal and monetary policy reactions were excessive; there is a lot of
geopolitical uncertainty; and the main concerns short term are inflation, a potential contraction as
monetary easing tightens, and the Federal budget deficit. COVID appears to have largely accelerated
pre-existing underlying trends (noted above also) in the areas of housing, land use, and labor markets.
Shortages, particularly of employees, are likely to remain for an extended time, but the Inland Empire is
well positioned for growth. Some of his key points include:
PAGE 29
The economy has largely recovered:
The U or V Debate...
Q417-
Q419-
Real Growth Rates
Q419
0421
Gross domestic product
4.9 %
3.2%
Final Demand
5.1°%
4.0%
Personal consumption expenditures
4.9 %
4.4 %
Services
4.2%
-D.6%
Fixed investment
6.8%
4.9%
Structures
7.7%
-22.3%
Equipment
5.1 %
6.0%
Intellectual property products
16.1°%
14.7%
Net exports of goods and services
3.8°%
58.3%
Exports
0.5%
-6.1%
Government
4.2%
1.3%
National defense
9-4°%
-1 4%
Nondefense
4.8%
7.2%
State and local
2.2%
D.9%
Real GDP and Final Demand relative to
long run trend
22000
21000
20000
19000
18000
17000
IMP
Business
16000
01 Q3 01 03 01 03 Q1 Q3 01 03 01 Q3 Q1 03 01 03
2014 2015 2016 2017 2018 2019 2020 2021
—GDP —FD —GDP Trend —FD Trend
During the recession, consumer spending switched to durable products (hence the spike in internet sales
which favored certain agencies in the Inland Empire), but services are slowly recovering:
An Uneven Recovery
Real Consumer Spending Relative
to Pre-Covid Trends
30.0%
20.0%
10.0%
0.0%
-10.0%
-20.0%
-30.0%
N N N N N N N N N
M r? :3 U rl 7 U M CL 7 U M
� Q —' O Q 1 O_5 Q O
—Durables Non -Durables —Services
PAGE 30
As noted, housing nationwide is a hot commodity both in terms of sales and prices:
Housing — U.S.
Existing Homes Sales (NAR SAAR)
7000.0
6000.0
5000.0
4000.0
3000.0
2000.0
1000.0
0.0
m 1? m ti o N - rn a m m in m o
o� rn rn rn rn o g o c�
grn ME grn 2U) @2cn 2
Supply of both new and existing homes is low:
14.0
12.0
10.0
Case Shiller HPA YoY
25.0
20.0
15.0
10.0
5.0
0.0
-5.0
-10.0
15.0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o a
rd c61 It 164 AcV N 60%cb
O O O O O O O O O O7 7 70 0
rn rn rn rn m rn rn o 0 0 0 0 0 0 0 0 0 0
UCR
School of
Business
Months Supply of Homes
UDR
School of
Business
"0 � l
6.0 It
4.0 yl
2.0
0.0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
nC� u�d) UDC L�d,r66r
0 0 0 o a o 0 0 0 0 0 0 0 0 0 0
LfJ I� M N V Q0 M Q0 M O C+') LI') f� CD
ca Co co M M 07 0')
0 0 0 0 - r N
67 O 0 0 0 0 0 0 0 0 0 0
f - � N N N N N N N N N
—New Existing
PAGE 31
This situation is acute in California:
CA Housing Market
State vs National Prices '
700.0 2.5
60D.0
2.0 Maricopa County 442.537 30.1
500.0
5 Clark County 405,542 28.5
400.0
Riverside County 571,261 28.1
3000 10
San Diego County 857.991 24.9
200.0
0-5 San Bernardino 502.637 24.2
100.0 County
Orange County 998.468 23.2
0.0 0.0
rn
cow rn o N r? in m m m�<7 v '7 '7 rn rn o 0 0 0 0 0 o r 7N Denver County 600,519 19.0
a aaaC30 0 Caaaaa Oa
—us CA —Ratio Los Angeles County 824,244 16.1
And even more so in Rancho Cucamonga:
Residential Real Estate
Median Home Prices
750
650
550
6 450
0
0
350
250
150
50
^^ ^0 ^3 ^'b ^,N ^h ^`° ^`° ^A ^(b ^o' ^°'
—Fontana Ontario
—Rancho Cucamonga —San Bernardino
—Victorville
PAGE 32
Even Rental housing is increasing in prices:
Cost of Rent
2,250
2.000
`0 1,750
G
N
0
1,500
0 1,250
1.000
UCR
School of
Business
750
pro 5P p ^O ^^ ^^5
( c^ & d^S dog C &V c C3� C^ 6R; 4v CD
—Inland Empire JLosAngeles
—Orange County —San Diego
Also compounding price increases is declining rates of apartment vacancies:
Apartments
Vacancy Rates
9.0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
o`° 04' & ^p ^^ ^5
—Inland Empire—LosAngeles
Pace 33
Driving a lot of this is how much personal savings was accumulated during COVID:
The Covid Boondoggle
Cumulative Personal Savings $Bil
6000
5000
+$2.5
4000
Trillion
011116,
2000
1000
0
����000000
N N N. N N N. CV N N N N
U.0 Q C m U N N Q U
Q O p ii Q Q O p Q Q 0
—Actual Trend
But unlike 2008, personal finances are strong and based on a solid foundation:
Mr. Powell's War
Bank Loan Charge -Off Rate
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
M CO CO
M CO S) V CO CJ)
CA C, CA 0 0 0
C 6) @ U j d Q > C
Q 20 2 p LL (0 a Z
PAGE 34
A
New Personal Bankruptcies
450
400
350
300
250
200
150
100 50 _IIIH,
0
d� ODD .C� .d� .c� .C� .C3 .01.c� .C� .C� .d�' .c�
■ 18-29 30-39 ■ 40-49 ■ 50-59 ■ 60-69 ■ 70+
While personal finances are strong, Inflation is definitely a concern as it is spiking to levels not seen since
the 1980's:
I Inflation Nation...
Consumer Prices
16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0 'r„y"`►�'�I
0.0
-2.0 o 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0
6 4 6 N rL N L6 o M W 6 .- 4 6
-4.00 0 o 0 0 0 7 o 7 o 0 0 0 o 0
l!7 M Lr7 M N LO W N lf7 M N CO M N CO M
c6 c6 r r` r-- M M o M M M o 0 0
rn rn rn rn rn rn rn rn rn rn rn o 0 0 0 0
� � � � � N N N N N N
—CPI Core
PAGE 35
Included among the commodities peaking the most, is gasoline:
The Energy Situation
Real Price Gallon US Unleaded
6.00
5.00
4.00
3.00
2.00
1.00
0.00
CO 00 O m C0 O N LO 00 7 C2 CR O
f� " 00 W CO 0 M 0 M 0 0 0
M 0) O U 0) 7) 5 7 M L 1% 0) OS CO) U
�oz0u)Q)�75;Q2LL�pz0
All the COVID stimulus which increased personal finances and local/state government aid, has also greatly
impacted the Federal Deficit:
The Local Risks
Federal grants-in-aid to State and Local Federal Deficit
Government 5.0%
1800
1600
1400
1200
1000
800
600
400
200
0
0 a 6 ,�o'`
Doti
0.0% 1
S1.6 trillion
-5.0% Annual Defic
-10.0%
-15.0%
20.0%
00000000000000000000
M Ln h M M Ln r M M Ln r O
N N of W 0 M M M M 0 0000
N
62 O O 62 O O 62 O 61 O O O O O O 00000
N N N N N N N N N N N
As%of GDP
The Fed is working to control that inflation by quantitative tightening which drives up interest rates in
the short run.
PAGE 36
As those rates rise, and the bill comes due for all the stimulus, the impacts will be felt at the federal level
fi rst:
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
Federal Interest Payments as % of GDP
O O O O O O O O O O O O O O O O O O
r-�c66d N—NoS466r-�66d—N
O O O O O O O O O O O O
CM)N 9r,'-)
� O1 M cu) � p) _f� O)
W(0 NoO O) Q) m D7 0 0 0 0f0 � M l2
M f
O O) O) O) a1 6) O N N N O O ON ON N N N O O O N O NO
Labor shortages are also likely here to stay for many years. Why? It's an aging US Baby Boomer
population and a much smaller younger working generation:
The Long Run Labor Force Issue
US Population by Age
25
c
q
g 20
15
10
5 I I
0
irsrnva) 0)-4-a)v0)vmvrnv
N N M M C' V In N CQ (O M>
N p O O p O p o g O q 0 0 0 o p 0
O L2 O In O n O I'r) O w O In O 'r) O
N N M M V V In M (0 (0 ti M M
00
UCR
School of
Business
Population Trends
4.0%
3.5%
3.0%
2.5%
20%
1.5%
1.0%
0.5%
0.0%
-0.5%
c0 V O CO (0 O N CO O
00 CC M M O M 0 0 0 N
O) M O) 62 O) 6) m 4 4 Q P 0 0 4
r � � N N N N N N N
—Growth 65+ — Growth 15-64
PAGE 37
Retirements have increased:
U_C R
School of
Business
Share of U.S. population retired
16
2015 16 17 18 19 20 21
Source I PUMS-CPS, University of Minnesota via Federal Reserve Bank of Dallas
And those shortages of employees are affecting all businesses:
Tracking Shortages R
School of
Business
Job Openings by Industry
Jan-21
Jan-22
Total
7,232
11,263
55.7%
Accommodation food
689
1,497
117.3%
Arts and recreation
90
179
98.9%
Financial activities
276
538
94.9%
Wholesale trade
188
309
64.4%
Manufacturing
522
855
63.8%
Health care
1,204
1,944
61.5%
Information
161
234
45.3%
Professional business
1,452
2,065
42.2%
Government
746
1,029
37.9%
Retail trade
811
1,046
29.0%
Construction
299
380
27.1 %
Logistics
382
479
25.4%
Educational services
152
185
21.7%
PAGE 38
The Inland Empire is well positioned, however, to benefit from some of these trends. In terms of
employment, while the region is still short, one can see the IE is growing compared to other areas:
UCR
The State Employment
Situation
School of
Business
Employment
Labor Force
Jan-20
Jan-22
Jan-20
Jan-22
California
17660.7
17194.1
-466.6
19545.4
19064.5
-480.9
Los Angeles (MD)
4612.3
4450.1
-162.2
5209.0
5016.9
-192.1
Inland Empire
1588.4
1616.3
27.9
2074.6
2138.4
63.8
San Diego
1517.7
1488.4
-29.3
1567.8
1567.8
0.0
Orange County (MD)
1684.5
1616.1
-68.4
1596.0
1561.2
-34.8
Oakland (MD)
1201.1
1154.7
-46.4
1389.6
1363.3
-26.3
Sacramento
1035.3
1027.5
-7.8
1092.1
1101.6
9.5
San Jose
1168.7
1137.6
-31.1
1077.4
1060.4
-17.0
San Francisco (MD)
1203.9
1147.6
-56.3
1032.8
1003.9
-28.9
Fresno
371.4
368.3
-3.1
450.5
448.1
-2.4
Ventura
316.0
301.8
-14.2
419.4
407.3
-12.1
Bakersfield
278.5
272.0
-6.5
391.2
383.7
-7.5
JCIR Center
for Economic Forecasting
& .-
And as noted earlier, the City of Rancho Cucamonga is also well positioned to take advantage of growth
industries, especially with our resident's higher level of education:
Upper Income Households
SoCal Cities
600
550
500
0
0
0
w 450
a
g 400
Ul
0
O
= 350
300
250
rya 4`1 101" 1d', 101" 11P 1010 yo^� 101" 1p^0
-$100,000 to $149,999 -More than $150,000
Income Bracket - More
than $150,000
Los Angeles Co u nty
Los Angeles
266,293
56.4
Long Beach
27,367
38.7
Santa Clarita
21,377
92.1
Anaheim
20,293
42.6
Santa Ana
11,819
154.1
Irvine
35,961
54.5
San Bemardino 4,731 173.5
Riverside 12,669 63.9
Rancho Cucamonga 13,927 40.1
San Diego 120,803 49.7
Chula Vista 17,025 95.1
Earnings gaps between coastal and Inland areas are beginning to equalize or even swap in some cases.
PAGE 39
Education Level
LA
OC Rv
SB
OrangeInland
EmpireLess
M
County
Than High
School 39.0
41.4 34.9
33.6
Less than HS 25,369
25,699
23,416
High School
Graduate 36.2
36.9 31.6
31.5
HIS Grad 32,134
32,288
30,563
Some College 32.0
31.8 28.4
29.2
Some College 39,354
41,162
36,830
Bachelors
Bachelor's degree 53,289
67,131
56,577
Degree 27.6
26.8 25.8
26.3
Grad/Professional 80,807
89,585
80,940
Grad./Prof.
Degree
Deqree 24.7
25.7 23.4
24.3
Overall, the prospects for the
Inland Empire (and Inland Areas in general) are among the strongest in
California. San Bernardino
is among the 20 largest US Counties but housing costs remain mid -pack as
compared to nearby coastal
counties:
Income <
Income >
HHs
HOUSING COSTS > 30% Income
50K
100K
Maricopa Arizona
1,611,722
29.0%
Wayne Michigan
49.3%
21.7%
Wayne Michigan
689,270
30.8%
Miami -Dade Florida
45.6%
24.9%
Tarrant Texas
727,094
31.5%
BexarTexas
42.2%
25.3%
King Washington
907,761
32.3%
Clark Nevada
39.5%
27.8%
Bexar Texas
646,352
32.6%
Dallas Texas
40.0%
28.2%
Harris Texas
1,647,384
33.3%
Broward Florida
40.9%
28.9%
Santa Clara California
643,637
33.6%
Harris Texas
40.3%
29.8%
Cook Illinois
1,985,613
34.2%
San Bernardino California
36.7%
31.1%
Dallas Texas
940,587
34.2%
Maricopa Arizona
35.3%
32.4%
Clark Nevada
813,607
35.3%
Tarrant Texas
34.8%
32.6%
Alameda California
585,632
36.5%
Kings New York
39.7%
34.4%
Riverside California
734,948
38.3%
Cook Illinois
37.6%
34.6%
Orange California
1,044,280
39.1%
Riverside California
33.7%
35.4%
San Bernardino California
644,758
39.2%
Queens New York
34.3%
36.5%
San Diego California
1,132,434
41.6%
Los Angeles California
35.0%
36.5%
Queens New York
784,552
41.8%
San Diego California
29.4%
41.8%
Broward Florida
705,472
42.1%
Orange California
25.2%
48.2%
Kings New York
978,091
44.6%
King Washington
23.7%
51.9%
Los Angeles California
3,328,398
45.0%
Alameda California
23.7%
54.0%
Miami -Dade Florida
912,805
46.9%
Santa Clara California
18.5%
61.3%
As the Inland Empire begins to build downtowns, it is likely to continue to attract more jobs and more
people. Wages and Job Density are interrelated. Rancho Cucamonga is leading this trend with its
recently approved General Plan that concentrates growth near the Civic Center area, around Victoria
Gardens, and at Cucamonga Station.
PAGE 40
Workers' desired amount of post-
COVID WFH days
Rarely or Never
1 Day Per Week
2 Days Per Week -
3 Days Per Week
4 Days Per Week _
5 Days Per Week
0 10 20 30 40
% of Respondents Amongst Respondents able to
WFH
Wages and Job Density
y $140
a, $120 • • •
9 $100 • •
?, $80 •
$60 • • •• •
c $40 • •Y
a) $20 •
coo $0
0 2,000 4,000 6,000 8,000
Q Average Establishment Local Job Density
As job densities increase in urban area, the development becomes vertical in nature. This tends to
decrease ownership opportunities and increase for -rent and multi -family dwellings, as this chart below
indicates:
Tampa
HHs
Owned
% in MF
100
>Tf
Kings New York
972,314
30.3%
85.8%
90
Inland Emplrpi
i
Queens New York
Cook Illinois
783,362
1,991,474
45.1%
572%
71.0%
52.6%
N
0 80
r Sall Diego
Miami -Dade Florida
902,200
51.6%
46.7/0
x
Broward Florida
704,942
62.8%
45.7%
0 70
Los Angeles California
3,332,504
46.0%
44.4%
Pittsburgh
King Washington
900,061
56.5%
41.7%
60
Dallas Texas
945,996
50.4%
41.0%
9_ 50
J
San Diego California
1,130,703
53.9%
38.2%
0
Alameda California
573,174
53.6%
38.1%
m 40
Harris Texas
1,635,749
54.9%
36.8%
-
Santa Clara California
635,314
56.4%
36.3%
30
E
Orange California
1,040,001
572%
362%
20
Clark Nevada
809,026
54.8%
32.6%
�j
Bexar Texas
644,561
58.5%
30.7%
10
Maricopa Arizona
1,596,784
632%
28.6%
Tarrant Texas
722,446
60.3%
27.8%
0
San Bernardino California
640,090
60.1%
25.8%
2
4 6 8 10
12Riverside California
736,413
67.5%
24.1%
Log (Jobs per square mile)
Wayne Michigan
694,858
62.5%
23.1%
Overall, the economy has recovered but lack of supply (employees and critical components) is now one
of the main impediments. Geopolitics worldwide is a concern and drag on consumer confidence as well
as a direct impact on supply chains. Jobs are likely to remain plentiful and skilled workers scarce, for
some time. With the Fed fighting a battle to control inflation and deal with the looming federal deficit,
at some point the hot air is likely to leak out of this recovery. That timing is likely in FY 2023/24. When
it does, it has generally in the past resulted in a hard landing. That said, San Bernardino County, and
Rancho Cucamonga in particular, is built on a solid foundation and will weather the storm better than
most. At the same time, we are not resting on our laurels and instead are trying to take advantage of
this growth spurt to further improve our resiliency, diversify our economy and cement our positions as
one of the premier cities in Southern California.
PAGE 41
Insurance Challenges — litigation, cyber, natural disasters
"If you look at how the federal government spends our money, it's an insurance conglomerate
protected by a large, standing army." — Ezra Klein
A review of the insurance market is a key insight into a macro -economic factor that both influences costs
going forward, provides a key review of recent past experience, and includes a glimpse into expected
future trends. Much of this data is courtesy of Alliant Insurance Services, a leading insurance broker for
the public sector. Key highlights of the current market include:
• CY 2021 losses are expected to rise to $112 billion, the fourth highest year on record.
o In the U.S., wildfires are creating intense pressure on the property insurance market as
fire season has expanded to 9 months of the year due to drought and climate change.
Insured catastrophe losses YTD ($bn)
120.0
100.0
80.0
60.0
40.0
20.0
0.0
10 year average 2020 2021
■ Severe weather Winter weather Tropical cyclone ■ Dec Tornadoes
EU windstorm ■ Flooding Earthquake
■ Wildfire ■ Drought a Other
Source: lefferies, Data from Aon Benfield, Munich Re, Swiss Re and Weather Source
o Social Inflation continues to drive up verdicts for police cases, sexual harassment, child
abuse and dangerous conditions.
o The Insurance industry's profit metric, which was at 98.4% (reflecting a 1.6% profit)
declined to 99.6% (reflecting a .4% profit) which heralds even more increasing premiums.
o The full impact of COVID-19 claims has yet to be felt and is expected to grow.
PAGE 42
Covid-19 dramatically changed the workplace and heralded a dramatic growth in working from home for
many white-collar positions. Post COVID, as people return to the office, we are seeing growth in
employment claims in Discrimination & Harassment for racial and age reasons as well as sexual
harassment.
EPL Losses Before and After COVID-19
Employment Losses pre-COVID (before March 1,2020)
■ Whistleblower/Retaliation:
5%
■ Discrimination &
Harassment: Age 9%
Wrongful Termination:
17%
■ Discrimination &
Harassment: Racial18%
Source: Nationwide/ Advisen
Discrimination &
Harassment: ADA/
Disabilities 26%
■Discrimination &
Harassment: Gender/Sexual
25%
EPL Losses Before and After COVID-19
Employment Losses after March 1, 2021
■ Wrongful Termination:
3%
■ Whistleblower/
Retaliation: 3%
■ Discrimination &
Harassment: Age 13%
■ Discrimination &
Harassment: ADA/
Disabilities 26%
SourceNationwide / Advisen
SC�TI: ! IT, +�
Discrimination &
Harassment: Gender/Sexual
29%
■ Discrimination &
Harassment: Racial 26%
AlUnt
Unfortunately, as with many things in the Golden State, California is reaching a new extreme. In this
case, the acronym coming into common use is ABC. ABC stands for Anywhere But California and, as in
the 1970's, we are again seeing an exodus of insurers from the State. California public employers can
expect to see self -insured retentions increase, premium increases in the double-digit range, and new
sub -limits and aggregate limits on claims as insurers further restrict coverage in an effort to staunch the
bleeding.
PAGE 43
What are the key risks? Cyber, business interruption, natural catastrophe, pandemic outbreak and, of
course, the infamous changes in legislation and regulation lead the way.
The most important global lousiness risks for 2022
Allia nz Risk Barometer 2022
8—d on the it aght of 2p50 risk man 9-1-pens lrom Ko-rupies and zerrrtorieJ%of resporcesj. Figures do rwr odd up to 1= as Wto thr r:ll's-1d be selected
Cyber incidents
Business interruption
N atu ro I catastrophes
Pondemi[ outbreak
Chong as in legis lotion and regulation
Climate change I 17%
Fire, explosion 17X
Mar ket developments
Shortage of skilled workforce —
MOCrooconomic developments —
ACiC5 New; & I n;iah i
Sou— Alk—Global Corporate 6 Spaces
Cyber liability is the top business concern. In just two years, losses went from 18 billion worldwide to 20
billion and growing.
Estimated global damage from ransomware.
2018 2019 2020
$8 Billion
PAGE 44
Climate change is having dramatic effects also.
U.S. 2021 Billion -Dollar Weather and Climate Disasters
Western Drought Central Severe Weather Central Se
and Heatwave July 8-11 Jun
2021- ongoing
Western Wildfires
Summer-Fa112021 �\
f �l
California Flooding
and Severe Weather
January 24-29
Northwest, Central,
Eastern Winter Storm
and Coldwave
Feb u 19
Texas and Oklahoma
Severe Weather
April 27-28
~
Texas Hail Storms
April 12-15
"_
Hurricane Nicholas
September14-18
e 24-26�� 1G1 North Central
Severe Weather
Augustl0-13
1
Ohio Valley Hail Storms
June 17-1
8
W
W
Eastern Severe Weather
-10 March 27-28
Southern Tornadoes and
Southeast Severe Weather
Louisiana May 2-4
Flooding Hurricane Ida
May 17-18 August29-September 1
Southeast Tornadoes
and Severe Weather
March 24-25
Tropical Storm Fred
August16-18
Tropical Storm Elsa
July 74
This map denotes the approximate iaearion fix each of the 16 auparare billion-do(!ar weather antl climate d'saaxers rho! impacted the Wmd SW Janaagy September 2021.
In California, Wildfire is the biggest threat. Seven of the top 10 largest wildfires have occurred from 2020
and on.
FMENAME(CAVSE)
DATE
COUNry
ACRES
STRUCTURES
DEATHS
I AUGUST COMPI.Qf lLiBhrnine)
Auguet"^_0^_0
Alendxiao. ,
HumboldtTxiniW
1,092,646
933
1
Tarr.a eh. ri_. Lake, &Cdvaa
_uue_ plumas. Lessen. Sha.ca&
_ DL\IErind:rl-,: - -
Su1, �0.'1
Tehama
963A09
-
- _.
1
3 MENDOC( COMPLEX
Jul, 201s
L ..
459.123
280
1
RI aO
14en.1—
4 SCU LIGHTNING COMPLEX
A—g ^_m_U
Staniclauc. Sa Cl"., Alameda,
-96.624
___
0
(L.Shtnzta.
nin6)
0-1. C & San Joaquin
5 CREEK(V.rdt—.a)
S"-.1 20M
Memo&Madera
379,895
853
0
6 LNU LIGHTNING CO)1PLEX�
"MU
Nape_ Solana, Somas. Yolo. lake &
363_n20
1,491
6
(Liehtn,ne Ar )
Colusa
7 NORTH COMPLEX U4hMj)
Au" 2020
tiara. Plasma & Yuba
318.935
2.352
15
8 THOMAS (Fan... hn
De b� 2017
V.—& Santa Earban
281.893
1.063
_
9 CEDAR( Haman Relayed)
OftAe 20M
Sao Diego
273,249
2,920
15
10 RUSH rLiehtniny)
Aueuet 2012
_, _ea
271.911 CA 1
0
0
43,666 NV
11 RIM (Human Ra[at d)
A.e . 2013
Tuolumne
257.314
112
0
12 71.CA rHaman Relined)
J'Ay noo7
Santa Sn1
240.207
1
0
13 CARR (Human Rdatsd)
3a3y 2015
shorts C _" & T—W
229,651
1.614
8
tl
J'1y_021
Tnr
20.00]
15 CALDOR(Under Lntetrigarion)'
Aur"t 2021
Al—Aa,ada &El Dorado
221.773
..._.
1
16 hL1T11-L1A?V date . d)
Sepce her 1932
V__
220.000
0
0
17 RIVER COMPLEX lLightnrngl'
J4.2021
S.1&In ',
198.585
18 WITCH 1Pw.erhnesr
Oclnber 2007
5-Diego
197.990
1,650
_
19 KLAMATH THEATER COMPLEX (Lwhtnin`1
d 2005
siakurou
192.03s
0
-
20 NIARRLE CONE (Lwhmn`)
July 1977
177.866
0
0
California's exposure to catastrophic wildfire losses continues to grow. Fires are increasing in both size
and frequency, a troubling trend that bodes ill for the immediate future. Additionally, the drought is
leading to further climate concerns in the arid west.
PAGE 45
Palmer Z-Index
June. 2021
� M C . M M
-2.75 -2.00 -125 -1.24 -1.00 .2.50 .350
qr -274 -." +999 +249 44 aDM
In data shared by Cucamonga Valley Water District, Rancho Cucamonga, despite a growing population
and increased development activity, has decreased its overall water demand. Our residents continue to
move towards drought resistant landscaping and are well versed in conservation measures. New
development is more and more water efficient, and the ability locally to recharge the water table is
greater than ever before.
,n
200,000
195,000
C
❑
190,000
a
CL
185,00D
180,0DD
175,000
CWD Populationand Water Demand
6D,ODD
. 50,000
I i w{4.41'
Y.
C
ra
3,000 v
O
d.l
20,000
10,000
2010 2011 2D12 2013 2014 2015 2016 2017 2018 2019 2020 2021
Calendar Year
�W ter Demand Population
PAGE 46
While this may be true in Rancho Cucamonga, it is not true statewide. This leads us to the growing
conclusion that long-term the State will not be able to conserve its way out of the drought and will need
to make investments in local water supply projects. Communities along California's coast are leading the
way and exploring innovations and investments to ensure residents have access to drinking water.
California has 12 seawater desalination facilities in operation as of January 2022, according to the
California Water Boards. This option is controversial, with the California Coastal Commission recently
rejecting a proposal for Huntington Beach citing, among other factors, the high cost of the water and
lack of local demand for it, the risks to marine life and the possibility of flooding in the area as sea levels
rise.
Sari 1b,.
� a
0 Bart Luis Obispo
,p,
1'bcrjr
Santa Barbara
s �
Los Angles Camp
# Pendleton
Desalinationo
facilities 0 Oceanside
in California Sarah r
Nicolas
Carlsbad
■ Existing Wand cgoifna Sari
Proposed/planned Wand Diego"
swece: stare Water ROSO M control 008rrr U r
A new disturbing trend that is also impacting the insurance market is what is called Litigation
Financing/Funding. This is where a third party, often private and independently wealthy, provides
financial resources to a litigant to finance their litigation. If the litigation is successful, the third party
then takes a lion's share of the verdict. This can be particularly illustrative in social inflation cases.
PAGE 47
$35 M
$30 M
$25 M
s20 M
Wm
s10 M
Median Cost of Verdicts
Over $10 Million by Disposition Date
2006 2008 2010 2012 2014 2016 2018 2020
All totaled, the insurance market in California has rarely been so unsettled. No wonder local agencies
have to juggle so many additional challenges beyond just their local economy and services.
Unfortunately, these trends including cyber, drought, wildfire and social inflation are also likely here to
stay for the immediate future. This again points out the importance of preparing for the future by making
changes today.
Infrastructure and Major Capital Improvement Projects/Programs
"Infrastructure is much more important than architecture. "— Rem Koolhass
One hallmark of Rancho Cucamonga since incorporation has been pro -active investment in new or
replacement infrastructure. In good times, or bad, the City recognizes the importance of good
infrastructure to a world class residential and business community. Fiscal Year 2022/23 is no exception,
as Rancho Cucamonga continues to invest in projects which will ensure and advance the quality of life
for the entire community. In line with the City Council's core values, the following projects illustrate how
Rancho Cucamonga works to create an equitable, sustainable, and vibrant city, rich in opportunity for all
to thrive. For more specific details on these and other projects anticipated for Fiscal Year 2022/23, please
refer to the Workgroup sections later in this letter.
Public Safety
Fire Station 178 - This new two-story station on Town Center Drive and Terra Vista Parkway
behind Target broke ground in Fiscal Year 2021/22 and is located in the southern portion of
Rancho Cucamonga where the city has extensive office, residential and mixed -use development.
This $15 million project will address systemwide draw -down issues as well as provide a location
for specialized equipment used to access these facilities. This station will be home to the new
electric fire truck and the 9/11 Memorial Park. Station 178 will be the first station built using the
design -bid -build model, which is anticipated to be used in years to come for the new Station 179
on 8t" Street and future replacement stations, including Station 171 on Amethyst.
PAGE 48
Fire Station 171 - The District will rebuild Fire Station 171, the oldest fire station in the city at
a budgeted cost of $11,550,000. As the building has aged, maintenance requests have increased,
as well as the associated repair costs. The station lacks the functionality and physical space
needed to accommodate the District's diverse and growing workforce. The station is not ADA
compliant, dorm rooms are communal with cubicle -style partitions, there are 1.5 restrooms and
only one shower, and storage has overflowed into the apparatus bay. Furthermore, Station 171
is the only unsecured station in the city. In alignment with Fire Station 178, the District will use
a progressive process in which design -build team work collaboratively under a single contract to
provide design and construction services. The projects will also involve continued partnerships
with other City departments, including Community Services and Public Works. Design began in
late FY 21/22 and the District anticipates awarding the construction contract later in FY 2022/23.
Fire Station 173 and 174 — ADA accessibility improvements to Fire Station 173 and 174
restrooms will be completed at an approximated cost of $1,800,000 combined in coordination
with the rebuild of Fire Station 171, utilizing the aforementioned design -build method. This allows
for greater flexibility in awarding a contract, higher quality work, and greater cost certainty with
fewer change orders and delays. Furthermore, the addition of an urban park space to the
southeast corner of the Fire Station 173 property will include new play amenities, benches, water
fill station, and bike repair station. As Fire Station 173 is located directly adjacent to the Pacific
Electric Trail, creation of an urban park will provide a staging area and rest point for the
community when utilizing the trail.
Heritage Park Bridge Replacement - The District and City plan to replace the Heritage Park
bridge, which was originally planned for Fiscal Year 2021/22, but shifted to Fiscal Year 2022/23
due to staffing shortages. Due to the proximity of the San Gabriel Mountains and the Santa Ana
winds, wildfires are a significant threat to Rancho Cucamonga. To prepare for this threat, the
District has pre -designated apparatus staging areas throughout the city, which includes Heritage
Park Equestrian Area. The District is partnering with the City on this $1,100,000 project due to
the need for this apparatus staging area.
Morgan Ranch Trailhead Improvements - In December 2021, the Fire District acquired the
Morgan Ranch property from the San Bernardino County for the purpose of a potential trailhead
or parking lot for Cucamonga Canyon. The property is approximately 5.25 acres and is situated
near Cucamonga Canyon in the northwest portion of the city. The site is ideal as a base of
operations for the Cucamonga Foothill Preservation Alliance who provides volunteer services
including trail guides, trail information and trail cleanup in Cucamonga Canyon. Additionally, the
PAGE 49
site is uniquely situated to serve as a base of operations for a fire or public safety facility, and
during an emergency, because of its location and proximity to Cucamonga Canyon. The Fire
District is required to improve and develop the property within 24 months of conveyance from
the County, which is anticipated to cost $320,000.
Real Time Information Center — With a $150,000 budget in FY 2022/23, the Police
Department will finish implementing a Real Time Information Center (RTIC) at the main station
on Civic Center Drive. In this Center, detectives and deputies will be provided with real time
information and assistance with crimes in progress, stolen vehicles, or other incidents, improving
the Department's ability to meet the demands from law enforcement and City departments for
crime patterns and other statistical data. All ALPRs, PSVN cameras, and other data sources will
be ported into the RTIC.
• Police Station Lobby Improvements — This $170,000 reconfiguration of the lobby and front
office area in the Police Department's Civic Center Station will create two walk-up windows to
improve queuing in the lobby area with reconfiguration of staff workstations in the front office to
improve efficiency and customer service. Minor changes will also be made to the lobby area to
improve security.
• Automatic License Plate Readers - Building on the past success of the ALPR program, the
Department will invest in $330,000 worth of additional ALPR cameras at the intersections at: 41"
Street and Interstate 15 Freeway (on both sides of the freeway), Haven Avenue and Foothill
Boulevard, Baseline Avenue and Milliken Boulevard, Baseline Avenue and Archibald Avenue.
• Public Safety Video Network - Building on the success of the Public Safety Video Network
(PSVN) program, the Department will add a total of 23 additional cameras at locations for the
Rancho Cucamonga Municipal Utility (6 cameras) and Public Works (17 cameras). This $67,100
project will be funded through a combination of Homeland Security grants and Law Enforcement
Reserves.
• Animal Center Office Reconfigure Design —The Fiscal Year 2022/23 budget includes $20,000
to redesign the Animal Center staff area to provide additional space for offices and a break room
to meet the needs for current and future staffing configurations. The existing office space has
been largely untouched in 20+ years.
Community and Economic Development
Etiwanda Grade Separation Project - The design and right-of-way phases of the Etiwanda
Grade Separation Project are planned to continue through the beginning of Fiscal Year 2022/23
with construction anticipated to begin in December 2022. This project will construct a bridge over
the railroad tracks that cross Etiwanda Avenue between Arrow Route and Napa Street. The project
will eliminate conflicts and congestion currently caused by the existing at -grade crossing and will
improve connectivity and traffic flow in the southeast industrial area of the city. Though this
project has been challenging and complex, it will ultimately result in a $75 million investment in
infrastructure that will foster development in this area and help to achieve goals set out in the
new General Plan.
PAGE 50
Etiwanda Ave — East Side Widening - This $605,000 project being done in conjunction with
the Etiwanda Grade Separation project, involves street widening on the east side of Etiwanda
Avenue including curb & gutter, sidewalk, streetlight, and utility relocation, as well as pavement
rehabilitation consisting of cold planing, crack sealing, asphalt pavement overlay, utility valve and
manhole cover adjustments and pavement striping. This project will enhance pedestrian and
vehicular safety by completing the missing lane, adjacent sidewalk, and street lighting.
6th Street Cycle Track - This project is being completed in partnership with the San Bernardino
County Transportation Association (SBCTA) and four other local cities; the City's portion of the
project is $286,000. The project will result in the construction of a buffered bike lane, called a
cycle track, along 6th Street between Haven Avenue and Rochester Boulevard. Portions of the
cycle track will also be raised in areas where appropriate to accommodate a bike lane that caters
to the comfort level of many types of cyclists. Construction is anticipated to begin in late Spring
of 2023. The City Track is a pilot project, and if successful, the future such projects could be used
to offset excessive vehicle miles traveled (VMT) for projects inside of, or outside, the city.
Day Creek Channel Bike Trail - This project will provide an ADA accessible paved pathway for
pedestrians and bicyclists along the existing San Bernardino County Flood Control Channel access
roads and ideally will include an access pathway across an SCE overhead utility corridor for
connectivity to the Rancho Cucamonga Sports Complex for special events. This $620,000
investment enhances quality of life by providing a designated path for walking, biking, and rolling
for both recreational and commuting uses.
Advanced Traffic Management System (ATMS) — Phase 2 - The goal of the ATMS program
is to construct fiber optic interconnections between the City's traffic signals and the Traffic
Management Center, which allows for more efficient and effective traffic operation on City
streets. The City has completed Phase 1 and has found that the implementation of coordinated
timing along Haven Avenue and Foothill Boulevard has shown reductions in average delays of up
to 67% and 51% respectively. Phase 2 is expected to cost $7,260,500 and includes Milliken
Avenue, 19th Street, Arrow Route, Rochester Avenue north of Base Line Road, and Day Creek
Boulevard north of Base Line Road. We anticipate construction of Phase 2 to begin in late Spring
of 2023.
PAGE 51
• Active Transportation/SRTS Program - $150,000 of funding is earmarked for infrastructure
projects that further the goals of the General Plan to create walkable/bikeable neighborhoods and
connectivity within the city. The City anticipates a focus on programs that improve bicycle
connectivity as well as encourage a safer and more pleasant walking environment for pedestrians.
6t" Street BNSF Spur Crossing Design — The Fiscal Year 2022/23 Budget has $175,000 to
design and obtain the right-of-way for an at -grade crossing at 6th Street and the BNSF Railroad
Spur. This project will complete 6th Street, between Santa Anita Avenue and Etiwanda Avenue,
to provide improved traffic circulation, reduce congestion and delays and ensure resiliency in case
of disruptive or unexpected road closures or impacts, in the industrial area of the city, as well as
extend RCMU's electric and fiber to connect to a future circuit line extension for redundancy.
ADA Transition Plan — The ADA Transition Plan identifies improvements that are needed to
remove accessibility barriers; this plan is anticipated to be presented for adoption in the first
quarter of 2023. $150,000 has been budgeted in order to begin reducing and removing barriers
in an orderly and budgetary feasible manner in compliance with the Americans with Disabilities
Act.
RCMU EV Truck Charging Station - With the number of distribution warehouses in the
Southeast Industrial Zone and the transition to zero -emission trucks in 2035 for delivery trucks
and other heavy-duty vehicles coming, RCMU is preparing for the demand that will come for
commercial truck charging. This $50,000 project will look at the power demand and design
requirements in creating a Commercial Trucking Charging Station in Lot G. The demand for
commercial truck charging will increase in the near future and RCMU is embracing the electric
transportation mantra and looking at future opportunities to support RCMU, EV demand and
reducing GHG.
Arbor Substation Redesign - $300,000 has been allocated to modify RCMU's Arbor electric
substation exterior parking area to include additional equipment storage that is enclosed within
the secured substation fencing. As RCMU continues to grow, the need for equipment storage in
order to be able to continue to provide reliable electrical service has expanded.
Rancho Municipal Broadband - Construction of the Rancho Fiber network will continue in
Fiscal Year 2022/23. It is our goal to expand the program's customer base and provide high-
speed internet to businesses and residents in the service area. In Fiscal Year 2022/23, the City
will continue work on extending service along Haven Avenue opening up the opportunity for
approximately 36 new commercial businesses. New commercial service extension on Arrow Route
will serve the SE industrial development area off Etiwanda Ave including Bridgepoint,
Hillwood/Speedway and future NRG is being designed now and being incorporated with RCMU's
Etiwanda Line Extension project. Up to 880 residential new customers could be added with the
opening of the next phase at The Resort.
Pavement Rehabilitation Projects — The City has $8.5 million in pavement rehabilitation
projects in Fiscal Year 2022/23. Some of the projects are in the design only stage this fiscal year,
others will involve cold planing, localized asphalt removal and replacement, crack sealing, asphalt
rubber hot mix overlay, traffic signal video detection installation, utility valves and manhole
adjustments, pavement striping and ADA curb ramps. Improved areas will include Base Line
Road from Day Creek Boulevard to the I-15 freeway, Banyan Street from Haven Avenue to
Rochester Avenue, Hermosa Avenue from Foothill Boulevard to Church Street, Hermosa Avenue
from Wilson Avenue to North City Limit, and Lemon Avenue from Haven Avenue to Marbella Drive.
Civic Center HVAC Plant Replacement — Design work for the Civic Center HVAC Plant
Replacement began in FY 2021/22. It is anticipated that a contract will be awarded in an amount
approximate to $2,300,000, and construction will begin in FY 2022/23. This project will replace
PAGE 52
the three (3) 150-ton chillers and related pumps which serve both City Hall and the Public Safety
building. The current chillers and related pumps have been in service well beyond their expected
service life. The new chillers and pumps will change the system from a constant flow chilled water
plant to a variable flow plant. This change will increase energy efficiency and reduce operational
costs.
• Civic Center Waterproofing — The Civic Center Waterproofing project will be in the design
phase this year. The $150,000 budget includes the preparation of plans, specifications, and
construction estimates. This project will repair of all exterior joints and seal and weatherproof the
exterior brick fagade of this 32-year-old building.
• Citywide HVAC and Lighting Controls — This project includes the design and installation of
new interior and exterior lighting and HVAC controls, replacing the 20+ year old outdated and
unrepairable control system for all City buildings. The current $150,000 phase of the project
includes research and design of a new system along with determination of potential costs for the
future construction phase.
• LMD 2 Park Upgrades — This LMD 2 Park Upgrade project includes upgraded shade, seating
and other improvements to increase the efficiency, longevity and versatility of park amenities at
Ellena and Vintage parks. This $250,000 project will be funded by the State Recreational
Infrastructure Revenue Enhancement Grant program.
• LMD 2 Paseo Lighting Retrofits — The $250,000 retrofit project involves the repair,
replacement, or upgrade of paseo lighting to LED lights (including poles, wires, and underground
connections) in various locations of LMD 2. These retrofits are expected to result in a 30%
reduction in electricity use as well as reduced maintenance costs.
• Weathertrak Conversion — The WeatherTRAK
controllers use soil moisture data to calculate and
adjust run times in the field. The controller learns
over time and creates schedules based on the
Water Management Team's feedback. The
WeatherTRAK system is completely online and can
0
E1 Pro3
be quickly and easily accessed via computer or
mobile devise. This system is very fast, and
multiple changes and large amounts of data can
be accessed and modified either onsite or
remotely, historical data can be downloaded o
almost instantly. After 9 months (6/1/2021 — I -
3/16/2022) the City saw an almost 17% reduction in water usage over 16 sites with potential for
additional savings in LMD-9. The City is working to roll out this new controller to all sites city-
wide with an investment of $1.14 million to help reduce water usage, as much as possible;
however, the main limitation right now is the available supply of Weathertrak devices needed to
purchase in very large quantities due to the vast amount of landscaping citywide.
Red Hill Park Solar Pathway Lighting - Install replacement solar or LED lighting (poles, base
& fixtures) to replace broken pathway lights in Red Hill Park. The broken pathway lights are very
hard to repair (broken cables, severed conduits, etc.). The use of solar pathway lights will bypass
the need to repair/replace the broken in -ground infrastructure (cables, conduit, etc.). This
$200,000 investment will help the City realize a cost saving by eliminating the electricity costs for
illuminating these pathways.
PAGE 53
LMD 1 and 6 Drought Tolerant Landscape Scoping — The City is looking to convert existing
high water usage landscaping throughout LMD 1 and 6 to drought tolerant landscaping. This
$100,000 scoping phase will include identification of potential improvements, costs, and phasing
for future projects should funding become available within the district. The climate patterns in
California have resulted in drought conditions and State mandates for reduction of water usage
for landscape purposes. This has resulted in increased costs for water within the City. Converting
to drought tolerant landscaping over time is expected to result in reduced operations and
maintenance costs over time.
LMD 2 and LMD 411 Water Conservation/Landscape Renovation - Continuation of
previous work to remove turf and replace with drought tolerant landscaping and hardscape. This
will be the second large scale project at an approximate combined $2.2 million to replace the
landscaping along entire street(s) within LMD 2 and LMD 4R. This project will reduce water usage
and labor costs to irrigate and maintain landscaping. It will also demonstrate to public that
drought tolerant landscaping is aesthetically pleasing and easy to maintain.
• Beryl Park Tennis Court LED Light Replacement - Remove and replace all existing light
fixtures illuminating the tennis courts with new LED fixtures. This $69,000 project will help reduce
energy costs by 30%, reduce maintenance services and extend the life of the system. These new
lights will improve visibility during night play and reduce customer concerns.
F15O Lighting Truck — The City is hopeful that it will take delivery of its first -ever all electric
light duty truck next fiscal year. An order has been placed and the City is on the waiting list with
other fleet buyers. It is anticipated this truck will, if it proves effective, form the basis to replace
a large portion of the City's light duty truck fleet, further improving efficiency, reducing costs and
improving operations. The vehicle has anticipated delivery time of early 2023.
Citywide Concrete Repair/Sidewalk Replacement - Next year's annual sidewalk project is
budgeted at $1,125,000, our largest amount in several years, and will replace approximately
40,000 sq/ft of sidewalk and 2,200 liner feet of curb and gutter at 232 locations. In addition, the
City has funds set aside to address a long list of resident -generated requests that were submitted
using the RC2G0 app resulting in the replacement of 7,100 sq/ft of sidewalk and 250 LF of curb
and gutter.
• Fleet Shop Rental Space - The City intends to invest $300,000 to remodel the front half of
Fleet Shop building so it can be used as a rental space. Since the Public Works Services Center
opened, the front half of the Fleet Shop building has sat empty and/or been used for storage.
This project will increase the functionality of the building and create revenue for the City.
PAGE 54
Civic and Cultural Services
Dog Park - Construction of the $3.9 million Central Park dog park will include three, 1/2 acre
fenced enclosures for small and large dogs, a paved parking lot area, new landscape consisting
of turf, decomposed granite, various trees and drought -tolerant planting, and various site
amenities for dogs and owners. The dog park will also require the construction of a new drive
approach and entrance at Base Line Road and Spruce Avenue to allow access to the dog park.
The current signalized intersection is a "T-intersection". This will be modified to become a 4-way
intersection to accommodate the new drive approach entrance to the dog park.
Victoria Gardens Cultural Center Courtyard - This project will take a primarily passive,
outdoor space with little shade or seating areas and redesign it to encourage greater pedestrian
access and use. Amenities will include shade, lighting, and a permanent outdoor stage to facilitate
outdoor events, concerts and rentals, and improvements to spectator comfort. The $3 million in
improvements and new features will also include repainting of the Cultural Center and Biane
Library.
• Family Resource Center Remodel — This remodel project includes energy efficiency and
aesthetic upgrades for an aging community center. Work includes a new energy efficient HVAC
system, interior and exterior paint, new flooring, kitchen upgrades and an enhanced interior
courtyard. The $775,000 project is funded through American Rescue Plan Act (ARPA) funds
received from San Bernardino County.
• Beryl Park Inclusive Playground - The project includes the replacement of the existing
playgrounds at Beryl Park East with themed, inclusive for all abilities playground equipment. The
City anticipates receiving $287,000 in Prop 68 Per Capita grant funds to offset the $910,020 in
construction costs.
• Quakes Scoreboard Replacement - This project would replace the existing Quakes scoreboard
which has reached the end of its lifespan and requires replacement. The City will work with
Quakes to outline the terms of this replacement for financial impacts as the replacement is
expected to cost at least $500,000.
• Citywide Parks and Recreational Facilities Master Plan - This $300,000 project will identify
the community needs and guide the future development and management of the park and
recreation system as an extension of the General Plan adopted in FY 2021/22.
PAGE 55
Second Story and Beyond® Capital Project - The $5.3 million tenant improvement stage of
the Second Story and Beyond® project will take place in early Fiscal Year 2022/23. Museum
exhibits will be fabricated throughout the year and installed in early 2023. A soft launch of the
new service is anticipated in June 2023 followed by an official Grand Opening event in July.
Significant project enhancements have been made possible through a $2 million grant from San
Bernardino County and a $1 million grant from the federal NASA Fund.
• Records Storage at Station 178 - Presently, the City's paper records are archived at an offsite
commercial storage facility; however, included in the Fire Station 178 project is a new records
repository for $944,000, split between the City and Fire District. This will be a centralized, in-
house, secure storage location for City records in a manner permitting fast and accurate retrieval
and reducing commercial storage costs.
Administrative Services
Financial Enterprise Application Replacement — A significant project for the organization is
replacing our 20+ year financial system software application. This once -in -a -career, multi -million
project, will increase productivity by digitizing routine transactions, electronically route requests
and approvals via workflows, eliminate paperwork, and capture more data in everyday
transactions to improve data analysis. Although the implementation is a joint project led by
Finance, HR, and DoIT, the entire organization will be involved in evaluating the day-to-day,
weekly, monthly, quarterly, and yearly activity changes during implementation.
Wireless Network Upgrade — Wireless access has become an expectation and is relied upon
by the community and staff to participate in services and to conduct business. The City's current
wireless network has reached its end -of -life on hardware and software support. To maintain
services and increase the capabilities and speed, the budget includes $560,000 to replace the
equipment in Fiscal Year 2022/23 as part of the larger infrastructure upgrade outlined in the
technology roadmap.
City Manager's Office
8t" Street Affordable Housing — The City intends use its $2,300,000 share of the Permanent
Local Housing Allocation (PLHA) for a pilot project to evaluate the use of 3D printing and other
emerging construction methods to provide owner -occupied housing with wrap -around services
that meet the City's affordable housing needs. The City will provide a portion of a 2.3-acre site
and will partner with an organization to oversee the development of the affordable for -sale
housing. Purchasing price would target households earning 80-120% AMI for Riverside -San
Bernardino -Ontario MSA. Funding is contingent upon approval of the project by the California
Department of Housing and Community Development (HCD). Once approval is received from
HCD, the project will be submitted to the City Council for approval and appropriation of the
necessary funding during FY 2022/23.
PAGE 56
Personnel Costs and Staffing Levels
"Coming together is a beginning; keeping together is progress; working together is success. "
— Henry Ford, Founder of Ford Motor Company
Cities are in the service business, and the primary interface for providing those services is through human
capital. In Rancho Cucamonga this interface is the talented and dedicated personnel that make up Team
RC. Personnel costs are nearly always the single biggest expenditure item for any local government,
often accounting for 60% to 90% or more of total budget costs (depending on the presence of public
safety). With respect to Rancho Cucamonga, personnel costs (excluding police and fire) are expected to
constitute 24% of our budget, and when combined with police and fire (both personnel intensive
departments) that percentage increases to 72%. This percentage, much lower than many of the full -
service agencies surrounding Rancho Cucamonga, reflects our commitment to operating at the highest
levels of efficiency possible, and a long-term effort to keep CalPERS costs at a manageable level.
In Fiscal Year 2021/22 our ongoing revenues had not yet returned to pre -pandemic levels, which meant
that services and corresponding staffing levels also remained constrained as the City Council exercised a
disciplined, fiscally conservative approach to operations during the pandemic and associated revenue
loss. However, going into Fiscal Year 2022/23 the local economy is looking stronger than it has since
Fiscal Year 2007/08; and, with the demand for programs and services increasing exponentially in 2022,
the need to bring back staffing to pre -pandemic levels has become a priority.
Full -Time Staff - City
400
390
380 378
380
370
360
362
389
349
350 343
340
330
320
FY 18i19 FY 19i20 FY 20i21 FY 21i22 FY 21i22 FY 22i23
Adopted Adopted Adopted Adopted Amended Adopted
The full-time staffing level will not only go back to pre -pandemic levels but will increase slightly in order
to meet the growing needs of the community. As the chart illustrates, the FY 2020/21 budget reduced
full-time City staffing levels by 10% due to closure of specific facilities and programs. Throughout FY
2021/22, the City's management team worked through a rigorous process to evaluate staffing needs and
the FY 2021/22 Amended Budget funded four (4) additional frozen positions, upgraded four (4) part-
time roles to full-time, and added five (5) new full-time positions. For FY 2022/23, departments continued
to take a cross -functional and wholistic approach to considering the greatest needs for the entire
organization and evaluating how those services could be delivered and needs met in the most creative,
cost-effective ways possible. This work led to a number of minor departmental reorganizations resulting
in changes in staffing configurations, keeping the net new personnel balanced with the increasing needs
of the community. The end result of these efforts is a full-time count that would increase by 27 positions,
PAGE 57
year -over -year, but in effect, only increase by nine (9) new positions from before the pandemic in Fiscal
Year 2019/20. Of these 27 positions, 18 are being refunded / unfrozen and nine (9) are new full-time
roles. The following chart summarizes these changes, which are discussed more fully in the respective
Workgroup sections of this letter.
Fiscal Year 2022/23
Summary of Citv Net New Full -Time Personnel
Department
Position
Category
Animal Services
Deputy Director of Animal Services
New
Animal Services
Animal Caretaker
Unfrozen
Animal Services
Animal Services Officer II
Unfrozen
Animal Services
Customer Care Assistant
Unfrozen
City Clerk's Office
Management Analyst I (Funded 1/2 FY)
New
City Management
Administrative Assistant
New
Community Improvement
Community Improvement Officer I
New
Community Services
Community Services Coordinator
Unfrozen
Community Services
Community Services Superintendent
Unfrozen
Community Services
Community Services Supervisor
Unfrozen
Community Services
Community Services Supervisor
Unfrozen
Community Services
Procurement Technician
Unfrozen
Community Services
Theatre Production Coordinator
Unfrozen
Community Services
Theatre Technician III
Unfrozen
Economic Development
Deputy Director of Economic Development
New
Economic Development
Economic Development Manager
New
Engineering
Executive Assistant
Unfrozen
Engineering
Utility Marker
Unfrozen
Human Resources
Administrative Assistant
Unfrozen
Innovation and Technology
Chief Information Security Officer
New
Innovation and Technology
Management Analyst I
New
Library
Library Technician
Unfrozen
Public Works
Maintenance Coordinator
New
Public Works
Lead Maintenance Worker
Unfrozen
Public Works
Maintenance Worker
Unfrozen
Public Works
Maintenance Worker
Unfrozen
Public Works
Maintenance Worker
Unfrozen
The chart above is limited to City employees; Public Safety is not included, however, the demand for
additional personnel extends to police and fire as well. For the Police Department staff is recommending
adding two Sergeants and a Sheriff's Service Specialist to the contract with the San Bernardino Sheriff
Department. As of Fiscal Year 2021/22, the Department had 13 supervisor positions that manage the
patrol operations of 110 deputies and 15 detective/corporal positions. Effective policing relies on
adequate supervision and with three shifts each day, and with the new trend of over 400 calls per day
on a regular basis, the Department needs two additional sergeants on the force. This will ensure the
city always has two supervisors on each shift even during vacations or other unplanned absences.
Another Sheriff's Service Specialist focused solely on managing the City's many restricted parking areas
will help spread that workload out and allow more attention on this increasingly important quality of life
issue.
PAGE 58
The Fire District will be adding nine (9) positions to the budget halfway through the year to prepare to
staff the new Station 178. The Station will house three Captains, three Engineers, and three Firefighters;
however, for this fiscal year only, the District will underfill the Captains and Engineers with Firefighters
in anticipation that current employees will be promoting up through the department to fill the new Captain
and Engineer spots and the District will need to backfill those positions.
In Fiscal Year 2019/20 (pre -pandemic), the City budget had 179 full-time equivalents (FTE) for part-time
staff; for FY 2020/21 and 2021/22 the City had 40 and 60 FTE, respectively. In the proposed budget for
FY 2022/23, the City is optimistic that the levels of service staff will be able to provide will rely on 133
FTEs, which is approximately 25% less than what was adopted pre -pandemic. As expressed in dollars,
the adjacent chart illustrates the fact that amended part-time expenditures in FY 2021/22 were about
half what was originally budgeted, primarily reflecting the continued closure of many Community Services
and Library facilities throughout the year due to the impacts of the COVID-19 pandemic. Most of those
conditional FTEs were not hired, keeping actual expenditures to $2.2 million, which was twice as much
as FY 2020/21, showing the incremental growth of programs and services as the COVID vaccines helped
make programs safer to operate.
Part -Time Salaries - All City Funds
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000 ■
$-
FY 19/20 FY 20/21 FY 20/21 FY 21/22 FY 21/22 FY 22/23
Adopted Adopted Actual Adopted Est. Actual Adopted
Community Services Library Public Works Other
Moving into Fiscal Year 2022/23, with the purposeful reopening of many facilities and the resumption of
programs, the adopted budget slightly increases the budget for part-time salaries as compared to the
budget for FY 2020/21, but doubles the estimated actuals spent in FY 2021/22. These additional
resources restore the part-time Maintenance Technicians that are critical to our Public Works facilities
and parks divisions, including Quakes Stadium, which has now fully reopened. Our parks continue to be
heavily used as many residents go outside and resume family and friend gatherings for parties and
barbecues; it is primarily our part-time staff that keep the trash cans emptied and the park restrooms
restocked during busy summer weekends. As of this writing, the Library now has six operating days
between the two locations, plans to go to nine in the middle of June and anticipates moving to ten in
September along with expanding hours into the evening. Community Services programming has and will
continue to expand, once again offering summer camp, concerts, senior programming, and come the
PAGE 59
fall, a modified season at the Lewis Family Playhouse. Again, it is the part-time staff that make these
programs and services a reality.
Nevertheless, the City, like many of the businesses in Rancho Cucamonga and across the country, is
finding it hard to bring back / hire both full- and part-time staff. According to the Bureau of Labor
Statistics, on the last business day of March 2022, there were 11.5 million job openings and 6.0 million
unemployed people in the United States. In the past two years, our hiring was dictated by what services
we were offering and what facilities were re -opening in light of the pandemic and associated restrictions.
Going into Fiscal Year 2022/23, staff anticipate the programs and services offered and/or how long it
takes to provide those services will be dictated by what staffing the City will be able to not only hire but
retain.
In terms of the compensation budgeted for the dedicated people who make up Team RC, the City's
CalPERS Employer Contributions are just as important to mention as the staffing levels (and salary
increases). The costs vary for miscellaneous plans (or non -safety) and safety plans. Rancho Cucamonga
has two miscellaneous plans, one for the City and one for the Fire District. The Rancho Cucamonga Fire
Protection District also has a separate plan for the fire safety group. Each of these groups is made up of
two types of rates: Classic Rates, for those employees enrolled in CalPERS prior to the enactment of the
California Public Employees' Pension Reform Act (PEPRA) in January 2013, and PEPRA Rates, for those
enrolled in CalPERS in or after January 2013 who have a statutory lower defined contribution rate. Long
term as more and more employees are hired under the PEPRA rates, the City's contribution to CalPERS
should level off and potentially decrease. At this point in time, approximately 50% of the City's employees
are PEPRA and that number will continue to grow each year as Classic members retire.
The City has also taken a proactive approach in its negotiations with employee groups to keep the
CalPERS contributions to a manageable level and to keep the rates from spiking by reducing / minimizing
benefit enhancements that are considered compensation when reporting to PERS as well as keeping the
rate of salary growth at or under PERS annual assumptions. The City also continues to negotiate to
eliminate the Employee Paid Member Contribution (EPMC) to bring down the City's pension obligations.
Cities paying the EPMC on behalf of the employee was a very common practice throughout the State of
California until the Great Recession when employers began negotiating for employees to pay their own
member contributions. The Executive Management Group has been paying its EPMC for a number of
years now, as are the members of the RC Management Association and the Fire District employees. The
City recently reached agreement for the Classified Employees to pay their full share of the EPMC; leaving
just one bargaining group getting a portion of their EPMC paid by the City.
These factors, in addition to the leveling off of a state-wide multi -year rate increase that focuses on the
Unfunded Accrued Liability (UAL) portion of the rate, are finally helping the City's pension obligations
stabilize, with some modest increases in future years, instead of the drastic increases experienced in the
past decade. This is illustrated in the first chart in blue for each plan, which shows the CalPERS rate as
a percentage of salary. Converting those rates into dollars, brings the costs from the abstract to the
concrete, as shown in the second multicolored chart. These charts aggregate the Classic and PEPRA
rates.
PAGE 60
City Miscellaneous Plan
City Miscellaneous Required PERS Employer Contribution
(Includes EPMC and UAL Contribution as % of Payroll)
30.00%
27.50%
25.29% 24.66% 24.81% 25.21`.E
25.00%
22 00%
22.50%
20.00%
1S59%
17.50%
16 69%
15.00%
14.59%
15.85%
13.47%
10.00%
FY 2014/1.5
FY 2015/16
FY 2016117
FY 2017118 FY 2018119 FY 2019/20 FY 2020/21 FY 2021122 FY 2022123 FY 2023124 FY 2024125 FY 2025126 FY 2025127 FY 2027129
City of Rancho Cucamonga
Estimated CaIPERS Employer Costs
(In Millions)
$12.0 $11.1
$10.0 $8.8
$9.2 $9.9 $10.2 $0.5 $0.5
$8.0
$0.5 $0.5 $3.2 $3.3
$6.0
$3.3 $3.1
$4.0
$2.0
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28
■ UAL Employer Normal Cost EPMC
PAGE 61
Fire Miscellaneous Plan
Fire Miscellaneous Required PER5 Employer Contribution
(Includes EPMC and UAL Contribution as % of Payroll)
30.00%
27.50%
25.00% 24.49% 24.72% 2492%
23 05% 23.= - -
22.50% 21 91%
20.66%
20.00%
17
17.50% 1fi 10% 15.71% 16.30%
15.00% 1
12.50%
10.00%
FY 2014/15 FY 2015116 FY 2016/17 FY 2017/18 FY 2MI19 FY 2019/20 FY 2020121 FY 2021122 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025126 FY 2026/27 FY 2027/28
Rancho Cucamonga Fire Protection District
Miscellaneous Plans
Estimated CalPERS Employer Costs
(In Millions)
$0.70
$0.60 $0.54 $0.56 $0.58
$0.47 $0.49 $0.51 �
$0.50 $0.19 $0. $0.19
$0.40 $0.19
$0.30
$0.20 1
$0.10
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28
■ UAL Employer Normal Cost EPMC
PAGE 62
Fire Safety Plan
Fire Safety Required PIERS Employer Contribution
(Includes EPMC and UAL Contribution as % Payroll)
55.00%
50.00% 46.46% 47
09%
45.00%
39.70%
40.00%
35.00% 33.33%
31.26%
30.00%
25.00%
20.00%
15.00%
FY 2014115 FY 2015116 FY 2316/17 FY 2017119 FY 2019/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024f25 FY 2023/26 FY 2026/27 FY 2027,128
Rancho Cucamonga Fire Protection District
Safety Plans
Estimated CalPERS Employer Costs
(In Millions)
$8.0 $7.0 $7.4
$7.7 $7.9 $8.1
$6.7
$6.0 $0.3 $3.1 $3.0
$2.8
$4.0 � -
$2.0
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 FY 2027/28
■ UAL Employer Normal Cost EPMC
As noted above, one of the major drivers for the CaIPERS rates is the Unfunded Accrued Liability
(UAL). For both the City Miscellaneous and Fire Safety plans, UAL accounts for roughly 60% of the total
PIERS rates. While the UAL for the City Miscellaneous plan is higher in terms of the annual payment, it is
spread across a larger employee base. The Fire Safety plan's total PERS rate is approaching $.50 cents
for every dollar in salary (including the UAL payment), while it remains under $.25 cents for every dollar
of payroll for the City Miscellaneous plan. The funded status of the City plan is essentially flat compared
to the prior year, at approximately 76% funded, while the Fire Safety plan is approximately 71%
funded.
Because of the upward pressure on rates created by the Fire Safety UAL, and the desire to improve the
funded status of that plan, in FY 2020/21 the Fire District adopted a five-year strategy to prefund its UAL
for the District's safety employee plan. FY 2022/23 is the third year of this plan, and the budget includes
a $3.717 million prefunding payment in addition to the CalPERS normal costs. The City also pays the UAL
for both City and Fire upfront, saving money each year and pays above the minimum to chip away at
the unfunded balance.
PAGE 63
What is a UAL?
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AM Adwaeok Nom MV! - Haw NOT MOe -Naw
AIIIIIoIrrnpt1vn1Mwt Anponi a km Bare Arnvrtlarlan BLsm
LLSS G s c.
"Y*rr{X I# ■MOF[IJ�W M'4F
asdjs■d prLod a nd akFAF added
to- or 4e&a ad Iranian aicmayLt
nIII allrad III nnual nuFrm
eanbiGurlana
Accraed AF�4R�
MOMY Uobunty udak!"
in flirt fr PO4 f9 PIM
4.. Sxydr* 9xeke
F Changes to the UAL can apcur each year in the form of an irnreStmerit gain or Ions, a non-
inveOment gain OF 105S, and{pr an a[tklaria1fa,5Umpti0n Change
• Ann4al changes femme a fixed douar amaunt awed (orcreditedj for that year and are
paid back W creditr j over time
This chart provides an overview of how UAL is determined, and how pension losses can create new UAL
amortization bases. When the public or the press makes note of pension liabilities and the costs
associated with them, they are generally speaking of UAL although with the emphasis on headlines, this
critical nuance is often dropped from the actual write up. If not proactively managed, increasing UAL
results in escalating pension payments required from public employers, which then can begin to squeeze
organizational budgets and ultimately impact service delivery in financially troubled agencies.
Thankfully, both the City and the Fire District are in sound financial positions, and the District has the
financial capacity to proactively address its UAL with the above -mentioned five-year plan. The goal of
this plan is to bring the funded ratio of the plan to the 85-95% funded range by making additional
supplemental pension payments over the next several years. Prefunding the UAL to this level will both
reduce long-term pension costs over time, and level out the impacts on future budgets by reducing
annual pension payments.
PAGE 64
Workgroup Detail
Public Safety Workgrouo
"My heroes are those who risk their l/ves every day to protect our world, and make it a better p/ace,
police, firefighters and members of the armed forces. "— Sidney Sheldon
The Public Safety Workgroup consists of the Police Department, Fire District, Animal Services, and
Community Improvement departments. Each of these departments provides critical services to the public
including law enforcement, fire and emergency services, animal control, care, and adoption services
along with community and property maintenance and improvement. Within this workgroup is one crystal
clear focus on providing world class public safety related services to the residents and business owners
in the community. Because of the of the tremendous opportunities to leverage the unique skills and
knowledge in each of the departments, working together to protect Rancho Cucamonga, these areas
operate together under the direction of the City Manager. Fire, Animal Care and Control, and Community
Improvement operate as in-house departments, while police services are provided under contract by the
San Bernardino County Sheriff Department.
The Rancho Cucamonga Police
Department is committed to providing
the best law enforcement services
possible to keep the City of Rancho
Cucamonga amongst the safest cities of
its size in the state. The relatively low
crime rate in comparison to many
neighboring agencies is a direct result
of the commitment and hard work by
the men and women of the
Department, and the support they
receive from the City Council. In
addition to the policing services
provided in the contract with the Sheriff
Department, the City funds numerous
community policing programs to
enhance the safety and wellbeing of the
entire Ranch Cucamonga community.
The Department remains committed to
working with our local schools to
provide safe learning environments.
Along those lines, there are six (6) School Resource Officers (SROs) responsible for a total of 35 schools.
Four of the SROs serve the four high schools and eight middle schools, and two SROs serve the 23
elementary schools. The SROs work as a team and communicate with school administration and security
staff to keep our schools safe for all children, help manage pick up and drop off, and protect the schools
from active shooter events.
PAGE 65
The Crime Prevention Unit continues to host events to
educate residents and stakeholders on crime trends and
prevention. This specialized unit is responsible for
establishing, managing, and maintaining programs and
initiatives related to preventing and reducing the
opportunity for crime to occur in the city of Rancho
Cucamonga. Using collaborative efforts with various
government agencies, businesses, and the community,
the Crime Prevention unit accomplishes its tasks through
leveraging a variety of resources. In Fiscal Year 2022/23,
the Crime Prevention Unit will continue to host events
educating the public on Teen Human Trafficking, self-
defense and internet safety for kids, Every 15 Minutes — DUI education program, monthly Citizen Advisory
Committee meetings, Open House, Coffee with a Cop and the extremely popular National Night Out.
The Solution Oriented Policing team manages city-wide quality of life issues. Quality -of -life issues are
sometimes thought of as lower -level crimes against property; however, they are the first initial "broken
windows" that presage further problems if not addressed. Working with the County's Homeless Outreach
Proactive Enforcement Team (HOPE), SOP deputies provide resources and housing to transients who
need or request assistance. They also communicate with local businesses and property owners if issues
arise with the homeless or other low-level concerns that impact customers. SOP partners with Alcohol
Beverage Control (ABC) to ensure local establishments remain in compliance with appropriate ABC as
well as City regulations. Additionally, SOP partners with the Sheriff's Department Human Trafficking Task
Force to address human trafficking within the city, particularly at massage establishments. They conduct
regular business checks at massage businesses to ensure proper licensing and business practices are
followed. The Crime Free Multi -Housing Program is another partnership with property managers, owners,
landlords and residents intended to reduce crime through community partnerships and pro -active steps
to improve the quality of life for our community. In Fiscal Year 2022/23, the SOP Team will work with
the Fire District to host two large scale Active Shooter training events. These events include local law
enforcement, federal agents, and local fire departments, allowing for professionals to work together and
be prepared to handle a real active shooter scenario.
Currently, the Department operates out of the main station on Civic Center Drive and satellite offices at
Victoria Gardens and the West Side Public Safety Facility (PSF). The PSF includes both police and fire
personnel and services. It improves customer service for the residents and business owners on the west
side of the city by allowing deployment into the field directly from this facility as well as providing a
centralized evidence repository for the Department. The SOP team operates out of the PSF which enables
them to respond more efficiently to quality -of -life concerns within the city. The team will continue
working to limit the quality -of -life crimes such as littering, loitering, urinating/defecating in public, drunk
in public and panhandling. They will continue to work with the HOPE Team to stay up to date on
rehabilitation programs and housing and mental health services available to the homeless. The City's
goal is to ensure that no one who is homeless remains in that status if they are willing to accept help
and assistance.
The Multiple Enforcement Team (MET) MET investigates violent crime in the city. The team has an
investigator on -call 24/7 to respond to in -progress calls or cases with viable leads. MET has solved
multiple cases, including attempted murders, assaults with deadly weapons, robberies, carjackings,
kidnappings, and narcotic related crimes. Additionally, the MET deputies received specific training in
investigating marijuana grow houses, which they, working with the Community Improvement
PAGE 66
department, have investigated and shut down multiple such locations within the city. These locations
present a series of dangers including stolen water and electricity, risk of fire, black mold and the potential
for violent crimes transporting their product.
The Automated License Plate Reader (ALPR) program continues to produce great results for the city.
Presently, Rancho Cucamonga is one of the few cities to have completed a ring of ALPR cameras around
the city at all major streets and freeway ramps. We are now working to complete an interior ring of key
intersections to enhance our ability to track movement within the city. The goal of the program is to
capture data on wanted vehicles and allow deputies to locate the vehicles before additional crimes are
committed. The Department receives over 300 ALPR notifications per year, many resulting in arrests for
crimes such as possession of stolen property, felony evading, possession of dangerous weapons,
narcotics, and wanted persons. Building on the past success of the ALPR program, in Fiscal Year 2022/23,
the Department will add additional ALPR cameras to the intersections at:
• 4th Street and Interstate 15 Freeway (on both sides of the freeway)
• Haven Avenue and Foothill Boulevard
• Baseline Avenue and Milliken Boulevard
• Baseline Avenue and Archibald Avenue
Similarly, building on the success of the Public Safety Video Network (PSVN) program, the Department
will add a total of 23 additional cameras in Fiscal Year 2022/23 at locations for Rancho Cucamonga
Municipal Utility and Public Works facilities. These cameras will provide an extra level of security from
property crimes related to precious metals. To increase security at City Hall and the Rancho Cucamonga
Police Department two additional cameras will be placed in the City Hall courtyard facing the City Council
Chambers and Police Department building.
With all the data collected from these and other tools each year, the Department has been searching for
a way to better access this data in real time while events are ongoing. For FY 2022/23 the Department
will implement a Real Time Information Center (RTIC) at the main station on Civic Center Drive.
Detectives and Deputies will be provided with real time information and assistance with crimes in
progress. Analysts on duty in the department can monitor cameras and ALPR feeds in real time. The
collective mission of the RTIC will provide improved ability to meet the demands from law enforcement
and City departments for crimes in progress as well as enhance the ability to detect crime patterns and
other statistical data that is utilized to not only effectively combat crime in the city, but to also aid in the
City's land use planning.
After the PSVN camera monitors are moved into the Real Time Information Center, the Department
intends to reconfigure that space into a new Administrative Conference Room. Currently there is no
space in the police station to conduct administrative meetings for more than a few people. Improvements
to the area would include television monitors and computers to conduct Microsoft Teams meetings,
conference table and chairs, and other minor cosmetic fixes to the room.
The Rancho Cucamonga Police Department has identified two aging vehicles to be upgraded in Fiscal
Year 2022/23. One of the vehicles is the mobile command post, which was built in the 1990's and is not
up to date with current technology or the needs of the Department. Additionally, the Department's off -
road vehicle (John Deere side -by -side) is no longer operable. Currently, when an off -road vehicle is
needed, the Department must rely on the Fire Department or local residents' off -road vehicles to respond
to calls for service.
PAGE 67
To further increase the Department's response to calls for service, the
City will be adding two supervisor positions. As of Fiscal Year 2021/22,
the Department had 13 supervisor positions that manage the patrol
operations of 110 deputies and 15 detective/corporal positions. Effective
policing relies on adequate supervision and so to better manage the
deputies at the Rancho Cucamonga Police Department, the Department
would like to add two additional Sergeants to the force along with
another Sheriff's Service Specialist focused solely on managing the City's
many restricted parking areas. Finally, in April 2022, the Department
welcomed its newest member, a bloodhound named "Keva." Keva's
training has proven successful, and she loves assisting Deputies in the
field. When Keva is not training or out on a call, she enjoys taking walks
and visiting her friends around the station.
The Fire District's mission is to
serve the community through planning, promoting, and
demonstrating a readiness to respond to and reduce threats to f '�
life and property through the efficient and effective delivery of
emergency and non -emergency services and programs. Three
pillars establish the foundation for the Fire District's traditional t
and innovative services: Community Risk Reduction, Emergency
Response, and Emergency Management. Leading the Risk
Reduction efforts, the Prevention Bureau manages hazards }
through fire prevention, inspection, wildland fire threat reduction,
public education, and community outreach. Additionally, through the Emergency Response pillar
firefighters deliver efficient and effective mitigation protocols for structural and wildland fire suppression,
emergency medical services, hazardous materials response, technical rescue, and tactical response. 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 fosters a high level of readiness through the development and
training of a diverse workforce. Best practices and cutting -edge innovations while leveraging
partnerships, resources, data, and technology will also be utilized to maximize value in the delivery of
our services.
'The past is our lesson. The present is our gift. The future is our motivation. '—Anonymous
In alignment with the City General Plan Update, the District will conduct a Master Plan and Standards of
Coverage (SOC) assessment. The intent of the study is to evaluate the current and future planning needs
for emergency and non -emergency services provided. The SOC will provide a framework for policy
makers to use as a guide when certain metrics and data points are reached. When combined with the
Master Plan, the level of service will be evaluated holistically so that it takes into consideration the
logistical, financial, and administrative impacts that any addition in level of service could have in the
immediate future and over a 15-year span. In addition, it will also evaluate the District's current
deployment model and assist in evaluating the future deployment model make-up, including partnerships
with other City departments.
PAGE 68
As that model is reviewed, the District will rebuild Fire Station 171, the
oldest fire station in the city, and complete ADA improvements to Fire
Stations 173 and 174 in order meet the needs of an increasingly diverse
workforce. In alignment with Fire Station 178, currently under
construction, the District will use a progressive process in which a design -
build team work collaboratively under a single contract to provide design
and construction services. These projects will also involve continued
partnerships with other City departments, including Community Services
and Public Works. Design began in late Fiscal Year 2021/22 and the
District anticipates awarding the construction contract in late Fiscal Year
2022/23.
In Fiscal Year 2022/23, the District
will receive and deploy an electric fire
engine, one of the first in North
America. The electric fire engine will eventually be housed at Fire
Station 178, scheduled to open in early Fiscal Year 2023/24. In
support of the City's environmental sustainability efforts, the electric
fire engine will continue to reduce the District's carbon footprint and
noise emissions. This new platform employs an innovative electric
drive system while also decreasing the overall footprint of the vehicle allowing for better maneuverability.
The fire engine can change vehicle height on the fly from a low center of gravity street -based fire engine
to an off -road height fire engine with 4-wheel drive capability, thus allowing for response capabilities due
to our diverse topography. The District is also deploying a Type VI fire engine. Provide by Cal OES
through the California Fire and Rescue Mutual Aid System, the engine will assist the District in maintaining
surge capacity during day-to-day duties and major events/emergencies. Type VI fire engines are a
widely used fire engine in wildland urban interface fire response because of their versatility,
maneuverability, off -road abilities, and fire suppression capabilities. Furthermore, in Fiscal Year 2022/23,
the District will replace one (1) Tiller Truck and one (1) Type 1 engine due to age, ongoing maintenance
issues, and in accordance with the District's Long -Term Emergency Apparatus/Vehicle Purchasing and
Replacement Plan.
The District will partner with Public Works to address future vehicle maintenance needs and repairs of
both the District and City fleet. This will include the District and Public Works sharing the cost of a
Mechanic position; coordination of fleet maintenance and repair with all heavy equipment serviced at the
District's fire shop and standard vehicles serviced at the City's fleet shop; and implementation of a new
fleet management software that will allow for coordinated service requests, work order management,
inventory management, reporting and analytics, and fuel and charge management.
In anticipation of the opening of new Fire Station 178, the District will hire nine new firefighters to staff
the electric fire engine around the clock. The new station will house one fire engine staffed by one
firefighter, one engineer, and one captain across three different shifts. To ensure staffing is in place
when construction of the fire station is complete, the District will hire the nine new firefighters in Spring
2023. This will allow time for the new firefighters to complete the District's Fire Academy prior to summer
when Fire District resources are impacted by the ever growing and worsening California fire season.
Due to the proximity of the San Gabriel Mountains and the Santa Ana winds, wildfires are a significant
threat to Rancho Cucamonga. To prepare for this threat, the District has pre -designated apparatus
staging areas throughout the city. This includes Heritage Park, as well as the dirt lot on the north side of
PAGE 69
the bridge. Originally planned for Fiscal Year 2021/22, the replacement of
the main bridge at Heritage Park was shifted to Fiscal Year 2022/23. The
existing bridge has been identified for replacement due to its aging
condition and regular wear. Because this is an apparatus staging area, the
District is partnering with the City on this replacement project.
The District will also partner with Public Works and Planning to create an
Urban Forest Management Plan. In alignment with the City General Plan
Update, a comprehensive urban forest management plan provides an
opportunity to enhance our urban forest and canopy coverage where
appropriate, as well as provide recommendations for reducing existing wildfire hazards and risks through
management of the current tree inventory. The plan will also provide recommendations on preventing
new wildfire hazards and risks by ensuring the use of wildfire compatible tree species and tree densities
in future development.
Finally, in November 2021, the San Bernardino County Board of
Supervisors approved a Request for Proposals (RFP) for ambulance
transportation services, the first of its kind in the history of this County.
District and City leadership will be drivers of the outcome of the RFP and
help in providing the framework for ambulance transport in the County.
This is a dynamic work in progress at the time of the budget message
and is expected to evolve throughout the rest of the calendar year.
As part of its fiscal stewardship, the Fire District is committed to operating at the most efficient level
possible. Along those lines, the Fire District continues to fund proposed operations and capital projects
while holding Community Facilities District (CFD) assessments at their prior levels or less for the tenth
straight year. Lastly, also for the tenth consecutive year, Fire Prevention permit and inspection fees
continue to be suspended. Although these mechanisms remain in place if needed, careful fiscal
management has allowed the District to reduce the impact on taxpayers over time.
The Animal Services Department is always evolving and finding innovative and creative solutions to help
the community with its animal -related concerns. The Department continues to be a leader in animal
welfare and has a complex operation to care for the nearly 5,000 homeless pets received annually.
Responsibilities include animal care, reuniting lost pets with their owners, animal adoptions, picking up
stray and aggressive animals, animal welfare calls, wildlife, and rabies control. The Department also has
a comprehensive veterinary program to serve animals housed at the Animal Center and opportunities for
the community to volunteer with programs such as animal care and enrichment, foster care, fundraising,
and outreach events.
In Fiscal Year 2022/23 the Department's focus will be on enhancing the health and welfare of the animals
in our community and the people who care for them. To achieve this goal, the Department has identified
strategic initiatives in the areas of community, programs, and personnel.
Outreach and humane education are an important component of a pet friendly community. Knowing who
and when to call for help can change the outcome of an animal in need. The Department will focus on
updating and sharing resources with the community such as what to do when you find an animal, spay
and neuter opportunities, adopting a new pet, and wildlife interactions. The Animal Care Foundation will
continue to enhance its safety net programs by offering resources such as vouchers for veterinary care,
pet food, and dog grooming to residents who, without resources, would need to surrender their pet to
the Animal Center.
PAGE 70
The Department's signature Kitten Nursery program will rebrand to become the "RC aCATemy". In the
last few years, targeted spay and neuter efforts and the number of available volunteer foster homes for
underaged kittens have increased. The RC aCATemy and its
core group of volunteers will transition to caring for kittens
returning from foster homes and cats with behavior and
RCaCATemy medical concerns. This vulnerable group of animals will be
given the one-on-one attention they need to successfully
Graduating feline friends since2e22 "graduate" and be adopted into loving homes. The animal
"""""`
CENTER licensing program will be outsourced to increase compliance
rates and community conversations about the importance of
licensing your pet.
The Department will strengthen its team by funding a Deputy Director and three full-time frozen positions
(Animal Caretaker, Customer Care Assistant, Animal Services Officer II). These positions add stability to
the team and allow for realignment of duties, enhanced animal care and enrichment programs, building
stronger community partnerships, and seven day a week operational oversight. To accommodate the
growth in the Animal Services team, the Department budgeted for the office design phase of the Animal
Center makeover project. The project started in 2017 with an update to the public and animal housing
areas of the Center. The office design phase will reconfigure and create designated workspaces and add
a conference space to be used for meetings and educational classes. Lastly, in Fiscal Year 2022/23, the
Department will begin the development of a wellness program that identifies first responder, crisis
counseling, and grief resources, to build resiliency and promote mental and physical health for individuals
who work with and care for animals.
The Community Improvement Division plays an integral
part of public safety in the community. It focuses on
maintaining and improving community standards to
ensure high quality of life for residents. This involves
fostering strong and effective working relationships with
the Solution -Oriented Policing Team, Rancho
Cucamonga Fire District, Building and Safety Services,
and the rest of the Community Development teams. An
important step for the Community Improvement
Division was to establish a shared mission and core
values to further guide its efforts, especially with
enforcement. The mission and core values emphasize
compassion as a critical component in its operations,
particularly when working with those who are unable or
need assistance the most. Accordingly, the division
strives to take strong actions against violations that
present potentially hazardous conditions to the
community.
Community Improvement focuses on solutions in response to nuisance conditions and other violations of
the Municipal Code, providing for a safer and more beautiful community. Providing more than just
enforcement, staff provides resources and information for residents who need it most. When
enforcement is required, cost recovery allows staff to take strong action but recover the costs through
special assessments when needed so that the operations do not burden the General Fund.
PAGE 71
In Fiscal Year 2022/23, the Division will recruit and develop a new shared Community Improvement
Officer I position in conjunction with the Business Licensing Division. The position would be allocated
50% to Community Improvement for inspecting home occupation businesses, noise or lighting
complaints, new vendors, and short-term vacation rental evening complaints; and 50% to Business
Licensing for field inspections or compliance work, as well as reporting any observed non-compliance
with City Code to the appropriate City staff.
SB 296 was signed by the Governor and became effective January 1st of this year and requires each
agency with code enforcement officers to develop/adopt Code Enforcement Officer Safety Standards.
Community Improvement aims to be at the forefront in adopting these standards. The adoption of
these standards involves a two-part process: evaluating in some manner the threats, risks, and hazards
facing code enforcement officers in their specific jurisdiction, and second, developing standards
"appropriate" for those threats, risks, and hazards. Furthermore, these standards will need to be re-
evaluated and updated from time to time as the threats, risks, and hazards to code enforcement officers
evolve. The California Association of Code Enforcement Officers (CACEO) was the sponsor of the bill and
has created a "Model Minimum Standards" template to help agencies comply with the new requirement.
To ensure that all agencies are in compliance with SB296, Community Improvement is now working on
its own Standards together with other officers from agencies of various sizes in our insurance risk pool.
Community Improvement will organize two community clean-ups in the upcoming fiscal year. A
community clean-up is a fantastic way to bring communities together for a common goal — to improve
public spaces by removing litter and unsightly objects. Community clean-ups involve working with Public
Works who brings heavy equipment to haul away the bulky items, while Burrtec Waste Industries
provides the dumpster bins. The department will organize a neighborhood clean-up in an area displaying
the most need. The goal will be to provide residents the opportunity to dispose of their unwanted bulky
items and e-waste. This year the targeted time frame for the event will be summer 2022 and the second
event will be held early 2023. Community Improvement will notify residents of the upcoming community
clean-up by mailing out letters to the residents 8 weeks in advance to provide sufficient time for residents
to prepare. In addition, Community Improvement will be asking for volunteers from different
departments, organizations, and groups to assist with this event.
Community Improvement has made it a top priority to address residential and commercial properties
that are vacant, abandoned, and/or substandard spread throughout the city. The conditions of these
properties pose a negative impact to neighborhoods, families, and individuals who are seeking safety
and security in their homes and maintenance of their property values. These vacant properties have
become an attractive nuisance for transients. The calls for service for transient activity and structure fires
pose a strain on City recourses. Most of the properties have remained vacant for an extended period.
Community Improvement's first step is to work with the property owners to develop a plan to rehabilitate
the buildings. Or, if the buildings are in a deteriorated unsafe condition, the buildings will be safely
demolished through our permit process. Community Improvement focuses its efforts on these cases with
the City's Critical Case Team (Animal Control, RCPD, RC Fire District, Building and Safety, Planning) on
the long-term solution(s) to move forward collaboratively to ensure a safer community for all.
The Short -Term Rental (STR) Program is managed by Community Improvement and began in early 2021.
Starting in Spring 2021, notification letters were sent to all active listing hosts on all online property
sharing companies, notably Airbnb, VRBO, and FlipKey, informing them that a permit opportunity has
become available and that unpermitted vacation rentals will be enforced upon. Since 2021, 78 STR cases
have been opened and investigated; 33 applications have been submitted and 21 short term rental
licenses have been approved. The application process includes acquiring a Business License, a Transient
PAGE 72
Occupancy Tax Certificate, passing an on -site inspection, and applying for and attaining the STR Permit.
Community Improvement has been able to monitor and permit STR properties with the support of the
Business License Team and our software contractor Harmari. With this new process in place, complaints
are significantly down and a program in place that helps in welcoming visitors from all over to enjoy the
City of Rancho Cucamonga.
Finally, Community Improvement is working to develop a noise ordinance. A noise ordinance is a law
created at local levels that pertains to the amount of noise, duration of noise, and source of sounds other
than ambient noise that affect a community's inhabitants. Recently, the Community Improvement
Manager attended a Community Noise Enforcement Certification program at Rutgers University in an
effort to develop best practices and fine tune our current code. CI is working with the planning
department on revising our current noise ordinance to fall in suit with the national best practices. The
new ordinance will aid us in the enforcement of the nuisance of community noise so that residents can
live comfortably within a community in terms of the sounds that they hear. As we have grown into a
larger city with many businesses that operate extended hours, managing the sounds so all can co -exist
harmoniously has become critical.
PAGE 73
Community and Economic Development Workgroup
"Loss is nothing else but change and change is nature's delight"— Marcus Aurelius
The Community and Economic Development Workgroup consists of the Planning and Economic
Development, Engineering, Building and Safety, and Public Works departments. The Planning
Department works with residents, business owners and elected officials to build a consensus on how to
equitably develop the city on a human scale going forward, both short-term and long-term. The Planning
Department administers the City's General Plan and Development Code which are the key documents
that actually guide physical development (what can go where and under what conditions) in the city.
Economic Development, often co -located with Planning, is focused on improving the business
environment in Rancho Cucamonga, aiding with business location questions, permit processing issues,
real estate acquisition or other types of business assistance. The Building and Safety Department issues
building permits and conducts inspections for new construction, additions, and remodeling work. Building
and Safety promotes the continued development of a safe and prosperous community by utilizing the
building codes to protect health and safety all the while building positive working relationships with the
construction industry. Engineering designs and administers capital improvements such as roads, bridges,
or traffic signals, including both public and private property, for the efficient, effective, and safe use by
everyone. Finally, Public Works operates and maintains public facilities, improvements and infrastructure
in a manner that is safe, sustainable, and economical, for the larger benefit of the entire
community. Together, these departments, which encompass all aspects of public and private
development of property, operate under the direction of the Deputy City Manager of Community and
Economic Development.
Where is no
46rc e 14
6
With the adoption of the newly updated General Plan in December of 2021, the Community and Economic
Development group received broad and clear direction from the Council and the community on how to
advance the vision of a world class community towards a more mature and complete city. The
community's vision "to build on our success as a world -class community, to create an equitable,
sustainable, and vibrant city, rich in opportunity for all to thrive," with the foundational values of health,
equity, and stewardship, informs much of the strategic thinking and changes in this year's Community
Development budget. The General Plan update, while a big step, was just the first step in advancing the
vision for the future that lays the groundwork for public and private efforts and investments in our built
environment. The General Plan clarified an idea that has been simmering for nearly a decade: that the
city can grow, providing new housing and economic opportunities and positioning itself for the next
generation economy, while maintaining, or even improving, its wonderful single-family neighborhoods
by focusing new growth onto key corridors and into key nodes. If the city is to be as well -positioned for
PAGE 74
the rapidly changing future that we are entering, we need to build both stability and adaptability into our
plans, processes, economy, revenue stream, and infrastructure.
Planning and Economic Development
are often co -located, as they are here
in Rancho Cucamonga, because so
much of a community's economic
success is due to success in creating
a place where people want to be. This
idea that people will invest in the
places they enjoy, value, and trust is
evident in Rancho Cucamonga's
economic success. Over the last four
decades, the City has maintained an unyielding commitment to a high quality of life. As a result, Rancho
Cucamonga has become the premier Inland Empire community with a highly educated populace and an
extremely diversified and dynamic economy. As we emerge from the COVID-19 Pandemic and remote
and hybrid work becomes a norm, our ability to attract the best and the brightest will depend on our
ability to maintain and enhance a high quality of life in a dynamic, vibrant city that offers abundant
opportunity.
A critical next step in this change is
the adoption of the new
Development Code. With a clear
vision and compelling community
priorities, the Planning Department
is working to navigate rapidly
changing state law, a dynamic and
chaotic economic shift, and
unprecedented development
interest. The primary goal of the
Development Code update is to
facilitate the community's vision for
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but the City's vision, public input, and the otd rood
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the future through a clearer more
predictable development process. Much of the work on the Development Code update will occur by the
end of the 2021/22 fiscal year. The Planning Department, however, will continue working on phase two
of the update through the rest of the 2022 calendar year, refining the processes, addressing second tier
priorities, and implementing new funding and development mechanisms such as the community benefits
program and citywide transfer of development rights opportunities. With a clear development code,
investors, whether they be first time homebuyers or public corporations, are able to access reliable
information and a clear process so that they can make good business decisions and trust their
investments will be safe. Furthermore, great communication and great customer service go a long way
towards building that trust and in Fiscal Year 2022/23 there will continue to be a large emphasis on
improving our service.
PAGE 75
If FY 2021/22 was the Year of the General
There's a wreak Plan, FY 2022/23 will be the year of the
up ahead, do you know implementation plans. As mentioned above,
any back streets I realizing the vision for our future will occur
can take to get around it? through both public and private
investments in our community. While the
new Development Code updates and new
permitting process seek to streamline our
development review processes, we also
need to be very strategic with new public
This partof the investments. Having a clear plan of action
city was developed after ' is critical and we will prepare two new
► the 1960s, there's no master plans next year to articulate new
local street connectivity strategies: one for the area in the vicinity of
the Civic Center and one for the Epicenter
t Sports Complex. Similarly, through the next
fiscal year, we will initiate our Urban
Forestry Master Plan, which will provide the
City with a long-term plan to mitigate future
state mandates, drought, urban heat
effects, and wildfires while creating a
roadmap for the City's urban forest over the
next 50 years. We will also continue
L working on our ADA Transition Plan, the
citywide Active Transportation Plan, and the
Economic Development Strategic Plan
update. Each of these plans will provide the
City with strategies on how to best deploy our resources for maximum impact in the community.
As Planning works through these plans, the Economic Development team will be working hard to build
up the City's nest egg and prepare the city for the ever dynamic 215t century economy. To remain
competitive and give our community the best chance at fulfilling its desire to become the economic center
of the Inland Empire, the budget includes funding to expand our Economic Development team. This
year's budget includes three new positions: a Deputy Director of Economic Development, an Economic
Development Manager, and an ICMA Fellow / Management Analyst I. The ICMA (International
City/County Manager Association) Fellowship Program is a one-year professional development program
with an option for a second year if mutually agreed upon between both parties.
As mentioned above, one of the most successful economic development strategies we have employed is
creating a high quality of life and very desirable place where people want to be. In that regard, everything
we do as a City has an economic development impact. However, becoming a leader isn't something that
just happens. It is important that we capitalize on this economic cycle to build our economy as much as
we can. The world is changing and becoming ever more competitive. Now is the time to expand our
team so that we can put additional effort into recruiting new world class developers and businesses and
leverage our resources to improve our fiscal resiliency. Creating these new positions will give us the
strategic and leadership capacity to pursue new opportunities and help our local economy to thrive in
the coming decades.
PAGE 76
The Building and Safety Department continues to be the
champion for the Online Permit Center, the main platform
used across Community Development, with continuing
improvements and customizing throughout the year. In-
house staff, in collaboration with DoIT, are performing
most of the changes, fixes, and improvements making the
system more controlled and reliable. After three years of
electronic submittal for permits, the workgroup is finding
that further refinement is necessary to meet the needs of
the City's customers. In Fiscal Year 2022/23 Building and
Safety will work to branch the system into specialized
workflows for large and unique projects allowing access
within the system for larger teams to communicate and
show progress in a live environment. An additional
customer improvement for our homeowners is that now
smaller projects like patio covers, block walls, and
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TOGET
swimming pools are performed over the counter to meet the needs of the home improvement market.
Our continuing digital advancements allow us to:
• Process applications online
• Review plans online
• Provide live access regarding status of an application
• Issue permits online
• Provide accurate workflow history both internally and externally
As the Online Permit Center remains the foundation of our operation, Building and Safety continues to
improve and explore better ways to increase efficiency while streamlining the permitting process.
Further enhancement of remote inspections has been a successful endeavor as Building and Safety seek
to offer alternate means for the public to schedule and engage with inspection staff. Approximately 30%
of inspection types are eligible for remote inspection which involves an appointment between the
customer and inspection staff and a mobile device capable of live, visual and audio streaming and
recording. Images and video clips are then uploaded to the electronic record (permit) and the inspection
is then updated as approved or corrections needed.
To refine communication between customers, office
• support staff and field inspectors, Building and Safety
implemented the texting system "Quiq" last fiscal year
which has proven to be a huge success. Quiq has been
QUI Cl a significant time saving program reducing phone calls
and misunderstood emails by moving to clear written
text messages. We have also implemented this system
with our permit technician staff to offer a proven option for customers to communicate with staff
regarding submittal and plan check status. Since we receive positive feedback from the public and data
shows a decline in time-consuming phone conversations, we are looking to extend this method of
communication to our plan check operations with appropriate refinements.
Community outreach has been a focus in the department and with projects such as RC Hot Topics,
educational videos, and "how-to" media on the department website, Building and Safety is planning to
develop additional media leaning more toward social platforms These programs are designed to educate
the public about the services provided by the department, enabling the public to personally navigate the
City website effectively obtaining the information they seek.
PAGE 77
Staffing changes have been in growth mode in Q3 and Q4 of
Fiscal Year 2021/22 with the fulfillment of the Public Services
Technician team specifically designed to serve Community
Development. As each of the three departments, Building and
Safety, Planning, and Engineering Services contributed a
vacant position to this project, we have collectively been able
to hire and train this team to act as front -facing representatives
addressing the basic and immediate needs of the public as they
seek information, permits, applications, or want to make
appointments with technical staff.
dOL Building and Safety together with Planning and Engineering
Services is committed to unify the operations within Community Development to achieve a simpler, more
cohesive organization. Through meaningful engagement, the department aims to streamline and simplify
our processes while offering viable options for customers at all levels.
Plans and permits are important, but only a part of
what the Community and Economic Development
teams do. This team also likes to build and has many
major capital projects planned for Fiscal Year 2022/23.
The top priority for the Engineering Department in this
budget will be to start construction on the Etiwanda
Grade Separation Project. This is huge undertaking
and a critical piece of infrastructure for the city. The
Engineering team has been working diligently for the
last few years to acquire right of way and design the
new bridge. Design is close to wrapping up and
construction is expected to start in December 2022.
Improving traffic and transportation operations in the city
does not stop with the grade separation project. The goal
of the Advanced Traffic Management System (ATMS)
program is to construct fiber optic interconnections
between the City's traffic signals and the Traffic
Management Center, which allows for more efficient and
effective traffic operation on City streets. Completion of
Phase 1 of the ATMS was a huge success with the resulting
coordinated timing along Haven Avenue and Foothill
Boulevard providing reductions in average delays of up to
67% and 51% respectively. Phase 2 includes Milliken
Avenue, 19th Street, Arrow Route, Rochester Avenue north
of Base Line Road, and Day Creek Boulevard north of Base
Line Road. We anticipate construction of Phase 2 to begin
in late Spring of 2023.
Another important capital project is the 6th Street Cycle Track. This project is being completed in
partnership with the San Bernardino County Transportation Association (SBCTA) and four other local
cities. The project will result in the construction of a buffered bike lane, called a cycle track, along 6th
Street between Haven Avenue and Rochester Boulevard. Portions of the cycle track will also be raised in
areas where appropriate to accommodate a bike lane that caters to the comfort level of many types of
cyclists. Construction is anticipated to begin in late Spring of 2023.
PAGE 78
Engineering will also continue with the construction of the Rancho Municipal Broadband fiber network to
expand the customer base and provide high-speed internet to more businesses and residents in our
service area. We are working on expanding the backbone fiber network and extending new service to
existing businesses. As a part of this extension, $100,000 in funds committed in FY 2021/22 will be used
to connect several business parks along Haven Avenue with the near -term potential of providing new
service to 35 businesses. Additionally, a new service extension on Arrow Route to serve the SE industrial
development area off Etiwanda Avenue including Bridgepoint, Hillwood/Speedway and future NRG is
being designed now and being incorporated with RCMU's Etiwanda Line Extension project.
The City has experienced an increase in the cost of marking City -owned utilities over the past few years.
Required by State law and necessary for the protection of these utilities, the City (currently via contract)
locates and identifies underground City -owned electric, streetlight, fiberoptic, and traffic signal facilities
whenever a contractor placed a "Dig -Alert" ticket prior to construction. The creation of a new position
for in-house Utility Marker will allow the Engineering Department, along with the Public Works Services
Department, to better manage utility marking services, and we anticipate this change will provide some
cost savings over contracting the service out.
The reintroduction of the Executive Assistant position to the Engineering Department after it was frozen
during the pandemic will provide administrative support for the Department Director and staff. In addition
to providing additional capacity, this position will help to bridge communication between Engineering's
leadership team and the rest of the organization, provide confidential level support currently being
assigned to Executive Assistants outside of the Department, serve as backup for other Executive
Assistants in Community Development, and in coordination with other Executive Assistants in the
organization, provide training and mentoring to other administrative staff.
Public Works also has several important capital efforts planned for Fiscal Year 2022/23. The annual
concrete repair efforts will focus on the repair of damaged concrete curbs, gutters and sidewalks in the
Victoria Street area between Haven Avenue and Deer Creek Channel and the neighborhood south of
Chaffey College. Infrastructure improvement funds will be used to clear the citywide backlog of resident
requests for concrete repair placed through the RC2GO app. Additionally, Public Works will be
rehabilitating several City buildings. One of these remodel efforts will be the Family Resource Center.
This remodel project is being made possible through ARPA funding provided by the County through
Supervisor Rutherford and includes energy efficiency and aesthetic upgrades for an aging community
center. The work includes a new energy efficient HVAC system, interior and exterior paint, new flooring,
kitchen upgrades and an enhanced interior courtyard.
The Civic Center is due for some critical maintenance as well. Design work for the Civic Center HVAC
Plant Replacement began in Fiscal Year 2021/22. It is anticipated that a contract will be awarded, and
construction will begin in Fiscal Year 2022/23. This project will replace the three (3) 150-ton chillers and
related pumps which serve both City Hall and the Public Safety building. The current chillers and related
pumps have been in service well beyond their expected service life. The new chillers and pumps will
change the system from a constant flow chilled water plant to a variable flow plant. This change will
increase energy efficiency and reduce operational costs. Public Works will also initiate waterproofing the
Civic Center. The Civic Center Waterproofing project will be in the design phase this year and includes
the preparation of plans, specifications, and construction estimates. This project will repair all exterior
joints and seal and weatherproof the exterior brick fagade of this 32-year-old building.
Stewardship and resiliency are core values that extend through our work and many of the efforts planned
for the next fiscal year focus on improving our efficiency while reducing resource use. Public Works will
be working on early steps of designing and installing new interior and exterior lighting controls and HVAC
controls for facilities citywide. The current phase of the project includes research and design of a new
system along with determination of potential costs for the future construction phase. The LMD 2 Paseo
Lighting retrofit project involves the repair, replacement, or upgrade of paseo lighting to LED lights
PAGE 79
(including poles, wires, and underground connections) in various locations of LMD 2. These retrofits are
expected to result in a 30% reduction in electricity use as well as reduced maintenance costs.
Drought in Southern California is a fact of life and even in "wet" years it is necessary to import water to
make up for the shortfall. The City's water conservation efforts, spanning over three decades with the
installation of our first weather based central irrigation control system in 1987, will continue with the
drought tolerant landscape renovation projects. In Fiscal Year 2022/23, $2,386,450 has been budgeted
for drought tolerant landscape renovations, primarily for turf removal. Once the turf is removed, new
drought tolerant landscaping will be installed. Project scoping will begin in LMDs 1 and 6 and work in
LMD 2 will continue on Fairmont Way, west of Milliken Avenue, and include the removal of turf in
parkways and tract inlets, along with converting existing planter sections to new low water use landscape
plants and materials. Likewise, the work in LMD 4R will be a continuation of previous turf removals and
the addition of new drought tolerant landscaping. Work this year will be done in parkways and paseos
along Terra Vista Parkway.
Following the successful pilot project involving the implementation of a more advanced central irrigation
control system in Fiscal Year 2020/21, funds have been allocated to expand the new system into LMD
3B. The new system uses soil moisture data to calculate and adjust run times in the field. The system
learns over time and adjusts the schedule based on the Water Management Team's feedback. The system
is completely online and can be quickly and easily accessed via computer or mobile device. During the
first nine months of operation, the pilot project saved over 850,000 gallons of water while simultaneously
increasing the efficiency of the work crews. Beyond drought improvements, the LMD 2 Park Upgrade
project includes upgraded shade, seating and other improvements to increase the efficiency, longevity
and versatility of park amenities at Ellena and Vintage parks. This will be funded by the State Recreational
Infrastructure Revenue Enhancement Grant program.
With the ever-increasing work to maintain the City's aging infrastructure an additional position has been
funded in Fiscal Year 2022/23, a Maintenance Coordinator for contract compliance in the Parks Division.
The new Maintenance Coordinator will allow the Public Works Department to divide the roughly 50 square
miles of Rancho Cucamonga between three Coordinator positions instead of just two. This will increase
the efficiency and frequency of oversight required to ensure the City's landscapes and irrigation systems
are maintained to the specifications defined in the landscape maintenance contracts. This position is
primarily funded by, and will focus on, Landscape Maintenance Districts 2, 3B and 4R enabling the two
existing coordinators to focus on the other parts of the City. One Lead Maintenance Worker and three
Maintenance Worker positions are being re -funded from before the pandemic in the Streets Division.
Bringing back these Maintenance Worker positions helps ensure the City can keep our streets well
maintained.
Civic and Cultural Services Workgroup
' The secret of change is to focus all of your energy not on fighting the old, but on building the nevi/'
— Socrates
The Civic and Cultural Services Workgroup consists of the Community Services, Library Services, and City
Clerk Services departments along with the Healthy RC and Community Affairs Network divisions. Within
this workgroup are two distinct focuses, one on direct programming to the community and one focused
on civic engagement. Community Services provides recreational, experiential, and human services;
Library Services provides knowledge, research and related -information type services; and City Clerk
Services provides election services as well as access to civic records and documents. Because of the
opportunities for overlap and co -programming these departments work together under the direction of
the Assistant City Manager. The Assistant City Manager also oversees some separate but related
workgroups in the City Manager's Office including the Community Affairs Network, which fosters a culture
of communication and engagement, and Healthy RC, the City's Robert Woods Johnson recognized and
PAGE 8O
award -winning City -community partnership working to build a community where all generations lead
vibrant, healthy, happy lives, as discussed later in this transmittal.
Building upon Fiscal Year 2021/22, where the Civic and Cultural Services Workgroup identified significant
opportunities to provide new and/or more effective and efficient programs and services to the
community, Fiscal Year 2022/23 will see the continued implementation of the planning and reconstruction
efforts in the prior year.
The Community Services Department (CSD) underwent a complete redesign, making improvements to
better accomplish the Department's mission to engage the community byproviding opportunities to play,
celebrate, grow, and be entertained through premiere programs, outstanding services, and positive
environments creating life-long memories The vision is to be leaders in providing exceptional experiences
and meaningful connections by creating a world class community using the core values of curiosity, zeal,
inclusivity, teamwork, integrity, and humility. Fiscal year 2022/23 marks the implementation of the
redesign of CSD to meet current community needs based on 2021 survey data.
Cultural arts and recreation surveys completed in 2021 provided
community feedback expressing the need and desire for more
community events, performing arts and entertainment, senior
programs, adult activities, health and wellness programs and
improved communication and advertisement. Services are
resuming with emphasis in these areas to address community
feedback.
With the high community desire for entertainment options and
community events, FY 2022/23 Special Events will include our
traditional annual events such as Memorial and Veteran's Day Ceremonies, Concerts and Movies in the
Park, Fireworks Spectacular, and Spooktacular. Plans are in the works for enhanced offerings including
a Lunar New Year Celebration, Egg Shellebration, the return of the Founders Day Parade, World Music
Series, International Festival, Holiday Events, and additional weeks of Concerts and Movies in the
Park. Additionally, CSD looks forward to a partnership with other Departments to optimize staff skills
and abilities in special event implementation, such as Summer Reading events, Cultural Nights and
National Night Out. The Department reallocated the unfrozen Management Analyst II position to an
additional Community Services Supervisor, in addition to hiring for an unfrozen Community Services
Coordinator position, to better support the new and enhanced events planned for FY 2022/23.
Annual performances will resume at Lewis Family Playhouse for a limited 2022/23 season and the
Department will evaluate best business opportunity/outcomes of the rental spaces of the Victoria Gardens
Cultural Center to meet the new Operational Action Plan. Multiple full-time positions that were frozen at
the onset of the COVID-19 Pandemic will, after being redesigned for new duties, be funded in the new
fiscal year. The full-time positions include an Community Services Superintendent, a Community Services
Supervisor over VGCC Operations, a Theater Production Coordinator and a Theatre Technician III
position. The positions listed are critical to the operations at the Victoria Garden's Cultural Center as we
embark on establishing and delivering our first season, post pandemic.
A long-time goal for the Department has been to establish cost recovery models and performance goals
for programs, classes, events, and facilities. The City took the first steps towards this goal with the
redesign of the Department's budget going into FY 2021/22 and then working alongside a consultant to
create these cost recovery models, pricing policies, performance measures and redefined reporting
structures that will optimize staff time/skills. The final step in the implementation of these new models
will be to hire for vacant and previously frozen positions of Management Analyst I and a Procurement
Technician, while refocusing two traditionally recreation roles into analyst roles that were included in the
Business Division formed in FY 2021/22. These support positions will provide the Department with much -
PAGE 81
needed assistance in maintaining the administrative functions that come along with program and service
delivery.
In FY 2022/23, the Business Division will work with Human Resources on a part-time wage analysis for
recruitment, training and retaining quality employees. The goal is to provide an updated, simplified, and
competitive salary schedule that addresses compaction caused by mandated annual minimum wage
increases.
With services resuming, the Grapevine publication is being
re -imagined and will include a new print advertisement,
"What's Happening Now", to showcase up and coming
programs and events. The first publication was issued in
April 2022 'Here Comes the Fun", which was strategic in
its design to attract the community back into CSD
services.
In addition to resuming traditional community service
programs, classes, special events and facility rentals,
many capital improvement projects that continue to be a
top priority. In 2017, the City Council began the process of updating the Central Park Master Plan to
create a vision for the remaining park space. The master plan, which was adopted in 2020, identified
smaller, buildable sections ranging in size from 3 to 10 acres that are comprised of financially responsible
amenities within each segment. During this process, the community identified a dog park as one of the
top "passive facilities" for Central Park. Using this feedback, the City designated a 4.4-acre site at Central
Park for a future dog park. In 2019, the City was awarded a grant from the State of California in the
amount of $3 million for the construction of a dog
park. Construction of the Central Park dog park will include
three, 1/2 acre fenced enclosures for small and large dogs,
a�����'•���� r{+i� a paved parking lot area, new landscape consisting of turf,
decomposed granite, various trees and drought -tolerant
!' planting, and various site amenities for dogs and owners.
All
--- -C--`-�I The dog park will also require the construction of a new
drive approach and entrance at Base Line Road and Spruce
%[a,
'J i
intersection modification will be completed
dog park construction and contractor.
Avenue to allow access to the dog park. The current
signalized intersection is a "T-intersection". This will be
modified to become a 4-way intersection to accommodate
the new drive approach entrance to the dog park. The
under a separate contract, with proper coordination with the
Another critical capital improvement for the department is the Victoria Gardens Cultural Center Courtyard
project which will take a primarily passive, outdoor space with little shade or seating areas and redesign
it to encourage greater pedestrian access and use. Amenities will include shade, lighting and a permanent
outdoor stage to facilitate outdoor events, concerts and rentals, as well as improvements to spectator
comfort. Further site improvements will also include repainting of the Cultural Center and Biane
Library. Together, these improved amenities will create unique opportunities for Courtyard
entertainment and improve the pedestrian access, flow and continuity with the rest of Victoria Gardens.
The redesigned project will open new chances for rentals and increase ticket sales at the Lewis Family
Playhouse as well as the Biane Library Second Story and Beyond®.
The Department is also very excited for the new Beryl Park Inclusive Playground. The project includes
the replacement of the existing playgrounds at Beryl Park East with themed, inclusive playground
PAGE 82
equipment for those with special needs. The City anticipates receiving $287,000 in Prop 68 Per Capita
grant funds to offset construction costs.
Community Services is also working on a few other projects in conjunction with the Public Works
Department. With ARPA funding distributed by the San Bernardino County, the City will embark upon a
remodel of the Family Resource Center. This remodel project includes energy efficiency and aesthetic
upgrades for an aging community center. Work includes a new HVAC system, interior and exterior paint,
new flooring, kitchen upgrades and an enhanced interior courtyard. The Departments will work with the
Quakes organization on replacing the current scoreboard which has reached the end of its lifespan.
Negotiations with the Quakes will outline the terms of this replacement and financial impacts. Finally the
Citywide Parks and Recreational Facilities Master Plan will identify the community needs and guide the
future development and management of the park and recreation system as an extension of the General
Plan adopted in Fiscal Year 2021/22. Moving forward, beyond Community Services led programs and
services, a greater effort will be placed on community partnerships to ensure service area gaps are being
met while minimizing the redundancy of services in effort to redirect resources for new services that fill
identified gaps for the community.
In the Library Services Department,
2021 brought with it the eagerly
anticipated return of in -person services
at the Biane Library after the main facility
was temporarily closed in 2020 due to
the COVID-19 Pandemic and a significant
shift in the collection as well as teen
space refresh project. More than 68,000
people visited the Archibald and Biane
Libraries in 2021 borrowing 392,000
physical and 81,600 digital items. In
Fiscal Year 2022/23 the Department will
be focusing on its core priorities as
former services are restored and
expanded, and new services are
introduced. In addition to ensuring the return of traditional library services, supplemental offerings will
be included to provide avenues of support for community members as they continue to recover from the
various education, economic, mental, and social impacts of the COVID-19 Pandemic.
For instance, the Library has prioritized enhancing current practices, programs, outreach, and resources
to meet the growing gaps caused by economic disparity exacerbated by the Pandemic. Providing access
to resources and services that help combat these issues through education, training, and skill
development is important to the community's recovery as well as its future progress. Included in these
efforts will be the Library's new Career Online High School (COHS) Services. COHS Services will offer a
small number of scholarships to Rancho Cucamonga residents who are looking to obtain their high school
diploma through an accredited online program. COHS will be supported through a combination of funding
from the Library Fund, the California State Library and the Library Foundation.
As the Library works to reintroduce in -person programming, events, and programs, care will be given to
strike the right balance of programs and services to meet the demands of those who have a renewed
interest for in -person services with those who prefer ongoing or even increased virtual offerings.
Storytimes, Back 2 Basics, Literacy Tutoring and several other popular in -person program series
will resume this Fiscal Year.
Evening service hours at the Biane Library and Saturday hours at the Archibald Library will be
restored.
PAGE 83
• As noted above, Library staff will work in collaboration with the Community Services Department
to explore potential ways to blend efforts and resources to restore the Library's popular large-
scale events like Black History Night, Asian Pacific Islander Night and weekly Summer Reading
Program performances.
• The Library will continue to add to and support virtual technology needs and learning through the
Chromebook and Hotspot initiative, Library of Things collection, online education and skill building
platforms.
As service hours are expanded, the Library will be focusing on reestablishing itself as a community hub,
bringing users back in the doors and reconnecting them to resources. Working with the Department of
Innovation and Technology, and the Library's current card holder database, maps will be developed to
identify areas of the city that could benefit from targeted library card drives and marketing efforts. An
ongoing effort concluding in Fiscal Year 2022/23 is the redistribution of resources between programming
services and collection development services This intentional, gradual adjustment of resources has made
it possible to develop and maintain material collections more holistically across all formats (physical and
digital), locations, and age ranges. Additionally, personnel responsible for cataloging, processing,
procurement and receiving workflows will be centralized in a dedicated workspace at the Biane Library.
This consolidation of resources will create efficiencies and savings, reduce turnaround times for receiving
and releasing new titles, and ensure the library's collections remain relevant, current, and meeting the
needs of the community.
Several additional new services will begin in Fiscal Year
2022/23 including Book a Librarian. This new service will
provide opportunities to "reserve" a Librarian for up to
30 minutes at a time to obtain in-depth research
support, digital device training, or advanced reader's
advisory recommendations. 24/7 Library Services will
expand in 2023 when a new library materials kiosk is
installed outside Fire Station 178. Staff anticipate heavy
use of this collection due to the station's central location.
The recently launched Library of Things will also be
enhanced during the Fiscal Year as the Library works to
expand the collection, and explores community partnerships for collaborative classes, workshops, and
training opportunities. Zip Books Services, which began as a grant funded pilot project in Fiscal Year
2021/22, will be sustained through Fiscal Year 2022/23. This service directly ships physical books and
audiobooks from Amazon warehouses to RCPL cardholders' homes. Zip Books, in combination with the
Library's enhanced interlibrary loan service (LINK+) puts titles (not currently owned by RCPL) in
cardholder's hands within 3-10 days of request. In the future, almost any title in print will be available to
Rancho Cucamonga residents.
The Library's bookmobile will be decommissioned in FY 2022/23 as several of its core systems
(mechanical and electrical) reach end of life. This vehicle will not be scheduled for replacement and
Bookmobile Services funds have been reallocated to support new services. The Library conducted surveys
with all the schools who previously benefited from the service, and it was determined that this was a
duplicative resource now that all Rancho Cucamonga schools have their own on -site libraries. Funds
previously earmarked for this service will be redirected to meet other existing unmet needs, through the
new services highlighted above.
The previously frozen Bookmobile Services Library Technician position will be funded and moved to
another library division. In addition to the reallocation of this Technician position, full-time and part-time
personnel funds were redistributed in late Fiscal Year 2021/22 to create two new, full-time Library
Assistant positions. In addition to supporting core library services, these three positions will be used to
support Zip Books, LINK+, Library of Things, 24/7 Library, Passport, and Book a Librarian services.
PAGE 84
Finally, towards the end of Fiscal Year 2022/23, the long-awaited
experience will open to the public with a soft launch scheduled
for June 2023. An official Opening Day event will take place in
July when the exhibits open to the general public. This year's
budget contains expenses related to the recruitment and
onboarding of museum staff to support ongoing programming
and rental services, as well as the increased expenses for facility
and exhibits maintenance. New SSAB part-time staff will include
a Fund Development Coordinator who will work alongside City
Council Members as they raise funds for a Second Story and
Beyond® endowment which will be used to help cover ongoing
operating expenses.
Also working alongside the City Council is the City Clerk
Services Department who continues to successfully
implement the electronic agenda process for City Council
and other City Boards, Committees, Commissions as well
as serving as conduits for the many meetings of the City's
legislative and policy making body. In Fiscal Year 2022/23
the City will experience its first full year of electronic
signature capability for City contracts processed by the
Department, which will increase accessibility and storage
in Laserfiche for easy access by staff.
Management of information in today's world requires full-
time efforts and appropriate knowledge by all involved in
the creation, distribution, use, maintenance, and
disposition of city records. Good governance demands
that the City Clerk Services Department provide a
Second Story and Beyond® (SSAB)
# of Public Records Requests
Requiring Extensions
(Due to Scope & Complexity)
30
25 it
20
15
10
5
0 so,
FY 19/20 FY 20/21 6 months
7/2021-12/2021
response to an almost unlimited range of information requests, within the timeframes dictated by state
law and city policy. Over the last years, there has been a steady uptick in Public Records Requests,
increasing by 36% in the last three year and by 116% in the past 5 years. As the requests for access to
public records continue to increase, the need to improve the management of City records is critical to
the success and delivery of efficient services by the department as we anticipate exponential growth in
the number of records needed and requiring management in the coming years.
The Fiscal Year 2022/23 Clerk's budget includes
additional funding for contract services to hire
a professional expert in electronic records
management, records retention, Laserfiche Electronic
Content Management System, and document
imaging for municipal governments in order to
streamline the City's Laserfiche files. This will help
with records backlog in both the Laserfiche structure
and document backlog due to staffing challenges
across the organization. During the reduction in force
due to the impacts of the Pandemic, the Department
lost a part-time employee; this budget also includes
the addition of a new analyst level position to be
funded for the second half of the fiscal year. During
the first half of the fiscal year the Director and
Assistant City Manager will be developing a new
PAGE 85
Succession and Development Plan for the office as the City continues to the look to the future for the
provision of continuity of services provided by an excellent team of employees.
The Department's 2021-24 strategic plan is written to build on previous plans and furthers the efforts
made to develop electronic systems, build transparency of government, further educate employees and
the public on the value of public records, reduce paper, protect records, and comply with laws and
policies related to the preservation of the records. With a commitment of staff, funding, and technology,
the City is on the cutting edge of transparency and good governance.
Presently, the City's paper records are archived at an offsite commercial storage
facility, at the Public Works Yard, and in the City Hall basement. After a study of
the associated hard- and soft -costs of paper record keeping in Fiscal Year
2020/21, it was determined that the best course of action was embark upon on
the City and Fire District's first -ever centralized records repository to maintain
and preserve its long- and short-term records. Located at, and upon completion
of, Fire Station 8, this new repository will be a centralized, in-house, secure
storage location for City records in a manner permitting fast and accurate
retrieval and reducing commercial storage costs. It will include using bar-coding
technology that will help staff manage records for proper administration. This
new technology promises a reduction in staff time and paper costs along with both quick and easy
retrieval of boxes and an accurate inventory of boxes.
Finally, in Fiscal Year 2022/23, the Department will also administer the November 2022 municipal election
for two (2) Council Member seats voted by districts (District 2 and 3), the vacant seat in District 1, and
for Mayor (elected at -large), following all statutory regulations and deadlines applicable to the conduct
of municipal elections. This includes planning and working closely with the County Registrar of Voters
office and the Community Affairs Network on voter outreach efforts. After its success in the 2020 General
Election and the 2021 Gubernatorial Recall Election, the Legislature passed AB 37 which ensures every
active registered voter will be sent a vote -by -mail ballot with the option to return their ballot by mail, at
a secure drop box, or in person; there are four mail ballot drop boxes in the City of Rancho Cucamonga.
Your City Clerk Services Department serves to perform all duties with integrity and professionalism and
practicing the highest standards of ethical conduct to instill public trust and confidence in matters related
to public meeting management, official public records, and municipal elections.
Administrative Services Workgroup
'Ask not that the journey be easy, ask instead that it be worth it. '— John F. Kennedy
The Administrative Services Workgroup consists of the Human Resources, Innovation and Technology
(DoIT), Procurement, and Finance departments. While the other Workgroups are primarily driven to
serve external customers — the residents, businesses, and visitors of the city — the Administrative Services
team is primarily, though not solely, focused on delivering services for our internal customer departments
and their employees. The core functions related to all things Human Resources, Technology,
Procurement and Finance serve as the backbone and underpin all the work of the rest of the team. To
use a military analogy, Administrative Services is the staff in support of the City's other departments that
are on the front lines. Because of the opportunities for overlap and co -programming, these departments
work together under the direction of the Deputy City Manager of Administrative Services.
As services change and the City's complexity has grown, the Administrative Services team also flexes,
responding to its customer needs and reinventing its own processes and programs in response. In that
role, Fiscal Year 2022/23 is certainly a year of reinvention across this group, with several of its core
functions being rebuilt from the ground up in response to our changing environment, needs of the
modern workforce, and the rise of cybersecurity as a high priority issue challenging all organizations.
PAGE 86
pp -
Hank the HR dog The Human Resources (HR) team is regrouping in Fiscal Year 2022/23,
says, "Safety First" following more than two years with a nearly exclusive focus on
Y — - managing the workforce impacts of the COVID-19 pandemic. It would
` be difficult to overstate the level of activity and response required by
x the HR team over these last two years, with continually responding to
new and ever -changing mandates from the state, federal, and county
levels, working to keep employees as safe as possible, navigating
testing and tracking, and regularly updating our required COVID
workplace policies.
Looking ahead, Human Resources is excited to turn its attention back to its core mission, which is to
provide an employee experience that attracts and retains the best talent by promoting career
development, cultivating employee well-being, and honoring their commitments to public service so both
residents and employees can thrive. HR's focus is on the "Employee Experience", the cumulative sum of
all moments throughout the employee lifecycle that affect employees' perspectives and perceptions of
what it is like to be part of Team RC. It is all the connections between individuals and their colleagues,
leaders, and the organization, encompassing personal, physical, digital, and organizational elements.
This framework is an opportunity to effectively impact, shape, and improve that reality and strategically
position HR as a driver of change and innovation.
Continuing with the theme of reinvention, Fiscal Year 2022/23 is a milestone year as the organization
moves away from a backward -looking performance evaluation system for employees to a future -focused
professional development plan including on -going
coaching for all members of our team. Research has
demonstrated that the traditional performance
evaluation systems are not the most effective way
to grow workforce skills and improve results;
instead, looking to the future and having frequent
development conversations results in better work
performance, improved work satisfaction, and
enhanced employee well-being. All of Team RC will
be engaged in implementing this new initiative in
Fall of 2022 and beyond.
In order to further support employee development, the HR department will ensure innovative and
cooperative programs to facilitate employee development, organizational development, and succession
planning including utilization of the LEARN Management System to assign and track employee trainings
for personal and professional development. The department is also looking to expand benefits
information to provide ongoing continuous learning and additional development opportunities for
employees.
PAGE 87
While HR service areas remain constant, the focus of many
of those services will shift to a renewed focus on workplace
safety initiatives using safety audits, improving
communications and coordination with all departments, and
taking advantage of programs available through CIRA, a joint
powers authority, to ensure our employee's safety and
business continuity for the community.
Additional priorities consist of programs that provide
employee assistance, counseling, and wellness initiatives.
The Department will continue using our in-house
credentialed leadership and development coach to provide
ongoing small group learning experiences including Brene
Brown's Rising StrongT'" and Daring GreatlyTM programs
focused on communication, self-confidence, and resiliency.
These learning experiences have provided much support to
our employees during an unprecedented time of upheaval
and change. Feedback from employees who have
participated in these sessions has been overwhelmingly
positive. The department will also continue the utilization of
Tele-Health, an employee assistance program, to provide
employees access to mental health professionals using
videoconferencing. In addition, HR will resume its highly
recognized and valued employee wellness programs to assist
employees with health and wellness initiatives including
"Know Your Numbers" campaign, Flu Shots, Biggest Loser
Challenge, Annual Employee Health Fair, Peloton, Healthy
Newsletters, and Lunch and Learns focused on stress
management, healthy and active living, and financial
wellness.
The recruitment and retention of our amazing employees will
continue to be an area of focus. Staff will use the recent
employee engagement survey and drivers of retention to
help us focus on talent
--
management. These drivers of
40
I 4
`
retention include work -life
rWILL:
balance, flexible work
schedules, robust benefits, and
effective tools and resources to
- manage work effectively. In
7
addition, the HR Department will continue to support and participate in the
leadership of DRIVE, the City's equity and inclusion initiative to ensure a
diverse, respectful, inclusive, valued, and equitable workforce that will kick
off with its first cohort of employees in FY 2022/23.
"
PAGE 88
The Department is also looking to resume programs and
-- services that enhance the "Employee Experience"
including the Baby on Board program, Take Your Co -
Worker to Work program, Annual Staff Development Day,
RC Cares program that supports employee childcare
needs Remote Work Dress For Your Work Day, HR2U
(where HR goes out to the departments to assist
..F employees with a variety of services), Annual New
Employee Mixer, and Doggy Day Fair. While some
* traditional minded individuals may not see the value in
these programs, consistent feedback from new
employees supports that these programs are core to our employee recruitment and retention strategy
and how we communicate and express our Team RC culture. The success stories and ongoing results
are found throughout the organization. For example, an employee who was hired a few years back and
has promoted within the organization recently shared that one of the reasons they choose to work here
was because of our Baby on Board program, which they had heard about at a professional conference.
To achieve these priorities and promote the refocus on employee experience, Human Resources will
make some staffing changes to better support the operations of the City and its departments. Changes
this year include restoring the Administrative Assistant position that was previously unfunded and
upgrading an HR Technician to an HR Business Partner.
Technology has become the most essential tool that we use to serve people in our community. The
Department of Innovation and Technology (DoIT) facilitates the impactful use of technology across all
City departments, allowing for increased efficiency, improved transparency, and overall enhanced service
to the community.
At the top of DoIT's key priorities in the Fiscal Year 2022/23 budget is the continued improvement of our
cybersecurity posture including additional infrastructure replacements and services as well as updated
policies, practices, and end user training. A new Cybersecurity Division will be created in the department,
adding capacity to proactively address this growing threat. This vital need was identified as the
department was struggling to keep up with the continuous escalation in cybersecurity incidents and
threats affecting local government over the past several years. Cybersecurity has long been an ancillary
duty within the Systems and Network team but has not been a formal division with dedicated staff until
now. As the new Division comes online, and in addition to its attention to our internal security needs,
the Cybersecurity team plans to engage with local business by participating in the Emergency
Management's BERT training program for the community featuring cybersecurity topics. With the creation
of this Division, the budget includes the addition of a Chief Information Security Officer (CISO) to lead
the new group. Together with the IT Analyst that was added to this function in FY 2021/22, this team
will bring new ability to work with other divisions within DoIT to focus on security that is vital in protecting
our organization's digital estate.
Wireless access has become an expectation and is relied upon by the community and staff to participate
in services and to conduct business. The wireless network has reached its end -of -life on hardware and
software support. To maintain services and increase the capabilities and speed, replacement of the
equipment is included in the Fiscal Year 2022/23 budget. This planned upgrade is part of the larger
infrastructure upgrade that is outlined in our technology roadmap.
PAGE 89
As changing conditions drive new priorities, DoIT's
technology roadmap is updated annually to include a
five-year plan that outlines the strategic vision taken
from global technology trends, patterns in local
government, and the views expressed of our elected
leadership. This roadmap is a guideline; flexibility within
our roadmap is essential to be ready for the uncertainty
of technological innovation by adopting systems that
are scalable and agile. Building on previous successes,
DoIT is positioned to build on our strong foundation to
improve resiliency and provide the flexibility to change
as needs and demands require.
Anotner Key tocus in uol i for rlSCai Year LULL/Li wiii
be on team development. With a new Director at the helm, and new and nearly new leaders in other
management roles, training and development are a huge priority. By fostering a team culture that
promotes equity, diversity, respect, inclusivity, and the value of all employees, the Department will
continue to create an environment where everyone has the opportunity to flourish. Building leadership
skills through training, mentoring, and coaching will be instrumental in preparing employees for
advancement and create a deeper bench when opportunities arise.
The last change identified for DoIT in Fiscal Year 2022/23 is the realignment of the Procurement Division.
Procurement has moved from a division within DoIT and is being returned to a stand-alone division of
the Administrative Services Workgroup. This move will facilitate a re-examination of the City's
procurement practices, policies, and ordinances during the coming fiscal year. With supply chain
constraints, the emergence of online purchasing as a significant option, and the increasingly specialized
needs of City departments with regard to products and services, our Procurement philosophy and
methodology are more often an impediment to efficiency and effectiveness than an enhancement. The
Deputy City Manager of Administrative Services will focus on reversing that trend, as we develop a 215t
century procurement process with appropriate checks and balances but a focus on timeliness and
common goals with the line departments.
The Finance Department will be leading arguably the most dramatic change for the Administrative
Services group as they implement the new Enterprise Resource Planning (ERP) software system,
replacing the existing twenty -plus year -old financial system. In late 2021, Administrative Services
leadership conducted an exhaustive analysis of the current system, concluding that a move to a new
system had become essential. The overarching goal of the new ERP implementation is to streamline the
processes and functions that Finance and Human Resources currently perform by improving efficiency
and responsiveness through electronic documentation and workflow management, all while using a
modern software application that meets our technology standards for security, redundancy and reliability.
PAGE 90
MMNANEW ESP SYSTEM,
With Finance in the lead, implementation will
involve most of the Finance, DoIT, and the
Human Resources staff for this 18-month long
project. The ERP implementation is a 'once in a
career" size and scale project, and one that will
take the tremendous time and talents of the
entire team to successfully execute. Ultimately,
every single City employee will be impacted by
this change and continue to be impacted as the
organization uses the new system for many years
to come. It is expected the new ERP system will
improve business processes and operational
effectiveness by implementing industry best
practices and reduce low level staff time thru
automation of manual processes. It's an exciting
journey we have embarked on!
In addition to the improvements in processes anticipated from
the ERP, Finance will also look toward implementing other
technologies to streamline work processes such as remote
deposit to automate check deposits and adding lockboxes for
recurring payments. Both services would increase availability of
funds and improve operating efficiencies, including reducing staff
time required to process payments received in the mail and
reducing the number of courier pickups for deposits. Finance will
also examine additional capabilities of the software used for
Special Districts administration to assist with higher -level analysis
and improved reporting and visualizations of financial data.
Business Licensing plans to improve its processes in the new
fiscal year by providing customers access to the online business
license portal on dedicated computers to shorten wait times for
customers in City Hall. Staff will identify frequently asked
questions (FAQs) received via telephone and email and provide
concise responses on the City's website and through phone
scripts to help customers obtain the information they need in less time.
In response to a new Governmental Accounting Standards Board (GASB) related to leases, Finance will
implement another new software system, this one specific to managing the City's leases. DebtBook is an
easy -to -use debt and lease management software procured to ensure the City can implement and comply
with GASB 87 for operating leases and GASB 96 for subscription -based IT agreements. As part of their
services, DebtBook will help with consolidating the City's lease agreements, testing to determine whether
they are subject to the reporting requirements, calculating schedules, and providing information that will
be useful for audit purposes.
With the new processes coming out of the ERP implementation, staffing in Finance may shift as needs
change. Generally, the department will aim to deliver more high-level analysis and functions within the
department, while some clerical tasks can be eliminated. Some of these tasks are the byproduct of
redundant data entry and handling of physical documents, which will phase out over time. However, the
department is purposefully holding off on any changes to the staffing structure until the ERP is fully
functional and the necessary staffing structure can be analyzed. Ultimately, the team will develop and
grow to perform higher -level functions in the department by fully taking advantage of this new
technology.
PAGE 91
As the City's business base has slowly grown over time, the Business Licensing Division identified a need
for additional staff to assist with field inspections for business license compliance. The current staffing
level has resulted in a growing backlog of inspections. In order to ease into meeting the demand for
inspections with increased staffing, the Fiscal Year 2022/23 budget includes a new shared position with
the Community Improvement Division (Community Improvement Officer I) to assist with business license
inspections as well as short-term rental (STR) inspections and other compliance work impacting both
divisions. As the position will help to generate revenue for the City, the net impact on the City's budget
is modest, while having a positive impact on addressing the service demands in both divisions.
The Finance Department also administers numerous special assessment districts in the City, which play
a crucial role in the City's budget. All development after 1985 is included in at least one special tax
district. These districts exist so that existing residents are not burdened by new development. New
residents and businesses pay for the services such as landscaping, lighting, parks, and other
improvements required to develop their immediate communities. Without special districts, those services
would compete with other City services, causing the City's General Fund to be overburdened and unable
to provide a well-rounded set of services.
Staff within this division of the Finance Department is continuously monitoring and evaluating the
financial performance of the special districts. For example, based on the staff's analysis, the actions
below were taken:
The bonds associated with Masi Assessment District 93-1 were paid -off early in September 2021. The
actual retirement date of these bonds was for September 2022. As a result, the property assessments
for the owners in Masi Plaza were removed two years early since an assessment levy was not needed for
Fiscal Years 2020/21 or 2021/22.
There has been a longstanding fiscal issue with the existing street lighting districts due to the inability to
increase assessment rates to match the increasing operating costs. The General Fund must also
contribute resources to specific street lighting districts, which reduces the amount available for other
general-purpose functions, such as police or infrastructure projects. Staff initiated the formation process
for a new Street Lighting CFD to remedy the problem for new development on an ongoing basis. The
Street Lighting CFD will be able to increase rates to meet the increasing costs of operations. While this
won't solve the more significant issue, as it only impacts new development, it will ensure the financial
problems do not worsen with new growth.
Over the last year, staff also initiated the formation of an Industrial Area Services CFD based on a $3.5
million shortfall resulting from current and future industrial development. Although it was not feasible to
charge industrial developments the full rate necessary to offset this projected shortfall completely, the
Industrial Area Service CFD will help offset the impacts on services and infrastructure in a meaningful
way. Additionally, the ability to maintain the infrastructure the CFD will support will bolster the economic
development capabilities of the City.
PAGE 92
Civic and Cultural Services Workgroup
Times and conditions change so rapidly that we must keep our aim constantly focused on the future."
- Walt Disney
The City Manager's Office (CMO) leads the
implementation of many City Council policy objectives
and oversees a variety of multi -departmental
programs and initiatives, including the award -winning
Community Affairs Network (CAN), the nationally
recognized Healthy RC initiative, Data and
Performance Measurement, RC DRIVE (Diversity,
Respect, Inclusion, Value, Equity), the Public Art and
Placemaking Program, and the Legislative Advocacy
Program, among others. These programs and
initiatives are designed to ensure and advance the
quality of life for the community. Some programs and
services rendered through the City Manager's Office
are geared toward supporting other City departments
and divisions, like the administrative services
department. Other programs are completely focused
on providing direct services to the community, like
the civic and cultural services departments. But most
often, the divisions in the City Manager's Office are simultaneously serving the City's residents, business
owners, community members, non-profit partners, community -based organizations, other government
agencies, and the dynamic departments and divisions that make up the City of Rancho Cucamonga.
In Fiscal Year 2022/23, the City Manager's Office will support efforts to implement PlanRC, manage the
construction of the 4.4-acre Central Park Dog Park and the Victoria Gardens Cultural Center Courtyard
project, present the Public Arts Strategic Plan for consideration of adoption, assess the community's
quality of life, work to have for -sale affordable housing developed, while cultivating meaningful
community engagement, strategic communications, and integrating comprehensive and inclusive health
and sustainability approaches to make strategic decisions and provide an equitable distribution of
resources and services.
In December 2021, the City Council formally adopted the updated General Plan after a two-year
engagement and planning process, referred to as Plan RC. As the City implements the policies and vision
of the General Plan Update, the CAN team will continue to support the Community Development
departments in developing and distributing outreach content across multiple platforms to communicate
updates and progress made on strategies outlined in the General Plan Update, using the framework from
the Community Engagement Policy with a health equity lens. Support includes assisting with the
development and implementation of the PlanRC website, creating an overview video of PlanRC, and
developing and disseminating communications on active implementation and upcoming
efforts. Outcomes will be shared with the community every six months and as major milestones and
progress is made, the CAN team will engage using the website, social media tools, and other engaging
communication platforms and venues.
As the economic recovery continues and with the new General Plan in place, special attention to economic
development efforts continues to be a priority including partnership support with the newly expanded
Economic Development Division. In Fiscal Year 2021/22 the City hired Westbound Communications in a
multi -year contract to work on sharing the story of the HART District (Haven Arrow Rochester Transit
District) and the Cucamonga Station. The City has partner agencies supporting this contract, but with
PAGE 93
delays in the tunnel to the Ontario International Airport and the agreements for high speed rail still in
negotiations as of this writing, in Fiscal Year 2022/23, the City will focus its part of the contract in
developing an Economic Development Strategic Communications Plan that highlights the new and
emerging opportunities and business support, especially within the "golden triangle" of the HART District,
Victoria Gardens lifestyle center, and the developing areas along the Haven Corridor in the area of the
Civic Center.
Over the last fiscal year, the CAN team and Healthy RC worked on developing a Community Engagement
Policy with a Health Equity Lens. The policy was finalized and adopted at the end of Fiscal Year 2021/22,
and an implementation toolkit was developed. CAN now supports a multi -departmental City team,
Ambassadors of Community Engagement (ACE), who serve as champions of the policy within
departments, providing updates, scheduling trainings, sharing opportunities, successes, and challenges,
and providing technical assistance to facilitate meaningful community engagement in programs, plans,
policies, and services.
The Healthy RC and Data & Performance Measurement Teams will work with ACE to conduct the latest
round of the Quality -of -Life Survey to help assess the needs of the community as it evolves, as well as
to enhance the City's ability to respond to community needs in real time. The survey, last completed in
2018, combined with other data collection methods (focus groups/listening sessions, key informant
interviews, etc.) will be analyzed with data gathered from the census and other partner agencies, which
will be used to develop data -informed policies, systems, and built environment strategies to improve the
quality of life in Rancho Cucamonga. Results will be available at the census tract level and will help to
develop a comprehensive range of strategies to addresses community needs throughout Rancho
Cucamonga.
In Fiscal Year 2022/23 Healthy RC will begin to implement the Climate Action Plan adopted in Fiscal Year
2021/22. The intent of the Climate Action Plan is to provide a roadmap to reduce contributions to climate
change and the city's community Greenhouse Gas (GHG) emissions as outlined by 13 goals and
measures, prioritizing a reduction in emissions associated with on -road transportation and building
energy, which account for 96% of total emissions. The Climate Action Plan was carefully developed to
enhance the City's sustainability goals while remaining business friendly particularly in the area of
housing.
The quest to find cheaper ways to build affordable homes continues into this fiscal year as the City enters
into a partnership with a non-profit agency to develop affordable for -sale house for those within 120%
of the area median income (AMI). These homes are envisioned to be no more than two bedrooms, 1200
square feet and on small lots in order to provide lower income people with the opportunity for entry-
level home ownership. These efforts are to fill in the "missing middle" of the housing continuum, providing
residents the opportunity to build equity and the generational wealth that accompanies owning real
estate.
The City continues to focus on equity inside the organization as well with the official launch of the next
level of the Team RC initiative, Team RC DRIVE. This initiative will cultivate an organizational culture that
leads with the principles of equity and inclusion, both in our interactions with Team RC members and in
our organizational policies, procedures, and practices. With the launch of the RC DRIVE pilot program in
June 2022, a cohort of employees will embark upon a year -long leadership development program focused
on the principles of equity, diversity, and inclusion. Supporting these efforts, and new in the budget this
year is membership in the professional peer -to -peer network, Government Alliance on Race and Equity
(CARE), which allows Rancho Cucamonga to work with other regional agencies to identify effective
strategies and share best practices for the future evolutions of Team RC DRIVE.
PAGE 94
Following the adoption of the Creative Placemaking and Public Art Ordinance, the City developed and will
soon be presenting for consideration of adoption a Public Arts Master Plan to enhance the public realm
and creatively connect the community through innovative arts, cultural amenities, and
programming. The Public Arts Master Plan outlines goals and objectives, identifies priority locations for
public art and placemaking, establishes methods for commissioning diverse art from local and regional
artists, provides a process to ensure art is creatively integrated into public infrastructure, and provides a
framework to grow and enhance the program.
One immediate product from the Public Arts Master Plan is the development and implementation of a
utility box art program. The utility box art program wraps City -owned metal electrical cabinets
throughout the community, promoting local and regional artists and local history, developing
opportunities for placemaking, and enhancing community engagement, civic pride, and heritage. The
program was initiated with three utility boxes wrapped at the end of Fiscal Year 2021/22. Additional
utility boxes throughout the City are planned for Fiscal Year 2022/23.
Supporting the City Council's efforts to safeguard and elevate City interests, advance its strategic goals,
and ensure an equitable quality of life for all who live, learn, work, and play in Rancho Cucamonga, the
CMO team continues to monitor legislation at the County, State and Federal levels of
government. Priority areas of interest include affordable housing, COVID-19 recovery, transportation,
and infrastructure improvements. CMO staff, in collaboration with a multi -departmental team, work
closely with federal lobbyists, delegates, and community partners to identify and submit competitive
project applications to secure federal dollars through the congressionally directed spending and
community project funding process (also known as earmarks). Projects applications are aligned with the
City Council Vision to "build on our success as a world class community, to create an equitable,
sustainable, and vibrant city, rich in opportunity for all to thrive." In Fiscal Year 2021/22, the CMO
assisted in securing $1M in a NASA earmark for the development of the Second Story and Beyond®
addition to the Paul A. Biane Library (opening in middle of this fiscal year). For Fiscal Year 2022/23, the
City's earmark requests include expanding the electric vehicle charging and alternative fuel infrastructure,
improving the City's traffic system and preparing it for future technologies through the Automated Traffic
Management System, and constructing a trailhead into Cucamonga Canyon.
Operating Budget
The Operating Budget of the City is that portion of the annual budget which includes all the regular non -
capital related revenue and expenses from year-to-year. In the City of Rancho Cucamonga, the Operating
Budget is primarily comprised of the General Fund, which is a catch-all term that encompasses the major
regular revenue sources for the City which are not otherwise restricted in their use and the associated
expenses that are regularly charged to those revenue streams. General Fund revenue for Fiscal Year
2022/23 is expected to increase 13.00% over FY 2021/22 and push the General Fund to a new level of
$107.53 million, a significant milestone in the growth of the City. The revenue growth illustrates the
resiliency of the City's diverse business sector, the ongoing recovery from the adverse impacts of the
COVID-19 Pandemic, and a recent surge in development activity in the city resulting from the new
General Plan. The other two components of the Operating Budget are the Fire District Operating Funds
and the Library Fund which are discussed in more detail later in this message.
PAGE 95
The overall Operating Budget is divided into key work groups as indicated below:
City Operating Budget
$167,817,210
$22,502,780 (13%) $2,555,870 (2%)
$18,106,730 (11%)
$17,841,570 (11%)
$106,810,260 (63%)
Governance Public Safety
Civic and Cultural Services Administrative Services
■ Economic and Community Development
As is typical for most cities, Police and Fire make up the two largest cost centers for the City's Operating
Budget. When combined with Animal Care and Services as well as Community Improvement, these four
public safety departments account for approximately 63% of the total Operating Budget, reflecting a
strong community preference to prioritize funding public safety at a high level. One item of note is that,
unlike most cities, the Rancho Cucamonga Fire Protection District is actually a separate subsidiary district
(it existed several decades prior to the City's incorporation) with a separate (predominately property tax
based) general operating fund that legally cannot be used to supplement non -emergency services related
expenses.
Overall, the Operating Budget increased by $19,407,070 or 13.08% from last year. The Fire District's
share of the operating budget increased $5,685,710 or 11.9% over the prior year. This increase is due
to several factors. With the projected opening of Fire Station 178 in early FY 2023/24, staffing for the
new station must be brought on board in advance of the opening so that the station is fully up and
running once construction is completed. This requires three new Fire Captains, Engineers and Firefighters
(1 for each shift, for a total of 9 new employees). While the higher -level positions will be filled through
internal recruitments, the resulting vacancies will need to be backfilled. Overall, the anticipated impact
on the FY 2022/23 operating budget is $2.48 million to fund the hiring of nine Firefighters for half of the
fiscal year (salaries, fringe benefits, and estimated overtime) along with supplemental funding to CFD
85-1. Additionally, CFD 85-1 will be funding ADA improvements for Fire Station 174 in the amount of
$855,000.
The Police Department budget increased $1,995,990 or 4.25% reflecting the increase in the contract
cost with the San Bernardino County Sheriff's Department, along with two new Sergeants and one new
Sheriff's Service Specialist. The General Fund also includes $500,000 for the estimated cost of the 2022
General Election. The Library Fund's share of the operating budget growth is $1,348,830, which includes
a $300,000 increase in the transfer out to the Library Capital Fund for the Second Story and Beyond
Project. Additional overall growth in both the General Fund and the Library Fund is due to the funding
of vacant positions that were previously frozen due to the COVID-19 Pandemic, along with several newly
established positions. Details of these positions are included in the Personnel Costs and Staffing Levels
section of this message.
PAGE 96
(35.34%) (22.29%) (4.79%)
Sales tax Vehicle license fees
TOT
$37,974,850 $23,951,320 $5,14e,180
Sales Tax
Changes in Operating Budget
$190,000,000
$170,000,000
$150,000,000
$130,000,000
$110,000,000
$90,000,000
$70,000,000
$50,000,000
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o° I& o° oti oti oti oti oti oti oti oti oti oti oti oti oti
ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti
■ General Fund Library Fund Fire District
General Fund
The City's General Fund is the primary fund used by the City for operations. This fund is used to
record all revenues and expenditures that are not accounted for in other funds. The activities being paid
for through the General Fund constitute the core administrative and operational tasks of the government
entity. One way to think of it is, if government is an essential service, the General Fund pays for the
essential activities of that government entity. For Rancho Cucamonga, the General Fund is comprised of
seven major revenue sources, making up 88% of revenues, as anticipated for FY 2022/23 below:
(10.72%)
Property tax
$11,520,650
I
(4.79%)
Development fees
$5,142,870
(2.85%)
Business licenses
$3,061,350
(7.51%)
Franchise
fees
$8,071,280
Sales Tax remains the City's primary revenue source at $37.97 million, a $6,007,700 or 18.79% increase
over the prior year. Approximately 20% of the City's sales tax comes from Victoria Gardens, and the
outstanding success of this well -planned regional lifestyle center allowed for the expansion of many city
services after its opening in 2004. Many in the region assume that Rancho Cucamonga must be the
highest sales tax generating city in San Bernardino County, because of Victoria Gardens. In actuality,
Rancho is a relatively modest sales tax city for its size, receiving less revenue than either of our large
neighbors to the south or east, both of whom have numerous large e-commerce warehouses, as well as
PAGE 97
auto malls and shopping malls, which contribute to much higher sales tax levels. Looking statewide,
these neighboring cities generate sales tax per capital ranging from $377 to $625 and are in the top 100
rankings. In comparison, Rancho Cucamonga is a respectable, but average sales tax performer; we
ranked 238th in sales tax per capita ($222) out of 539 cities and counties for calendar year 2021 (up
from 258th in calendar year 2020). While sales tax is robust, sales tax alone is insufficient to even cover
the expenses of the Police Department contract at $48 million. Rancho Cucamonga's fiscal success is
due to more its conservative expenditure practices than overall revenue.
During calendar years 2019 and 2020, consumer spending patterns showed an accelerating trend toward
the flattening of brick -and -mortar sales and the shift to more online shopping. While the City receives
one cent for every dollar of taxable sales at a brick -and -mortar retailer, most online sales tax goes into
the County pool which is distributed based on each city's proportionate share of overall 'point of sale"
receipts, not to where the resident lives who had the goods delivered from that online transaction. This
system disadvantages smaller communities and communities of residents who do more shopping online.
While this trend is expected to continue in the long-term, the Q4 2021 sales tax data shows a surprising
blip due to the COVID-19 recovery. Brick -and -mortar retailers did exceptionally well as many shoppers
returned to physical stores, enjoying the opportunity to get out of their homes, rather than shopping
online as the COVID crisis waned. The following chart shows on a statewide basis the shifting pattern of
online sales tax growth historically and in recent years. Although brick -and -mortar stores show a bounce
back in sales for 2021, it is just a matter of time before online sales exceed our brick -and -mortar.
Local 1% Sales Tax by Calendar Year
51. 03M
$1 A00M
T,l xw
Brick & Mortar $Uow
18.1% Growth 2012 - 2921
58DW
Online MCM
M2.9% Grave& 2012 -2021
F_Xh1
QXM
;1]M
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While most online sales tax goes into the County pool, at least the City does receive a share of that pool.
As was noted in the prior year's budget message, in early 2021, one of the State's largest online sellers
shifted its ownership structure so that it is no longer considered an out-of-state seller. Because of this
change, the sales tax it generates no longer goes into the County pool, but rather to the specific city
where the warehouse fulfillment center is located and from which the goods were shipped. While this
change resulted in a significant million dollar plus reduction in County pool revenue for Rancho
Cucamonga, other contributors to the County pool were significant enough to flatten the loss for 4Q
2021.
As we consider the bigger picture of these shifting sands of sales tax, there is clearly a need to work at
on a statewide level to reform this system to provide greater clarity, certainty, and equity for the
distribution of this critical revenue to our cities. The City Council and City management will continue to
actively participate in State -level discussions and develop specific proposals to support future legislative
PAGE 98
action for an equitable distribution of e-commerce revenue to all cities in California. Staff will be working
together with our partners at Cal Cities and in our legislative delegation on workable solutions.
While challenges continue with the e-commerce in -state fulfillment center sales tax front, there is good
news to share in other areas based on 4Q 2021 receipts. Restaurants and Hotels experienced significant
growth, and worth noting is that Casual Dining is growing. Building and Construction grew 15% for the
quarter, primarily in building materials. Fuel and Service Stations were up 59% due to an ongoing
increase in consumption and demand for fuel as well as record prices at the pump. General Consumer
Goods grew 21%. Overall, calendar year 2021 could be considered a rebound year due to COVID as,
statewide, the fourth quarter exhibited a 20% rebound in tax receipts compared to calendar year 2020.
The future growth rate for statewide sales tax revenue, however, is expected to slow markedly once this
initial surge wears off. Additional headwinds going into 2022 include surging inflation, a dramatic jump
in the global price of crude oil due to reduced supply from domestic energy policies and trade embargos
related to Russia's war in Ukraine, and corresponding monetary tightening by the Federal Reserve. This
is expected to result in weakening consumer sentiment and continued, but decelerating, sales tax growth
into 2023. Thus, the robust increase for FY 2022/23 noted in the chart below cannot be expected to
recur for FY 2023/24 where growth is anticipated to be approximately 3.5% or less.
Sales Tax
$40,000,000
$38,000,000 $37,974,850
$36,000,000
$34,000,000 $32,552,480
$32,000,000 $31,967,150
12%
$30,000,000 $2816171960
8,744,5
$28,000,000
$261000,000^[
$24,000,000
$221000,000
$2010001000 '
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PAGE 99
Vehicle License Fees
Vehicle License Fees and Property Tax In -Lieu of VLF is another significant revenue source for Rancho
Cucamonga, estimated to be at $23.9 million for FY 2022/23 which is $1,902,590 or 8.6% more than in
FY 2021/22. In a community like Rancho Cucamonga, where property tax valuation typically increases
at a healthy amount from year to year, VLF and Property Tax in -Lieu of VLF are likely to remain a growing
revenue source as noted below:
$25,000,000
$23,000,000
$21,000,000
$19,000,000
$17,000,000
$15,000,000
$13,000,000
Property Tax
VLF and Property Tax In -Lieu of VLF
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Property tax has always been a relatively modest revenue source for Rancho Cucamonga, owing to our
post -Proposition 13 incorporation. While we are colloquially known as a low property tax city, that is a
misnomer. Property Tax rates are the same as anywhere else; the difference is that most of the revenue
goes to the State, School Districts and County. Only a modest $0.05 goes to the City of Rancho
Cucamonga as shown in the property tax dollar breakdown graphic below:
PAGE 100
ERAF: 54.2247
Education_ $0.6023
Etivvanda Elementary: 50.1690
Property Tax: $1.4000
^IqChaffey Union: 54.1565
County General Fund: $0_14
Chaffey College: 54.0429
RC Fire District: $0.12431 Other: SC.0092
City: $0.0511
Inland Empire `" 1SAgency: $0.0446
.�
Flood Control Authority: . 80
OtherAgencies: $0.0003 —
For FY 2022/23 property tax is estimated at $11.5 million, which is a 12.2% increase from the prior fiscal
year. Overall net taxable value of property for all land use categories increased 4.9% from FY 2020/21
to FY 2021/22, with values growing by more than $1.4 billion dollars in the community. Industrial property
values grew by 15.09%, and residential values climbed by 3.93%.
As the City matures and we move into implementation of our new General Plan, the City is taking a more
nuanced approach to its revenue needs. A post -Proposition 13 agency, Rancho Cucamonga has never
been able to rely solely on property taxes. Rather, it is the combination of property taxes, sales taxes,
and other revenue sources (transient occupancy taxes, franchise fees, etc.) that together help fund
critical City services. To that end, we continue to focus on growth in revenue per acre as an opportunity
to maximize and diversify our revenue stream. We are now seeking to maximize our revenue value per
acre and jobs per acre rather than simply focusing on property or even sales taxes. By continuing to be
selective about waiting for the right types of development that create more value per acre relative to
other uses, the City will help grow and stabilize the General Fund over the long-term, despite increasing
population.
PAGE 101
Property Taxes*
$13,000,000
$11,000,000
$9,000,000
■
$7,000,000
$5,000,000
$3,000,000
$1,000,000
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*includes Property Transfer Tax
Franchise Fees
Franchise Fees are those fees paid by utility providers in the city of Rancho Cucamonga, including
Southern California Edison, Southern California Gas and Burrtec, for the opportunity to operate
exclusively in the city using the City right of ways. These fees may be regulated in some cases by the
California Public Utility Commission and can be volatile from year to year given changes in rates,
conservation and increasing efficiency and recycling standards. Franchise fees are estimated at $8.07
million for FY 2022/23 which is a 6.6% increase over the prior fiscal year, driven by utility rate increases,
as shown below:
Franchise Fees
$8500,000
$8,000,000
$7,500,000
$7,000,000
$6,500,000
$6,000,000
$5,500,000
$5,000,000
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PAGE 102
Transient Occupancy Tax
Transient Occupancy Tax (TOT) is a tax placed per night on the use of hotel rooms and short-term rentals
(STRs) such as Airbnb where the occupant stays 30 days or fewer. TOT is a percentage of the hotel
room rate, and it currently sits at 10% in Rancho Cucamonga, some 2% lower than our neighboring city,
Ontario, or a little further south, Chino. Once a modest revenue source for the City, over the years with
the growth in the number of hotels and rooms, along with increasing room rates, this has become a
significant revenue source for the City.
While TOT revenue was adversely impacted by the COVID-19 Pandemic, the City's conservative revenue
estimate for FY 2021/22 is anticipated to be exceeded by approximately $1.1 million or 33.7%. Building
on the improving hotel and STRs market, TOT revenues for FY 2022/23 are anticipated to be $5.1 million
or a 50.5% increase over the adopted revenue estimate for FY 2021/22. Revenues for FY 2022/23
include ten months of revenue from the recently completed Hampton Inn as well as six months of
anticipated revenue from the Tapestry Hotel which is in the process of being built.
Transient Occupancy Taxes
$5,500, 000 $ 5,149,180
$5,000,000
$4,613,410
$4,500,000
$4,000,000
$3,500,000 $3,420,0
$3,000,000
$2,500,000
$2,000,000 $1,835,53
$1500,000
$1,000, 000
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PAGE 103
Business Licenses
Business Licenses and Development Fees are the final two revenue sources which make up the City's top
seven General Fund revenues. Business license revenue is a nominal tax on the privilege of engaging in
business in the city. This revenue is estimated to increase $362,640 or 13.4% over the prior year due
to the improving business climate combined with the addition of a half-time position that will focus on
increasing the number of business inspections completed during the fiscal year. The increase from the
prior year is also more pronounced due to the prior year's budget estimate being very conservative in
light of the anticipated continued impacts of the COVID-19 Pandemic, which included waiver of penalties
for late payments for a period of time.
Business Licenses
$3,250,000
$3,100,000
$2,950,000
$2,800, 000
$2,650,000
$2,500,000
$2,350,000
$2,200,000
$2,050,000
$1,900,000
$1,750,000
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Development Fees
Development Fees are estimated to increase slightly to approximately $5.1 million next fiscal year, a
nominal 3.2% increase from the prior year due to an anticipated uptick in mixed -use projects, large
distribution centers, and development around the Cucamonga Station project. As a result,
Development Fees have now returned to their pre -Great Recession levels.
Development Fees
$5,500,000
$5,000,000
54,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1, 500,000
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PAGE 104
Use of General Fund Reserves
Prior to the COVID-19 pandemic, the last time the City of Rancho Cucamonga used reserves to balance
its Operating Budget was during the Great Recession, Fiscal Year 2010/11, and that year we used
$908,130. In the FY 2020/21 budget, we anticipated the use of $700,000 of reserves to cushion FY
2019/20's dramatic revenue loss. However, because of strong expenditure savings during the year, the
budget was able to remain balanced with no use of reserves. In the years since the Great Recession,
Rancho Cucamonga cultivated a regular habit of adding to its capital reserves, accumulating a total
budgeted contribution to reserves of $7.6 million dollars in eight years. For FY 2022/23, the budgeted
contribution to reserves is $1,369,340 resulting in a cumulative total contribution of $8.9 million over
nine years. Moving forward, prudent budgeting dictates the City contribute no less than $1 million per
year to reserves and ideally in the near future, a contribution of $2 million per year. In this manner, the
City is able to maintain its reserves for infrastructure and facility maintenance and replacement.
Library
The Library Services Department's mission is to Ignite Curiosity, Transform Lives, Create Community. In
Fiscal Year 2022/23, the Department will be focusing on the following priorities as former services are
restored and expanded, and new services are introduced. Each of these priorities is discussed in detail
in the Departmental Highlights section of this message.
• Enhancing current practices, programs, outreach, and resources to meet the growing gaps caused by
economic disparity.
• Balancing in -person and virtual service needs.
• Connecting with former and attracting new library users.
• Reallocating programming and collection development resources.
• Revising the use of part-time personnel resources.
In addition to ensuring the return of traditional library services, supplemental offerings will be included
to provide avenues of support for community members as they continue to recover from the various
education, economic, mental, and social impacts of the COVID-19 pandemic.
Changes in Operating Budget - Library Fund
$7,000,000
$6,500,000
$6,000,000
$5,500,000
$5,000,000
$4,500,000
$4,000,000
$3,500,000
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Overall, the Library's operating budget for FY 2022/23 is $6,953,610, an increase of $1,348,830 or 24.1%
over the prior fiscal year. The principal funding source for the Library's operating budget is property tax
which makes up approximately 82% of the Library Fund's revenues. Property tax revenues are
anticipated to grow about $542,000 or 10.5% for FY 2022/23, which includes a share of the City's $0.05
of each property tax dollar along with a statutory passthrough related to the prior Redevelopment
Agency. Additional revenue growth is anticipated from the Friends of the Library as their operations
PAGE 105
recover from the downturn of the pandemic as well as a one-time donation from the Library Foundation
to help fund the Second Story and Beyond° project which is anticipated to officially open to the public in
July 2023.
Several additional new services will begin in FY 2022/23 including Book a Librarian, 24/7 Library Services
will expand when a new library materials kiosk is installed outside Fire Station 178, the recently launched
Library of Things will also be enhanced during the year. Staffing changes are also incorporated into the
upcoming budget. See details of these changes in the Personnel Costs and Staffing Levels section of this
message as well as the Workgroup Detail.
Fire District
The Fire District's 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 efficient and effective delivery
of emergency and non -emergency services and programs.
Similar to the Library, the Fire District's main funding source for its operations is property tax revenue.
As was noted previously, however, the Fire District receives a larger share of each property tax dollar
(about 12.5 cents) than the City as it pre -dates the City's incorporation by many years. This is combined
with statutory passthroughs from the former Redevelopment Agency along with a share of residual
receipts from the County's Redevelopment Property Tax Trust Fund (RPTTF). Additionally, the Fire
District's operating budget includes two Community Facilities Districts (CFDs) which collect special
assessments to fund designated station operations within the city. Although the District has kept the
special assessments rates flat for several years now, the revenues continue to fund a part of the District's
overall operations. All combined, these property tax revenues represent about 85% of the District's
operating revenues.
Changes in Operating Budget - Fire District
$60,000,000
$55,000,000
$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000 '
$20,000,000
$15,000,000
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The Fire District's operating budget for FY 2022/23 is $53,330,660, which represents a $5.68 million or
11.9% increase over the prior year. As noted above, the budget incorporates the midyear hiring of
staffing that will be needed when Fire Station 178 is opened in early FY 2023/24. Overall, the anticipated
impact on the FY 2022/23 operating budget is $2.48 million. Additionally, CFD 85-1 will be funding ADA
improvements for Fire Station 174 in the amount of $855,000. The Fire District's operating budget also
includes additional funds to partner with the City on two key initiatives — sharing the cost of a Mechanic
position with Public Works to address future vehicle maintenance needs and repairs of both the District
and City fleet and continuing to fund crossing guard services as a safety measure for our residents.
Additional details regarding these budgeted items can be found in the Workgroup Detail.
PAGE 106
Special Districts
"What I thought was so permanent fades. In the blink of an eye, there's a new life in
front in my face and I know in due time, every right thing will find its right place. "
— Everything Changes, from the musical, Waitress
There are thirty-four special assessment districts in the city, and these districts play a key role in the
City's budget. Specifically, these districts help ensure that new development pays its own way and the
residents in those districts pay for the infrastructure, landscaping, and other improvements in their
immediate neighborhoods. Whether the improvement is new streets and storm drains, or parks and
trails, most all new development after 1985 has been part of one or more special tax districts. These
Mello -Roos taxes and Lighting and Landscaping Maintenance District assessments help pay to develop
and maintain the infrastructure in the community surrounding the residential areas, so the burden for
that infrastructure does not fall to existing taxpayers in the city. Without these districts, the General
Fund would not be able to provide as vigorous and well-rounded police services and public works as it
does.
Most of these districts were created prior to Proposition 218 (Prop 218) in 1996 and, therefore, currently
have no index to adjust regularly for rising costs. Before Prop 218 that regular adjustment was a function
of the City Council approving each year's budget and rates with the annual budget adoption to provide
the services. After Prop 218 the City Council retained approval over the budget, but any change in rates
required voter approval or a new voter approved measure that authorized increases. During the high
growth years of 1990-2003 the continual addition of new residents in each district kept revenues growing
at a steady pace. As the districts slowly built out, the improvements also began maturing and
maintenance costs increased. Eventually, balancing budgets became ever more challenging, and over
time, faced with the prospect of reduced services and maintenance, voters in most of the districts have
been given a choice to adjust services downward to live within existing revenues or approve new
assessment rates to maintain the improvements at their historical high levels of care and appearance.
Consistent with the long-standing City Council policy of fiscal equity, the General Fund provides certain
minimum levels of funding (as required by law in some cases) to some of the districts. The City Council,
acting as the governing body, has adjusted services and maintenance levels where and when needed
when the funding streams remained insufficient to cover expenses because the voters of that area
decided against any increases. This primarily has occurred on the west side of town, traditional Alta
Loma, where the improvements are most mature, and maintenance is relatively higher as a result. With
a lack of voter interest in a revenue measure and given the increasing demand on the General Fund to
fund other services, such as public safety, the list of deferred and unfunded maintenance items continues
to grow.
A partial list of deferred and unfunded maintenance projects includes:
• Shade shelter repairs at Old Town and Golden Oak Parks
• Restroom wood repair at Hermosa Park
• Concrete repairs at various parks
• Playground replacements at Bear Gulch, Church, Hermosa, Golden Oak, and Old Town Parks
• Central irrigation system replacements at all LIVID 1 parks
• Field light fixture and pole replacements at Heritage, Beryl and Red Hill Parks
• Amphitheater repair and refurbishment at Red Hill Park
• Pathway Lighting at Hermosa Park
PAGE 107
While some long -deferred but critical projects are included in the Special Districts budgets this year, after
several years of accumulating replacement resources in these funds. These important projects include:
• Almond Trail Improvement Project — This project will improve the grading on the existing trail
surface which has eroded and construct a concrete and cobble swales and install drought tolerant
landscaping for improved drainage.
Water Conservation Landscaping Renovations ($1,586,450 in LMD 2 and $700,000 in LMD 4R) —
Work will continue in FY 2022/23 to remove turf and replace it with beautiful, water -wise
landscaping and hardscape in the LMD 2 (Victoria) and LMD 4R (Terra Vista) neighborhoods. This
is the second large-scale project since this initiative began, with subsequent phases planned over
the next several years to reduce water and maintenance costs over time. Design work is also
budgeted for future projects in LMD 1 (General City) LMD 6 (Caryn), at a cost of $50,000 each.
• Paseo Lighting Retrofits ($250,000 in LMD 2) — This is part of an ongoing project to replace
deteriorating and non-functional paseo lighting in the Victoria planned community.
• Park Upgrades for LMD 2 ($250,000) — Improvements are anticipated to include upgraded shade
and seating to improve the longevity and versatility of the Ellena and Vintage Parks. These costs
will be reimbursed by the State Recreational Infrastructure Revenue Enhancement (RIRE) Grant
program. If additional grant funding is available, more parks within LMD 2 would receive similar
improvements.
• Heritage Park Bridge Replacements ($1,100,000 - 55% funded by the Fire Districo - This project
will replace the main drive, pedestrian and equestrian bridges that span the Demens Creek
Channel, to the equestrian arenas, with one multi -use bridge. The existing aged, wood bridges
need to be replaced to continue to maintain access to the park and existing trails.
• Beryl Park East — The deteriorated tennis court lighting fixtures will be removed and replaced with
new energy -efficient LED fixtures ($69,000 in LMD 1), improving visibility during night play and
reduce maintenance.
• Red Hill Park —Pathway Lighting ($200,000 in PD 85) — This project will replace pathway lights
with new bases, poles, and light fixtures, providing better illumination for nighttime walking.
A new approach will eventually be needed to ensure fiscal stability for the west side parks and landscape
districts. In the meantime, the Public Works team will continue to work diligently to preserve and maintain
these parks and green spaces to the highest level possible given current funding levels. City staff also
continues to seek ways for new development that benefits from these parks to legally contribute to the
appropriate west -side districts from new CFD's that are established in new development areas. For
example, new contributions to the west -side districts from the new homeowners in the Empire Lakes
CFD are improving fund balances in PD 85 and LMD 1 that can be used, over time, for some of the most
critical infrastructure replacement.
For those districts in the City where the residents have entrusted their City Council with the ability to
regularly adjust the rates, the City acts as a fiscal steward of that public trust, recommending rate
increases only when absolutely necessary to balance budgets and keep pace with rising commodity,
utility or contract labor cost increases. The major drivers of rates continue to be water costs which have
increased on average 5% a year, and contract labor costs which increase as minimum wage increases.
PAGE 108
Below is a chart for each of the districts which provide for on -going maintenance and services. and their
assessment rate changes. These districts are organized by their overall type (e.g. LMD for landscaping
and parks, SLD for street lighting and traffic signals, PD-85 for Red Hill and Heritage Community Parks,
BAD for Day Canyon Drainage area, CFD 2000-038 for Rancho Summit parks, and CFD 2018-01 for The
Resort at Empire Lakes). As previously noted, the assessment rates some districts cannot be increased,
and are indicated below.
Fiscal Year
2022/23 Change Maximum Recommended
District Assessment (%) Assessment Assessment
LMD 1
LMD 2
LMD 3B
LMD 4-R
LMD 5
LMD 6-R
LMD 7
LMD 8
LMD 9
LMD 10
SLD 1
SLD 2
SLD 3
SLD 4
SLD 5
SLD 6
SLD 7
SLD 8
BAD 91-2
PD-85
CFD 2000-03B
CFD 2018-01
$92.21
$518.88
$282.24
$397.15
$56.65
$475.93
$307.05
$151.45
$311.92
$804.92
$17.77
$39.97
$47.15
$28.96
$34.60
$51.40
$33.32
$30.60
$72.17
$31.00
$1,560.43
$369.00
- $92.21 At maximum rate.
3.0% $562.85 Increased for
operational costs
and capital
projects.
3.0%
3.0%
2.0%
3.0%
$352.80
$499.32
$113.29
$475.93
$307.05
$151.45
$664.01
$1,021.79
$17.77
$39.97
$47.15
$28.96
$34.60
$51.40
$33.32
$193.75
$92.17
$31.00
$1, 560.43
$369.00
Increased for
operational costs.
At maximum rate.
At maximum rate.
Increased for
operational costs
and capital
projects.
At maximum rate.
At maximum rate.
At maximum rate.
At maximum rate.
At maximum rate.
At maximum rate.
At maximum rate.
At maximum rate.
Increased for
operational costs.
Increased for
operational costs
and future capital
projects.
PAGE1O9
Street Lighting Districts — Recognizing a long-term financial problem, Finance began analyzing a Street
Lighting CFD for future development, which on a go -forward basis, will replace the existing street lighting
districts. The primary benefit for the new Street Lighting CFD will be that the rate can be adjusted
annually as operating costs increase. While the new CFD does not solve the fiscal challenges of the
original SLD's, it will prevent the situation from worsening in the future. Additionally, the Street Lighting
CFD will include rates for land uses which didn't exist when the street lighting districts were created, for
example mixed -use and accessory dwelling units.
The table below illustrates the Street Lighting CFD rates by tax zone to correspond to the eight existing
SLDs:
Land Use Type: SLD 1 CFD Zone 1
Single Family $17.77 per unit $22.67 per unit
Land Use Type: SLD 2 CFD Zone 2
Single Family $39.97 per unit $75.17 per unit
Land Use Type: SLD 3 CFD Zone 3
Single Family $47.15 per unit $47.15 per unit
Land Use Type: SLD 4 CFD Zone 4
Single Family $28.96 per unit $28.96 per unit
Land Use Type: SLD 5 CFD Zone 5
Single Family $34.60 per unit $63.79 per unit
Land Use Type: SLD 6 CFD Zone 6
Non -Residential $51.40 per acre $51.40 per acre
Land Use Type: SLD 7 CFD Zone 7
Single Family $33.32 per unit $58.64 per unit
Land Use Type: SLD 8 CFD Zone 8
Single Family $30.60 per unit $37.79 per unit
Additionally, in light of robust industrial development trends in recent years, Finance began analyzing the
financial impacts industrial development has on City's services. A fiscal impact analysis concluded a
revenue shortfall of almost $3.5 million between projected revenues from future industrial development
and estimated expenditures. Resulting in approximately $12,000 per acre which would be needed to
eliminate this shortfall. To determine if this mitigation amount was financially feasible and wouldn't hinder
economic development, staff met with several industrial developers and brokers to discuss and evaluate
market rents, property maintenance and development costs, existing and planned governmental taxes,
and reasonable rates of return on investments. After these discussions, the staff determined it was
financially feasible to set the rate at $5,852 per acre for industrial development.
The Industrial CFD will begin to generate revenue in future years to better maintain street and roadway
services and facilities, storm drain repair and maintenance, police safety calls and service, landscaping
and beautifying industrial areas, and creating a capital reserve. Although the Industrial CFD rate per acre
is less than the shortfall determined by the fiscal impact, the revenues will help offset the impacts of new
industrial development in the City.
PAGE 110
Lastly, although the City has not issued any bonded special districts in more than a decade, Finance
continues to administer the debt service payments for existing districts. These existing Districts will levy
special taxes for only the amount necessary to pay current and future debt service until the bonds issued
by the Districts mature.
The table below summarizes the maturity date for each of the bond districts:
District
Levy Amount
Notes
Bond Maturity
(Fiscal Year)
Masi AD93-1
-
Paid -off in September 2021-
-
CFD 2000-01
$73,922
No change
2025/26
CFD 2000-02
$517,806
No change
2025/26
CFD 2001-03
$566,112
No change
2035/36
CFD 2001-01
$670,447
No change
2031/32
Area 1 and 2
CFD 2001-01
$61,467
No change
2031/32
Area 3
CFD 2003-01
$1,201,317
Increased 2% for debt service
2033/34
Area 1
CFD 2003-01
$205,064
Increased 2% for debt service
2033/34
Area 2
CFD 2004-01
$2,350,660
No change
2036/37
CFD 2006-01
$288,959
No change
2037/38
CFD 2006-02
$183,158
No change
2037/38
Monitoring Payment ofAnnual Assessments. The City tracks delinquencies by district on a semi-annual
basis after the County provides summary information on each of the two installment payments that are
due from property owners. While we have seen some increased volatility, especially for the mid -year
results, which are not indicative because of a variety of reasons, overall delinquency levels are historically
mild. However, it is something that will be monitored closely. Some illustrations of this dynamic are
noted in the charts below for a few of the districts.
CFD 2004-01:
Delinquent Rate at June 30,
2.5000% 2.1795%
2.0000%
1.5000%
1.0787% 1.1243%
1.0000% 0. 991 % 0.7270%
0.4677% 0.5929% 0.6560% 0 4488%
0.5000% 0 2245% 0.3214% 0.3506%
0.17071
0.0000%
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-B
PAGE 111
CFD 2006-01:
2.0000%
8000%
1.000%
.4000%
1.3140% 1.3206%
1
.2000%
1.0000%
0.8000%
0.6000%
0.4000%
0.2000'.
0.0000%
2009 2010 2011
CFD2006-02:
Delinquent Rate at June 30,
0.9939%
5971% 0.5971%
0.2880%
.0000% 0.0000% 0.0000% 0.0000% 0.00 %
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-B
Delinquent Rate at June 30,
3.0000% 2.8059%
2.5000%
2.0000%
1.5000% 1.054 a 1.1007%
1.0542% 1.0774%
1.0000%
0.5271 % 0.5271 % 0.5271
0.5000% -
0.000 0. 00% 0.0000% 0.000 000
0.0000% -
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-B
LMD 6:
Delinquent Rate at June 30,
4.50007o 3.9232%
4.0000%
3.5000%
3.0000%
2.5000% 1970%
2.0000%
1.5000% .1602% 0.9615% 0.8066% 0.9931 %
1.0000% 0.4599% 0.6584% 0.5435% 0.6541 % 0 4818% 0.7012% 0.741 1 %
0.5000%
0.0000%
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021-B
PAGE 112
Summary
"If it's not right, don't do it. If it's not true, don't say it. "- Marcus Aurelius
Having reached the end of this budget message, all of you who read these words have clearly exhibited
a level of fortitude that would make Marcus Aurelius proud. That said, this writer takes his words above
to heart and this budget message represents what is true, and right, because the residents of Rancho
Cucamonga demand, and deserve, that level of discourse. This is important because although, as 2020
and 2021 both proved, conditions can change in an instant, the City budget represents a blueprint for a
year and a road map of where we have come from and where we intend to try and go.
Two years ago, I noted in the Budget Message that although we did not know when, we did know winter
was coming, and prudent fiscal management dictated saving resources for that winter. Those who fail
to prepare for winter often never see another spring. Of course, at that time, neither I nor anyone else
had an idea of the pandemic winter headed our way, but the preparation laid in 2018 and 2019 served
us well during the trials of 2020. As we head into FY 2022/23 and finally appear to be generally leaving
the worst of the impacts of the pandemic, and accompanying fiscal downturn, the future is anything but
clear. There are many headwinds including pandemic uncertainties, business closures, federal deficit
driven spending, wealth disparities and sales tax shifts. But there are also many tailwinds including very
strong residential and industrial investment in the city, the Brightline high speed rail from Las Vegas to
Cucamonga Station, a new 20-year General Plan, and the City's traditional assets including strong
schools, Victoria Gardens Mall, and a desirable residential living environment.
Success in the future will continue to require Disciplined Innovation as was first noted in FY 2021/22.
Attention to resources both human and fiscal. An emphasis on strategic innovation and an eye towards
tactical system organization. Strong relationships both externally with key stakeholders and strong
communication internally with our constituents that ensures we advance the quality of life for the
community through inclusive decision making. That decision making has to be in support of a clear vision
to build on our success as a world class community, to create an equitable, sustainable, and vibrant city,
rich in opportunity for all to thrive. In 2019, we focused on commUNITY. In 2020, we extended that
focus by standing together as one Rancho Cucamonga, despite all that came our way. In 2021, we
introduced the idea of innovation and discipline in key sectors to carry us thru the necessary restructuring
following the seismic shifts in the economy post-COVID. FY 2022/23 only hardens our resolve to carry
forward in a disciplined manner as we seek to prepare for the downturn that seems somewhat inevitable.
With war, inflation, and looming deficits, the coming fiscal winter appears somewhat intimidating. But
with a solid foundation, and the opportunity to prepare over the next 18-30 months, the City will carry
our resolve into the future as we lay the cornerstones for an even brighter tomorrow focused on equity,
sustainability, and opportunity for all. But first, we prepare for the inevitable winter we know will soon
arrive.
"Change is the law of life. And those who look only to the past or present are certain to
miss the future." - John F. Kennedy
PAGE 113
City Council Leadership
'Anyone can steer the ship, but it takes a leader to chart the course. Leaders who are good navigators
are capable of taking their people just about anywhere.' -John C. Maxwell
Development of the City of Rancho Cucamonga into the jewel of the Inland Empire did not happen by
accident. It occurred by design and intentional efforts on the part of the City's top-level leadership — the
City Council. Through the tireless efforts of past and present council members, Rancho Cucamonga has
truly become a great city in which to live, work, and play. With a mindset on continuous improvement,
the City Council holds an annual workshop to review and develop meaningful goals for the future that
are in line with the City's mission, vision, and values.
Current Council Goals. In the Spring of 2021, the City Council updated the list of goals to be
accomplished over the next three years. Being mindful of the multi -year efforts involved in accomplishing
these goals, the City Council determined to not set any new goals in 2022 and, instead, directed staff to
continue to work on completing the following priority projects:
• Central Park Dog Park: With groundbreaking occurring in May 2022, the City will build a
dog park in Central Park.
o Construction timeline: April 2022 to October 2022
o Project cost: $3,924,000 (offset by grant funding)
• Etiwanda Avenue Grade Separation: Build bridge overcrossing and roadway widening to
improve safety and traffic circulation, reduce vehicle miles traveled, and reduce
greenhouse gasses.
o Construction timeline: December 2022 to December 2024
o Project cost: $75,150,000 (offset by grant funding)
• 81h Street Station 178 & 9/11 Memorial Park: Construct a new fire station and 9/11
Memorial Park, partially funded through donations.
o Construction timeline: April 2022 to August 2023
o Project cost: $18,900,000
• Family Resource Center Remodel: HVAC, lighting, and aesthetic upgrades to enhance the
building and modernize the facilities for users.
o Construction timeline: July 2022 to December 2022
o Project cost: $775,000 (offset bygrant funding)
• Paul A. Biane Library -Second Story and Beyond(g) Project: Build an interactive discovery
space combined with traditional library services. This is anticipated to be a regional draw
that will provide additional visitors to both the Victoria Gardens Shopping District and the
Lewis Family Playhouse.
o Construction timeline: November 2019 to July 2023
o Project cost: $8,900,000 (offset by grant funding)
Advanced Traffic Management Systems (ATMS) Phase 2: Installation of ATMS,
implementing traffic signal coordination timing to improve monitoring, retiming, and
coordination of the system on portions of Milliken Avenue, 19th Street, Arrow Route,
Rochester Avenue, and Day Creek Boulevard.
o Construction timeline: April 2023 to September 2023
o Project cost: $7,802,000
PAGE 114
• 8th Street Affordable Housing: Pilot project to evaluate the use of 3D printing and other
emerging construction methods to provide owner -occupied housing with wrap -around
services that meet the City's affordable housing needs.
o Construction timeline: October 2023 to June 2027
o Project cost: $2,300,000 (Ci" share)
Automated License Plate Reader (ALPR) Cameras: Adding ALPR cameras to the three
intersections to have ALPR cameras in locations that will help deter criminal activity in the
City and to detect suspect and stolen vehicles.
o Construction timeline: September 2022 to March 2023
o Project cost: $328,100
HART District: Create a hub for first -of -its -kind multi -modal transit and contemporary
living with improved Metrolink access; more frequent Metrolink service; Bus Rapid Transit
aka West Valley Connector; a transit connection, ideally through an underground transit
tunnel, to both the Ontario International Airport and the area of Haven and Arrow;
Automobile/ride share pickup/drop off spot; the 6th Street Bicycle Track; and high-speed
rail connecting Las Vegas to the HART District.
o Construction timeline: Ongoing
o Project cost: To be determined
Mission Statement. The City Council mission statement establishes our organization's purpose and
serves as a focal point for current and future endeavors. The Mission Statement succinctly sets out the
organization's everyday work focus:
Ensure and advance the quality of life for the community through inclusive decision making.
Vision Statement. All World Class organizations also have a clearly defined vision. A vision statement
defines the target outcomes for an organization with respect to those things it seeks to accomplish in
the near future. For Rancho Cucamonga:
Our vision is to build on our success as a world class community, to create an equitable,
sustainable, and vibrant city, rich in opportunity for all to thrive.
Council Core Values. Goals, Mission and Vision statements do not exist in a vacuum. It is critical they
are surrounded by core values. Core values that we hold individually are a set of fundamental beliefs,
ideals or practices that inform how you conduct your life, both personally and professionally. Businesses
can also have and maintain core values. These can help an organization determine how to allocate
resources, make important decisions, and grow. Rancho Cucamonga's core values include:
• Providing and nurturing a high quality of life for all.
• Promoting and enhancing a safe and healthy community for all.
• Building and preserving a family -oriented atmosphere.
• Intentionally embracing and anticipating the future.
• Equitable prosperity for all.
• Working together cooperatively and respectfully with each other, staff, and all stakeholders.
• Continuous improvement.
• Actively seeking and respectfully considering all public input.
"All" is meant to be inclusive of residents, businesses, non -profits, schools, other government institutions
— truly all Rancho Cucamonga stakeholders.
PAGE 115
FY 2021/22 Awards Received
• American Heart Association's Mission: Lifeline EMS Silver Plus Award for the Rancho Cucamonga
Fire District. This is the American Heart Association's program that recognizes EMSAgencies for
their quality of care for STEMI and Acute Coronary Syndrome (ACS) (heart attack) patients
• Award received from The Inland Empire Economic Partnership/Solar Consortium for our
Accelerated Appro val of Solar Applications and Permit Issuance
• Certificate of Achievement for Excellence in Financial Reporting for the Fiscal Year Ended June 30,
2020
• Distinguished Budget Presentation Award for the Fiscal Year Beginning July 1, 2021
• National Procurement Institute 2021 Achievement of Excellence in Procurement Award Winner
• Ranked 5th nationally among similar size cities for the Center for Digital Government 2021 Digital
Cities Survey
• CompTIA's Public Technology Institute 2021 Solutions Award winner among similar sized public
agencies for our Data Breach Emergency Management Tabletop Exercise
• American Public Power Association's (APPA) Safety Award of Excellence for safe operating utility
practices for 2021
• Inland Empire Economic Partnership (IEEP) 2021 "Turning Red Tape Into Red Carpet" Honorable
Mention Awards:
• Arts Innovation — Los Amigos Neighborhood Traffic Safety and Community Art Project
• Real Estate Redevelopment and Reuse — Comar Rancho 2.0
• Innovation Use of Technology — 24/7 Library and Drone Inspection Project
• Solar Valley Award for our expedited solar permitting process at the 7th Annual UCR Solar
Conference
• Chino Basin Water Conservation District IGVP Unique Users 2021 Award
PAGE 116
a 0 k
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Rancho Cucamonga
California
For the Fiscal Year Beginning
July 01, 2021
Emecutive 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, 2021. 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.
PAGE 117
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PAGE 118
RANCHO
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
PAGE119
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PAGE 120
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
City Officials
City Council
Name Term Expires
L. Dennis Michael Mayor 2022
Lynne Kennedy Mayor Pro -Tern 2024
Ryan Hutchison Council Member 2022
Kristine Scott Council Member 2022
Vacant Council Member 2024
Administration and Department Heads
City Manager John R. Gillison
Assistant City Manager Elisa C. Cox
Deputy City Manager/Administrative Services Lori Sassoon
Deputy City Manager/Civic and Cultural Services Vacant
Deputy City Manager/Economic and Community Development Matt Burris
City Attorney Nicholas R. Ghirelli
City Clerk Janice C. Reynolds
City Treasurer Jim Harrington
Animal Services Director
Veronica Fincher
City Clerk Services Director
Linda Troyan
Community Services Director
Jennifer Hunt-Gracia
Engineering Services Director/City Engineer
Jason Welday
Finance Director
Tamara L. Oatman
Finance Director
Noah Daniels
Fire Chief
Mike McCliman
Human Resources Director
Robert Neiuber
Innovation and Technology Director
Shelly Munson
Library Director
Julie Sowles
Planning and Economic Development Director
Vacant
Police Chief
Ernie Perez
Public Works Services Director
Bill Wittkopf
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PAGE 122
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Organization Chart
Citizens
of
Rancho Cucamonaa
City Clerk I I City Council I I City Treasurer
city
Attornev
City Manager
Administrative
Civic and
Police
Economic and
Services
Cultural Services
Department
Community
Development
Finance
Community
Fire
Services
District
Animal
Human
Library
Resources
Services
Services
Records
Community
Innovation and
Technoloav
Manaaement
Improvement
Building and
ifety Services FingineeringPlanning Public Works
Services Services
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PAGE 124
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Functional Units by Fund Type
General Fund
$107,532,940
Governance
Police
Animal Care and Services
Administrative Services
Finance
Human Resources
Innovation and Technology
Economic and Comm. Dev.
Building and Safety Services
Engineering Services
Planning
Public Works Services
Community Services
Community Improvement
Other General Funds
Governance
Comm Dev Technical Services
Police
Reimb SUCounty Parking Cit
Law Enforcement Reserve
Traffic Safety
Administrative Services
Benefits Contingency
Capital Reserve
Human Resources
Capital Reserve
Economic and Comm. Dev.
Comm Dev Technical Services
City Technology Fee
Building and Safety Services
Comm Dev Technical Services
City Technology Fee
Mobile Home Park Program
SB1186 CertAccess Special Prog
Engineering Services
Comm Dev Technical Services
City Technology Fee
Capital Reserve
Planning
Comm Dev Technical Services
City Technology Fee
Public Works Services
CVWD Reimbursements
Capital Reserve
Community Services
Capital Reserve
Fiscal Year 2022/23
;M�F Adopted Budget
$352,128,240
Special Revenue Funds
$201,471,780
Assessment Districts Admin
SLD #7 North Etiwanda
AB2766 Air Quality Improvement
SLD #8 South Etiwanda
Public Art Trust Fund
State Gas Tax
Beautification
Measure 11990-2010
Park Land Acquisition
Measure 12010-2040
Drainage Fac/General
Road Maint & Rehab Acct
Community/Rec Center Develp
SB 1 - Tcep
Drainage-Etiwanda/San Sevaine
Integrated Waste Management
Etiwanda Drainage
Proposition 1 B State Funding
Park Improvement
State Asset Seizure
Park Development
Ca Asset Seizure 15%
South Etiwanda Drainage
Citywide Infrastructure Impry
Library Impact Fee
Community Develop Blk Gmt
Transportation
Pedestrian GranUArt 3
Animal Center Impact Fee
Ca Recyc/Litter Reduction Gmt
Lower Etiwanda Drainage
Used Oil Recycling Program
Police Impact Fee
State Grants Fund
Underground Utilities
Federal Grants Fund
LMD #1 General City
Library Fund
LMD #2 Victoria
Ca State Library
LMD #313 Medians
Staff Innovation Fd (Ca St Lb)
LMD #4R Terra Vista
Library Capital Fund
LMD #5 Andover
COPS Program Grant -State
LMD #6R Caryn Community
Homeland Security Grant -Police
LMD #7 North Etiwanda
Emergency Mgmt Performnce Gmt
LMD #8 South Etiwanda
Housing Successor Agency
LMD #9 Lower Etiwanda
EIFD
LMD #10 Rancho Etiwanda
AD 91-2 Redemption -Day Canyon
LMD 1 Cap Replacement Fund
PD 85 Capital Replacement Fund
General City Street Lights
PD 85 Redemption Fund
SLD #1 Arterial
CFD 2000-03 Park Maintenance
SLD #2 Residential
CFD 2017-01 No. Etiwanda
SLID #3 Victoria
CFD 2018-01 Empire Lakes
SLD #4 Terra Vista
Fire Fund
SLD #5 Caryn Community
Community Facilities Dist 85-1
SLID #6 Industrial Area
Community Facilities Dist 88-1
Capital Projects Funds
$0
Enterprise Funds
$20,619,180
Sports Complex
Municipal Utility
Utility Public Benefit
Fiber Optic Network
Internal Service Funds
Equipment/Vehicle Replacement
Computer Equip/Tech Replacemt
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PAGE 126
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Snapshot of the City
General Information:
The City of Rancho Cucamonga currently has an estimated population of 174,476 and encompasses
approximately 46.50 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 it operates under the Council -Manager
form of city government. The City officials elected at large
include a Mayor, a City Clerk and a City Treasurer.
Effective December 7, 2016, the four Council members O
are elected by geographic districts. Districts 1 and 4 held
elections in November 2020. Districts 2 and 3 will hold Q
elections in 2022. 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 Q
serve as Mayor or as Council members. The Mayor and
City Council appoint the City Manager and City Attorney.
Population by Calendar Year (per California State Department of Finance):
2010-178,904
2011-169,498
2012-171,058
2013-172,299
2014-174,064
2015-175,251
2016-177,324
2017-176,671
2018-179,412
2019-175,522
2020-175,131
2021-174,476
Number of Registered Voters (per San Bernardino County Registrar of Voters): 105,285
Capital Asset Statistics (per June 30, 2021 Annual Comprehensive Financial Report):
Police:
Fire:
Stations:
1
Fire Stations:
7
Patrol units:
63
Public Works:
Parks and Recreation:
Streets (miles):
537
Parks:
30
Streetlights:
17,019
Acreage:
346
Traffic signals:
238
Community centers:
6
PAGE 127
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Population by Age - 2010 (Census), 2021 (est), and 2026 (est)
2010 Population by Age
Total
165,549
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%
2021 Population by Age
T ota I
176,870
0-4
5.7%
5-9
6.0%
10 - 14
6.2%
15 - 24
12.7%
25 - 34
17.1%
35 - 44
14.3%
45 - 54
12.9%
55 - 64
12.6%
65 - 74
8.3%
75 - 84
3.2%
85 +
1.1%
2026 Population by Age
T ota I
182,354
0-4
5.8%
5-9
5.8%
10 - 14
6.0%
15 - 24
11.1%
25 - 34
16.3%
35 - 44
16.9%
45 - 54
12.1%
55 - 64
11.4%
65-74
9.1%
75 - 84
4.4%
85 +
1.2%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2021 and 2026. Esri converted Census 2000 data into 2010 geography.)
PAGE 128
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Educational Attainment — Current Year
2021 Population 25+ by Educational Attainment
Total
122,904
Less than 9th Grade
3.0%
9th - 12th Grade, No Diploma
5.0%
High School Graduate
16.7%
GED/Alternative Credential
2.4%
Some College, No Degree
25.4%
Associate Degree
10.3%
Bachelor's Degree
Graduate/Professional Degree
22.7%
14.6%
PAGE 129
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Principal Employers — Current Year and Nine Years Ago*
2021
2012
Percent of
Percent of
Number of
Total
Number of
Total
Employer
Employees,
Rank
Employment
Employees,
Rank
Employment
Inland Empire Health Plan
2450
1
2.71%
n/a
n/a
n/a
Chaffey Community College
1335
2
1.48%
1674
1
2.38%
Etiwanda School District
1025
3
1.14%
1298
2
1.84%
Amphastar Pharmaceutical
880
4
0.97%
n/a
n/a
n/a
Alta Loma School District
660
5
0.73%
740
4
1.05%
Central School District
545
6
0.60%
500
6
0.71%
West Valley Detention Center
520
7
0.58%
n/a
n/a
n/a
City of Rancho Cucamonga
491
8
0.54%
839
3
1.19%
Walmart
375
9
0.42%
339
9
0.48%
Coca-Cola Bottling Co.
354
10
0.39%
n/a
n/a
n/a
Kindred Hospital Rancho
343
11
0.38%
n/a
n/a
n/a
Macy's
335
12
0.37%
500
5
0.71%
Bass Pro Shops
n/a
n/a
n/a
472
7
0.67%
Schlosser Forge Company
n/a
n/a
n/a
348
8
0.49%
Nong Shim
n/a
n/a
n/a
330
10
0.47%
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, 2021 Annual Comprehensive Financial Report
PAGE 130
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Principal Sales Tax Remitters — Current Year and Nine Years Ago
2021 2012
Business Name Business Category Business Name Business Category
Bass Pro Shops Outdoor World
Best Buy
Carbon 38
Cmc Steel California
Costco
Crossroads Equipment Lease & Fin
Home Depot
Huttig
ICL Performance Products
Jerome's
Living Spaces Furniture
Lowes
Macys
Monoprice
Parallon Supply Chain Solutions
Ralphs
Schwarz Paper Company
Scientific Games
Shell
Stater Bros
Target
Tesla Motors
Total Wine & More
Walmart
Walters Wholesale Electric
Sports Goods/Bike Stores
Electronics/Appliance Stores
Women's Apparel
Heavy Industrial
Discount Department Stores
Trailers/Auto Parts
Building Materials
Building Materials
Drugs/Chemicals
Home Furnishings
Home Furnishings
Building Materials
Department Stores
Fulfillment Centers
Medical/Biotech
Grocery Stores
Light Industrial/Printers
Light Industrial/Printers
Service Stations
Grocery Stores
Discount Department Stores
New Motor Vehicle Dealers
Convenience Stores/Liquor
Discount Department Stores
Plumbing/Electrical Supplies
Firms listed alphabetically
Source: June 30, 2021 Annual Comprehensive Financial Report
Ameron International
Apple
Bass Pro Shops Outdoor World
Best Buy
Chevron
Circle K
Circle K 76
Costco
Day Creek Arco
Day Creek Shell
Haven Mobil
Home Depot
JC Penney
Living Spaces Furniture
Lowes
Macys
Monoprice
NIC Partners
Novartis Animal Health
Sears
Sharp Electronics
Shell
Southwire
Target
Walmart
Contractors
Electronics/Appliance Stores
Sporting Goods/Bike Stores
Electronics/Appliance Stores
Service Stations
Service Stations
Service Stations
Discount Department Stores
Service Stations
Service Stations
Service Stations
Building Materials
Department Stores
Home Furnishings
Building Materials
Department Stores
Fulfillment Centers
Electrical Equipment
Medical/Biotech
Department Stores
Office Equipment
Service Stations
Energy/Utilities
Discount Dept Stores
Discount Dept Stores
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 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 an autonomous
accounting entity, established in accordance with legal and professional accounting standards, with a
self -balancing set of accounts recording cash and other financial resources, together with all related
liabilities and balances. Funds are used to segregate the various financial activities of a governmental
entity and to demonstrate compliance with specific regulations, restrictions, or limitations (i.e.,
demonstrating that restricted revenues are spent only for allowed purposes). A department (e.g., Public
Works Services) is an organizational unit with divisions (e.g., City Facilities Maintenance). "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 the
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.
Appendix: This section provides financial policies for the City, calculation of the City's legal debt margin,
a summary of the City's debt service obligations, a glossary of budget terms, a list of acronyms, and a
description of funds by fund type.
PAGE 133
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 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 works with each Department to prepare a digital 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.
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.
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.
PAGE 134
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Budget Process
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 have been 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
2022/23:
Special Revenue Funds:
AB 2928 Traffic Congestion Relief
Fire Technology Fee
Various Drainage Funds
Capital Projects Funds:
AD 82-1, AD 84-1
Enterprise Funds:
RCMU Capital Replacement
Etiwanda No. Equestrian Facilities
CFD 2018-01 Capital Reserve
Various Grant Funds
CFDs 2000-01, 2001-01, 2003-01, 2004-01,
2006-01, 2006-02
RCMU Cap and Trade
The following Flow Chart describes the City's annual budget process.
PAGE 135
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Budget Process Flow Chart
January
FINANCE
A n Ayze and Project Early January
Revenue Esxinnates
BIDET
KICK-OFF
February
FINANCE
PresentMid-Year
Budget Review
March/April
April/May
FINANCE
CITY MANAGER/
FINANCE DIRECTOR
Prepare Proposed
Budget Meetings with
Sudget
Departments
may J
CITY MANAGER
Submit Proposed
Budget to City Council
June 2, 2022
CITY COUNCIL/
CITY MANAGER
Conduct Budget
Study Session
February
DEPARTMENTS
Submit Budget
Requests to Finance
Department
February/March
FINANCE
Review and Analyze
Budget Requests/
Finalize Revenue
Projections
May
ENGINEERING/
PUBLIC WORKS
CIP presented to
Planning Commission
June 16, 2022
CITY COUNCIL
Mold Public Hearing
and Adopt Budget
PAGE 136
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
PAGE 137
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Summary — Operating Budget
2021/22 2022/23
2020/21 Adopted Adopted
Description Actual Budget Budget
Revenues By Category:
Taxes
Licenses & Permits
Fines & Forfeitures
Use of Money & Property
Charges for Services
Intergovernmental
Other
Transfer In
Total Revenues
Expenditures By Department:
Governance:
City Council
City Clerk
City Treasurer
City Management
Total Governance
Public Safety:
Fire District
Police
Animal Care Services
Community Improvement
Total Public Safety
Civic and Cultural Services:
Records Management
Community Services
Library Services
Total Civic and Cultural Services
Administrative Services:
Administration/General Government
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 Expenditures
Excess of Revenues Over (Under) Expenditures
See Notes to FinanciaiSummary
$ 121,881,123
5,640,647
1,286,378
2,915,405
4,237,507
255,652
5,680,180
6,288,590
$ 148,185,482
$ 115,581
2,036
10,207
1,934,553
$ 2,062,377
$ 44,083,128
42,911,856
2,399,151
632,401
$ 90,026,536
$ 560,600
3,459, 866
4,961,522
$ 8,981,988
$ 8,430,463
1,778,366
833,689
3,669,034
$ 14,711,552
$ 691,720
1,718,897
2,252,089
1,672,981
9,219,777
$ 15,555,464
$ 131,337,917
$ 16,847,565
$ 122,416,280
4,582,420
1,152,750
1,891,230
7,448,480
232,580
6,505,660
3,898,110
$ 148,127,510
$ 137,600
1,980
6,140
2,247,980
$ 2,393,700
$ 47,644,950
46,958,580
3,189,380
849,820
$ 98,642,730
$ 519,850
8,641,020
5,604,780
$ 14,765,650
$ 7,330,180
1,977,290
895,190
4,159,040
$ 14,361,700
$ 886,470
1,911,330
2,569,690
1,996,980
10,881,890
$ 18,246,360
$ 148,410,140
$ (282,630)
$ 137,389,640
5,010,090
1,452,280
1,955,800
7,271,930
299,940
7,456,140
5,379,970
$ 166,215,790
$ 128,250
2,010
27,890
2,397,720
$ 2,555,870
$ 53,330,660
48,954,570
3,650,100
874,930
$ 106,810,260
$ 1,108,730
9,779,230
6,953,610
$ 17,841,570
$ 9,894,550
2,280,410
1,073,880
4,857,890
$ 18,106,730
$ 1,460,730
2,422,190
3,373,990
2,207,100
13,038,770
$ 22,502,780
$ 167,817,210
$ (1,601,420)
PAGE138
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Summary — All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
Revenues By Category:
Taxes
Licenses & Permits
Fines & Forfeitures
Use of Money & Property
Charges for Services
Intergovernmental
Development Fees
Other
Transfer In
Total Revenues
Expenditures By Department:
Governance:
City Council
City Clerk
City Treasurer
City Management
Total Governance
Public Safety:
Police
Fire District
Animal Services
Community Improvement
Total Public Safety
Civic and Cultural Services:
Records Management
Community Services
Library Services
Total Civic and Cultural Services
Administrative Services:
Administration/General Government
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 Expenditures
Excess of Revenues Over (Under) Expenditures
See Notes to Financia/Summary
$ 152,052,669
5,727,921
1,320,787
3,448,832
18,543,517
26,031,374
12,460,768
9,454,712
18,831,889
$ 247,872,469
$ 115,581
2,036
10,207
1,945,503
$ 2,073,327
$ 47,582,961
52,266,032
2,399,519
632,402
$ 102,880,914
$ 560,600
3,810,385
5,341,512
$ 9,712,497
$ 23,311,165
4,661,061
833,689
5,212,367
$ 34,018,282
$ 2,444,699
1,750,796
40,434,197
3,804,941
25,561,243
$ 73,995,876
$ 222,680,896
$ 25,191,573
$ 149,536,780
4,674,740
1,187,850
5,866,910
23,133,320
45,539,520
9,449,930
7,983,210
10,735,290
$ 258,107,550
$ 137,600
1,980
6,140
2,247,980
$ 2,393,700
$ 48,527,460
66,790,890
3,189,440
849,820
$ 119,357,610
$ 519,850
9,741,450
6,868,180
$ 17,129,480
$ 19,750,530
8,033,830
895,190
5,159,950
$ 33,839,500
$ 1,133,920
1,949,420
56,839,510
4,223,110
31,108,200
$ 95,254,160
$ 267,974,450
$ (9,866,900)
$ 167,622,130
5,102, 320
1,486,090
5,807,940
24,299,800
79,841,920
5,955,670
8,769,750
12,690,250
$ 311,575,870
$ 128,250
2,010
27,890
2,397,720
$ 2,555,870
$ 50,379,860
73,686,450
3,670,730
874,930
$ 128,611,970
$ 1,108,730
12,213,210
10,883,910
$ 24,205,850
$ 25,277,680
5,683,650
1,073,880
11,474,730
$ 43,509,940
$ 2,370,950
2,487,870
109,780,820
3,723,050
34,881,920
$ 153,244,610
$ 352,128,240
$ (40,552,370)
PAGE 139
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Notes to Financial Summary
The accompanying Financial Summary reports provide a snapshot of the City of Rancho Cucamonga,
California's operating budget as well as the budget for 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, and 283), and the Library Fund (Fund 290).
Financial Summary — Operating Budget:
2020/21 Actual: Overall, for the Operating Budget, revenues were higher than anticipated as the City
navigated through the economic impacts of the COVID-19 pandemic. Revenues exceeded budget in the
areas of sales tax, property tax, TOT, development fees, business licenses, and parking citations. While
part of the positive variance was due to conservative budgeting associated with the pandemic, other
items are noteworthy. This includes higher than anticipated sales tax receipts from the countywide use
tax pool after a recent legislative change resulted in State taxation of additional internet purchases, and
as more California consumers shifted to online shopping to reduce their exposure to possible illness
during the health crisis. Towards the end of the fiscal year the City's local economy began to emerge
from COVID-19 and experienced positive returns from most of the general consumer businesses.
Additionally, building permit activity increased due to more small permits with home remodeling during
the stay-at-home orders. Interest earnings on the City's and Fire District's Section 115 Trusts also
resulted in positive budget variances. However, the net change in unrealized gain/loss on investments
from the prior year to the current year offset these positive variances slightly. Offsetting these positive
budget variances for revenues were negative budget variances for reimbursements from other funds,
other revenue, and non -abated reimbursements. Positive variances on the expenditure side were due
to less than anticipated expenditures for the City's public safety contract, other contract services, and
labor costs. Another contributing factor to the overall positive variance in expenditures was the
differences in budgetary accounting versus GAAP accounting methods. Certain transactions were
budgeted to authorize the spending (e.g., debt service payments); however, in the final accounting,
these transactions only affected the balance sheet not the statement of revenues and expenditures.
2021/22 Adopted and 2022/23 Adopted: The City's goal is to adopt a balanced Operating Budget, which
can include the use of available fund balance. For FY 2021/22, the General Fund adopted a balanced
budget, and the Library Fund had a budgeted contribution to reserves in the amount of $377,180. The
CFD 85-1 Fund included the use of $659,810 in reserves to fund operations as the District continues to
keep assessment rates flat for the City's residents.
For FY 2022/23, the CFD 85-1 Fund budget includes the planned use of reserves in the amount of
$1,621,110 to fund operations as well as capital improvements to one of the District's fire stations. All
other Fire District Operational Funds, the General Fund, and the Library Fund were balanced without the
usage of reserves for the FY 2022/23 Adopted Budget. Staffing previously cut because of the COVID-19
pandemic was restored in the FY 2022/23 Adopted Budget. Three new positions were also added for
the Police Department. Additionally, the Fire District is funding the hiring of three Firefighters, three
Engineers, and three Captains for half of the fiscal year in anticipation of the opening of a new fire station
in FY 2023/24.
PAGE 140
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Notes to Financial Summary
Financial Summary — All Funds:
2020/21 Actual: Revenues increased overall by $24,173,893 due to several factors in addition to those
discussed above in the Operating Budget. Post -RDA property taxes increased due to a change in the
allocation methodology for distributing residual tax increment from former Redevelopment Agencies by
the County of San Bernardino. As a result of the change, the Fire District now receives a share of the
residual receipts, which resulted in an increase of $7,538,556. The City received $5,665,791 of Federal
grant funding related to the Coronavirus Aid, Relief, and Economic Security Act or the CARES Act during
FY 2020/21. This included $2,167,193 used to provide rent relief and to support City operations and
$3,498,598 used for eligible capital projects that meet the criterion for the CARES Act.
Development fees outside of the Operating Budget increased $3,633,145 primarily in the Transportation
Fund due to increased development activity. Transfers in increased $5,518,083 due to the
reimbursement of Public Safety Facility costs in the Law Enforcement Reserve Fund from positive
operating results and grant reimbursements to the General Fund.
Expenditures increased $26,218,683 overall. Public safety expenditures increased $11,870,598 due to a
$3,886,895 increase in the City's contract with the San Bernardino County Sheriff's Department and a
$7,983,368 increase in Fire District expenditures primarily due to construction of the Public Safety Facility.
Community Services expenditures decreased $6,850,591 due to the prior year close out of the
Department's two special funds into the General Fund through operating transfers totaling $2.2 million,
combined with reduced operations and staffing reductions in response to the pandemic.
Administration/General Government increased $9,231,982 primarily due to expenditures related to the
Federal grants received in the amount of $5,730,616. Engineering Services increased $12,121,027 due
to various capital projects along with a transfer between the RCMU operating fund and its Cap and Trade
Fund.
2021/22 Adopted and 2022/23 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 any given year, depending on the
level of capital improvement activity. The FY 2021/22 Adopted Budget included funding for the Etiwanda
Grade Separation project in the amount of $12,500,000. Funding for this project is $62,350,000 for FY
2022/23. The Capital Improvement Program (CIP) section of this document details out the projects
budgeted for FY 2022/23 and includes the funding sources. Some of the other larger items included in
the CIP include: Cultural Center -Courtyard Redesign ($3,120,000), Advance Traffic Management
System -Phase 2 ($7,260,500), Amethyst Avenue Fire Station 171 ($11,550,000), Paul A. Biane Library -
Second Story and Beyond Project ($5,299,340), and Civic Center HVAC-Plant Replacement ($2,300,000).
PAGE 141
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Budget Summary
Estimated Spendable Fund Balances.
July 1, 2022
Estimated Revenues:
Taxes
Property Tax**
Sales Tax
Transient Occupancy Tax
Admissions Tax
Franchise Fees
Subtotal -Taxes
Licenses & Permits
Fines & Forfeitures
Use of Money & Property
Charges for Services
Intergovernmental
Development Fees
Other
Transfer In
Total Estimated Revenues
Estimated Expenditures:
Personnel Services
Operations & Maintenance
Capital Outlay
Debt Service
Cost Allocation
Transfer Out
Total Estimated Expenditures
Budgeted Increase (Decrease) in
Spendable Fund Balances
Estimated Spendable Fund Balances,
June 30, 2023
Fire District Operating
General Operating Library Budget*
Fund Funds Fund Subtotal
$ 37, 020, 684 $ 46, 680, 704 $ 10, 460, 472 $ 94,161, 860
$ 35, 263, 500 $ 45, 217, 590 $ 5,709,600 $ 86,190, 690
37, 974, 850
-
-
37, 974, 850
5,149,180
-
-
5,149,180
3,640
-
-
3,640
8,071,280
-
-
8,071,280
86,462,450
45,217,590
5,709,600
137,389,640
4,993,590
16,500
-
5,010,090
1,304,280
148,000
-
1,452,280
1,578,640
304,510
72,650
1,955,800
7,142, 230
1,800
127,900
7,271,930
276,940
-
23,000
299,940
3,958,680 2,457,310 1,040,150 7,456,140
1,816,130 3,563,840 - 5,379,970
$ 107, 532, 940 $ 51, 709, 550 $ 6,973,300 $ 166, 215, 790
$ 36, 865, 060 $ 34,113, 220 $ 4,123, 300 $ 75,101, 580
72, 787,150
14, 398, 610
1,841,000
89, 026, 760
610,000
855,000
189,310
1,654,310
106,450
399,990
-
506,440
(6,942,050)
-
-
(6,942,050)
4,106, 330
3,563,840
800,000
8,470,170
$ 107, 532, 940
$ 53, 330, 660 $
6,953,610
$ 167, 817, 210
$ - $ (1,621,110) $ 19,690 $ (1,601
$ 37,020,684 $ 45,059,594 $ 10,480,162 $ 92,560,440
* The Operating Budget is comprised of the General Fund (Fund 001), Fire District Operational Funds (Funds 281,
282, and 283), and Library Fund (Fund 290).
** Includes Property Tax In -Lieu of VLF in the amount of $23,742,850 for the General Fund (Fund 001).
PAGE 142
Other Special
General Revenue
Funds Funds
Capital Internal
Projects Enterprise Service
Funds Funds Funds Total
$ 111, 720, 892 $ 235, 845, 871 $ 1,907,670 $ 34, 434, 350 $ 10, 687, 608 $ 488, 758, 250
$ -
$ 28,467,330 $
- $ - $
-
$ 114,658,020
-
-
- -
-
37, 974, 850
-
-
- -
-
5,149,180
-
-
- 90,000
-
93,640
-
1,675,160
- -
-
9,746,440
-
30,142,490
- 90,000
-
167, 622,130
31,630
60,600
- -
-
5,102, 320
33,810
-
- -
-
1,486,090
834,640
2,142,190
42,480 795,300
37,530
5,807,940
719,240
87,780
- 14, 218, 570
2,002,280
24, 299, 800
510,900
78, 606, 080
- 425,000
-
79, 841, 920
-
5,655,670
- 300,000
-
5,955,670
502,890
785,770
- 4,950
20,000
8,769,750
1,369,340
2,336,030
- 2,921,270
683,640
12, 690, 250
$ 4,002,450
$ 119, 816, 610 $
42,480 $ 18, 755, 090 $
2,743,450
$ 311, 575, 870
$ 1,337,870
$ 8,184, 550 $
- $ 2,244,460 $
-
$ 86, 868, 460
3,917,260
20, 024,120
- 14, 907, 760
5,369,940
133, 245, 840
7,538,300
111, 856, 300
- 916,000
2,179, 070
124,143, 980
-
11,320
- 1,076,670
527,330
2,121, 760
-
-
- -
-
(6,942,050)
1,634,570
1,111,220
- 1,474,290
-
12,690,250
$ 14,428,000
$ 141,187,510 $
- $ 20,619,180 $
8,076,340
$ 352,128,240
$ (10,425,550) $ (21,370,900) $ 42,480 $ (1,864,090) $ (5,332,890) $ (40,552,370)
$ 101, 295, 342 $ 214, 474, 971 $ 1,950,150 $ 32, 570, 260 $ 5,354,718 $ 448,205 880
PAGE 143
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Special Districts Summary
The City of Rancho Cucamonga has ten Landscape Maintenance Districts (LMDs), eight Street Lighting
Maintenance Districts (SLDs), as well as several other Special Districts, including one Benefit Assessment
District (AD), various Community Facilities Districts (CFDs), and one Park and Recreation District (PD). Five
of these other Special Districts provide funding for the maintenance of specific public improvements within
the City — AD 91-2, PD-85, CFD 2000-03, CFD 2017-01, and CFD 2018-01. Additionally, certain Special
Districts have corresponding capital replacement funds, which account for funds set aside for large capital
projects.
All of the Special Districts and the LMDs and SLDs are summarized below and in the following schedule. Some
of the Districts receive funds from the General Fund and have long-term fiscal sustainability issues that will
need to be addressed in future years. These funds are classified as either "General Benefit Contributions" or
"General Benefit Equivalent Contributions." A General Benefit Contribution quantifies the dollar value of a
general benefit to parcels within a district as required by law to be funded from sources other than special
assessments. A General Benefit Equivalent Contribution is not required by law, but is authorized by the City
Council to support a district that is operating at a deficit, lacks the resources for necessary maintenance, or
maintains insufficient operating reserves. Per City policy, the amount of the General Benefit Equivalent will
not exceed 11% of the adjusted total budget. The following table identifies which districts receive a General
Benefit Contribution or General Benefit Equivalent Contribution, and the amount budgeted for Fiscal Year
2022/23:
General Benefit Contribution
LMD #2 Victoria - $318,570
General Benefit
Equivalent Contribution
LMD #1 General City - $64,290
LMD #6R Caryn Community - $40,120
SLD #2 Residential - $85,110
SLD #5 Caryn Community - $25,160
SLD #7 North Etiwanda - $39,240
PD 85 Redemption Fund - $177,330
When the LMDs were established, they were created in conjunction with new development coming into the
City. They were intentionally designed to ensure that each District bore the costs of the maintenance of the
infrastructure that provides a special benefit to the property owners. The assessments received for LMDs are
utilized only for the maintenance and operations of parks and other landscaping within the boundaries of each
District. Maintenance and operations include, but are 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 SLDs provide street light coverage throughout the general city and planned communities. Each year the
assessments received are earmarked for the maintenance and operations of street lights, traffic signals, and
appurtenant facilities. This maintenance and operations include 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. During Fiscal Year 2021/22, SLDs 3, 6, and 8 fully repaid and SLD 4 partially
repaid the interfund loans provided to purchase the streetlights throughout the districts. SLD 4 will continue
to make regular debt service payments for Fiscal Year 2022/23 and beyond until the interfund loan is fully
paid off. The purchase of the streetlights during Fiscal Year 2017/18 significantly reduced annual utility costs
and created adequate financial resources to repay these interfund loans without adversely impacting any
PAGE 144
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Special Districts Summary
future financial performance. However, SLDs 1, 2, 5, and 7 will suspend debt service for these interfund loans
until the structural operating deficit that negatively impacts their financial condition is improved.
PD-85 was initially 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 boundary
of PD-85 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 operations and periodic capital improvement
expenditures for the parks.
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 public facilities in the Rancho Summit housing tracts within the City. Annual
assessments from Special Tax B provide for the maintenance of these public facilities, which include parks
and parkways. The special taxes have increased by 2.0% for Fiscal Year 2022/23 to keep up with rising costs
for maintenance and operations.
CFD 2017-01 and CFD 2018-01 were both formed to provide for the maintenance and operations of public
facilities for new developments. While the development for CFD 2018-01 at the previous Empire Lakes Golf
Course is currently underway, the development for CFD 2017-01 located in North Etiwanda has had no
development yet. These CFDs will provide for the maintenance and operations of the public facilities, including
parkways, street improvements, and other critical infrastructure. Additionally, the CFDs will provide funding
to the LMDs and SLDs, which overlap the boundaries of the CFDs, to account for each development's use and
received benefits.
Lastly, it should be noted that rate increases are only recommended when necessary to maintain a structurally
balanced budget for those Districts. Increases, when needed, provide financial stability and help to avoid the
structural imbalances down the road that affect other Districts 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.
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 the General
Fund, along with budgeted revenues and expenditures for Fiscal Years 2021/22 and 2022/23, adjusted for
interfund principal payments.
PAGE 145
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other
Maintenance Districts - Changes in Fund Balance
FY 2020/21
Fund Balance Actual Support From Actual Fund Balance
Fund # Fund Name 6/30/2020 Revenues General Fund Expenditures 6/30/2021
LANDSCAPE MAINTENANCE DISTRICTS
130
LMD #1 GENERAL CITY
$ 1,464,825
$ 1,301,038 $
33,917 $ 1,432,584
$ 1,367,197
131
LMD #2 VICTORIA
4,549,584
3,740,759
288,082 3,927,583
4,650,842
132
LMD #3A HYSSOP
32,455
(15)
32,439
0
133
LMD #3B MEDIANS
2,439,535
869,481
829,936
2,479,079
134
LMD #4R TERRA VISTA
7,325,300
2,795,308
2,577,912
7,542,695
135
LMD #5 ANDOVER
30,303
2,442
4,029
28,716
136
LMD #6R CARYN COMMUNITY
771,171
538,099
40,532 626,501
723,301
137
LMD #7 NORTH ETIWANDA
1,420,389
1,007,816
1,114,774
1,313,430
138
LMD #8 SOUTH ETIWANDA
79,002
34,031
46,825
66,207
139
LMD #9 LOWER ETIWANDA
1,444,383
948,065
691,339
1,701,109
140
LMD #10 RANCHO ETIWANDA
1,442,121
639,101
618,653
1,462,568
141
LMD #1 CAPITAL REPLACEMENT
357,509
90,844
650
447,703
STREET LIGHTING MAINTENANCE DISTRICTS
151
SLD #1 ARTERIAL
$ (2,907,313)
$ 826,427
$ 739,560
$ (2,820,446)
152
SLD #2 RESIDENTIAL
(2,654,639)
363,870
251,284
423,729
(2,463,214)
153
SLD #3 VICTORIA
216,338
380,424
206,302
390,460
154
SLD #4 TERRA VISTA
(127,601)
165,482
124,450
(86,569)
155
SLD #5 CARYN COMMUNITY
(445,803)
44,475
35,942
51,359
(416,745)
156
SLD#6INDUSTRIAL AREA
(12,278)
134,193
92,893
29,022
157
SLD #7 NORTH ETIWANDA
(822,204)
130,655
46,423
125,738
(770,864)
158
SLD #8 SOUTH ETIWANDA
1,866,689
69,470
74,107
1,862,052
OTHER MAINTENANCE DISTRICTS
838
AD 91-2 REDEMPTION -DAY CANYON
$ 66,526
$ 33,731
$ 21,384
$ 78,873
847
PD 85 CAPITAL REPLACEMENT
436,943
123,424
54,050
506,317
848
PD 85 RED HILL AND HERITAGE PARKS
2,417,225
1,315,538
49,147
1,096,863
2,685,046
868
CFD 2000-03 PARK MAINTENANCE
431,886
531,114
454,274
508,727
875
CFD 2017-01 NORTH ETIWANDA
0
3,016
1,220
1,796
876
CFD 2018-01 EMPIRE LAKES
228,099
125,238
350,893
2,444
877
CFD 2018-01 CAPITAL RESERVE
0
75,468
75,468
(A) On August 16, 2017, the City Council authorized an advance of $14,400,340 from the General Fund to the Street Lighting Maintenance
Districts Funds to provide funding for the purchase and acquisition of Southern California Edison owned streetlights and the installation
of LED lighting to streetlights, intersections, and bridges. The advance is payable in monthly installments and the final payment will
occur in August 2037. Due to the outstanding advances to the General Fund, the fund balance for a majority of the Street Lighting
Districts will be negative until the advances are repaid in August 2037. Each of these districts receives annual assessments to pay for
annual operating expenses, including the debt service for the advances. These current resources are identified as Spendable Fund
Balance and are detailed in the Fund Balance Summaries section of this document.
* In order to accurately present the estimated fund balance in accordance with the City's annual financial report, an adjustment is made
to the budgeted expenditures for payment of interfund principal. Although the interfund principal payments represent an outflow of
cash for budgeting purposes, they do not have an in -pact on fund balance as reported.
PAGE 146
FY 2021/22 Estimated FY 2022/23 Estimated
Estimated Support From Estimated Interfund Fund Balance Budgeted Support From Budgeted Interfund Fund Balance
Revenues General Fund Expenditures Principal* 6/30/2022 Revenues General Fund Expenditures Principal* 6/30/2023
$ 1,330,310
$ 36,540
$ 1,427,600
$ 1,306,447
$1, 359, 600
$ 64,290
$1,764,620
$ 965,717
3,764,300
309,490
4,681,510
4,043,122
3,904,590
318,570
6,330,540
1,935,742
0
0
907,950
958,780
2,428,249
917,460
11153,460
2,192,249
2,849,090
3,051,200
7,340,585
2,878,040
3,477,670
6,740,955
21760
6,440
25,036
2,750
9,420
18,366
560,830
38,990
654,990
668,131
566,390
40,120
679,620
595,021
1,009,510 510
1,224,930
1,098,010
1,019,250
1,345,500
771,760
34,870
45,440
55,637
35,210
47,720
43,127
690,400
622,410
1,769,099
697,990
691,600
1,775,489
657,900
841,120
1,279,348
664,130
784,140
1,159,338
102,360
134,280
415,783
105,650
166,760
354,673
$ 842,400
$ 916,930
$ (2,894,976)
$ 856,290
$ 912,010
$ (2,950,696)
396,190
134,840
531,030
(2,463,214)
412,250
85,110
497,360
(2,463,214)
385, 630
1, 572, 560
1, 307,100
510,630
390,380
255,630
645, 380
166,680
655,770
510,010
(65,649)
168,480
156,920
9,860 (44,229)
44,200
33,460
64,660
(403,745)
44,640
25,160
56,800
(390f745)
136,960
592,890
478,690
51,782
138,630
118,810
71,602
131,950
43,220
175,170
(770,864)
133,450
39,240
172,690
(770,864)
88,780
331,550
248,010
1, 867, 292
90,370
90,070
1, 867, 592
$ 27,320
$ 20,820
$ 85,373
$ 27,370
$ 24,110
$ 88,633
1321440
80,850
557,907
134,220
700,920
(8,793)
1,319f690
98,000
1,740,270
2,362,466
1,337,630
177,330
1,331,530
2,545,896
553,750
569,690
492,787
570,650
526,910
536,527
3, 020
1,220
3,596
3,020
1,220
5,396
216, 730
217,210
1,964
257,650
258,820
794
98, 670
174,138
102,160
276, 298
PAGE 147
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PAGE 148
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
REVENUE SUMMARIES
PAGE149
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PAGE 150
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue and Resource Estimates
Revenue projections in the Fiscal Year 2022/23 Adopted Budget are estimated using historical
information, expert analysis, data collected from the State Controller, the State Department of Finance,
the League of California Cities, the San Bernardino County Auditor -Controller's Office, and numerous
financial indicators. Utilizing historical revenue data, a general sense of the economic status of the local
community, and other indicators noted above, the City's budget staff produce a financially conservative
picture of the near future.
Concurrent with the near -term revenue projections, City budget staff, using the same data and historical
data noted above, keep a running five-year forward projection that we use in conjunction with our near -
term estimates to help guide the agency's medium and long-term planning for expenditures.
Major Revenues of Funds
Operating Budget. The City's Operating Budget, which is comprised of the General Fund, Fire District
Operational Funds, and 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 Department of Tax and
Fee Administration (CDTFA) for transactions occurring within the City. The City is also allocated a share
of the countywide use tax pool based on its proportionate share of the sales tax generated in the county.
This portion of the City's sales tax revenue has recently been boosted by higher receipts from online
shopping as a result of the Wayfair decision and implementation of the marketplace facilitator provision
that required additional out of state companies to collect sales tax. 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 and through the countywide pool.
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 $37,974,850 for FY 2022/23, a $6,007,700
or 18.79% increase over the FY 2021/22 budget. This significant increase is due to the City's sales tax
base rebounding well during calendar year 2021 from the economic impacts of the COVID-19 pandemic.
This was evidenced by significant growth noted in the fourth quarter of 2021 in Building and Construction
(15%); Fuel and Service Stations (59%); and General Consumer Goods (21%). Continued, but
decelerating, sales tax growth is anticipated into 2023. HdL will proactively update its revenue estimates
during FY 2022/23 after it receives sales tax data from CDTFA for the second and third quarters of 2022.
Management will review the information in conjunction with other economic and regulatory factors during
the year and provide a quarterly update to the City Council for consideration of any budgetary action, if
needed.
PAGE 151
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue and Resource Estimates
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.
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 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 $23,951,320, which is a $1,902,590 or 8.63% increase from the FY
2021/22 budget.
Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable service 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 $8,071,280, which is a $498,520 or 6.58% increase from FY 2021/22.
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 each property tax dollar is approximately $0.0511, or 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 $0.1248, or 12.48 cents, for a total of $0.1759, or 17.59 cents, for the City's
operating budget. The City works with its property tax consultant to project 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 by 5.52%
citywide.
Property tax revenues for the City General Fund (including post -RDA property tax revenue) have
increased overall by $1,250,510 or 12.18% from FY 2021/22. The Library's property tax has increased
by $542,060 or 10.49% from FY 2021/22. This revenue source for the Library continues to include the
statutory pass -through payment from the County of San Bernardino, formerly paid by the now dissolved
Redevelopment Agency, which contributed $323,100 to the overall revenue growth for the Library. The
Fire District General Fund property tax revenue has increased by $3,048,740 or 8.62% from FY 2021/22,
primarily due to the four factors noted above. Additionally, it should be noted that due to growth in the
City's assessed valuation, the resulting revenue growth provided the District with the ability to allocate
more post -RDA property tax revenue to its Capital Fund. Property tax revenue for the Fire District's two
PAGE 152
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue and Resource Estimates
Community Facilities Districts (CFDs) increased by $54,720 or 0.81% from FY 2021/22. Although the
rates for the CFDs have remained consistent with the prior year, the number of parcels that the tax is
applied to has increased due to new development in the City and previous annexations with finalized
permits.
Development fees. Development fees are collected through the Community Development departments
and are projected based on 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 $160,370 (excluding special services fees)
or 3.22% from FY 2021/22.
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 by $362,640 or 13.44% from FY 2021/22 due to
the improving business climate combined with the addition of a shared position that will focus on
increasing the number of business inspections completed during the fiscal year.
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, room rate
increases, and new hotel development. Although TOT revenues were hit hard by the impacts of the
pandemic, FY 2022/23 revenues are anticipated to exceed the peak year of FY 2019/20 by more than
$500,000. TOT is projected to increase by $1,729,180 or 50.56% from FY 2021/22, partially due to
projected revenues from two new hotels in the City — one for the full year and one for a partial year as
it is currently under construction.
The revenues discussed above total $145,798,690 and represent 87.71% of the City's Operating Budget
and 46.79% of the City's overall budget.
Other Funds. Revenues for the other City funds are comprised of various taxes, assessments, charges
for services, intergovernmental, and other sources. Special assessments or special taxes are collected
for the City's various Landscape Maintenance Districts (LMDs), Street Lighting Districts (SLDs), and
various other special districts on individual property tax bills. These property tax revenues total
$15,839,540 or 5.08% of the City's overall budget. The amounts of the special assessments and special
taxes 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 most 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
$12,627,790 or 4.05% of the City's overall budget. These property tax revenues represent the tax
increment that was collected by the Redevelopment Agency in prior years and allocated toward Fire
District capital expenditures. These revenues are now distributed directly to the Fire District and will be
primarily used for the same capital expenditure purposes. The revenues are allocated between the Fire
District General Fund and the Fire Protection Capital Fund. As noted above, a larger share of this revenue
source was allocated to the Fire Protection Capital Fund for FY 2022/23 than in the prior year due to
overall growth in the City's assessed valuation and resulting revenue growth. Beginning in FY 2021/22,
PAGE 153
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue and Resource Estimates
due to a change in allocation methodology by the County, the Fire District is now receiving additional
ongoing funding from post -RDA property tax revenue in the form of residual receipts from the County of
San Bernardino's Redevelopment Property Tax Trust Fund (RPTTF). Revenue from residual receipts is
estimated to be $7,772,310 for FY 2022/23 and is included in the property tax revenues noted above for
the Fire Protection Capital Fund.
Charges for services are received for the City's Municipal Utility, in the amount of $13,847,910, which
provides electrical service to a portion of the City and represents 4.44% 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 $79,841,920 or 25.63% of the City's overall budget. Included
in intergovernmental revenues is $62,352,350, which represents State SB1 funding through the Trade
Corridor Enhancement Program (TCEP) for the City's Etiwanda Grade Separation Project
Other sources of revenue include interest earnings, reimbursements from other funds, and transfers in.
PAGE 154
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Summary by Category — Operating Budget*
Intergovernmental
Charges for SprvirPs n - 1 so/n
4.3;
Use of Money & Pr(
1.18%
Fines & Forfeiture
0.87%
Licenses & Perm
3.01%
Taxes:
Other
a aaa/
in
Property Tax**
$ 86,190,690
Sales Tax
37,974,850
Franchise Fees
8,071,280
Transient Occupancy Tax
5,149,180
Admissions Tax
3,640
Subtotal -Taxes
137, 389, 640
Licenses & Permits
5,010,090
Fines & Forfeitures
1,452,280
Use of Money & Property
1,955,800
Charges for Services
71271,930
Intergovernmental
299,940
Other
7,456,140
Transfer In
5,379,970
Total Operating Budget $ 166,215,790
*Operating Budget is comprised of the General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and Library Fund (Fund 290).
**Includes Property Tax In -Lieu of VLF in the amount of $23,742,850 for the General Fund
(Fund 001).
PAGE 155
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Summary by Category - Operating Budget
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
001 - GENERAL FUND
TAXES
$
76,601,966
$
75,134,610
$
86,462,450
LICENSES & PERMITS
5,635,677
4,565,920
4,993,590
FINES & FORFEITURES
1,193,288
1,004,750
1,304,280
USE OF MONEY & PROPERTY
711,875
1,553,990
1,578,640
CHARGES FOR SERVICES
4,222,188
7,365,650
7,142,230
INTERGOVERNMENTAL
204,646
214,580
276,940
OTHER
2,924,144
3,598,000
3,958,680
TRANSFER IN
3,913,057
1,722,910
1,816,130
TOTAL 001 - GENERAL FUND
$
95,406,841
$
95,160,410
$
107,532,940
281 - FIRE FUND
TAXES
$
33,471,934
$
35,375,470
$
38,424,210
LICENSES & PERMITS
4,970
16,500
16,500
FINES & FORFEITURES
93,090
148,000
148,000
USE OF MONEY & PROPERTY
2,204,317
235,030
283,560
CHARGES FOR SERVICES
2,088
1,800
1,800
INTERGOVERNMENTAL
25,000
0
0
OTHER
2,460,313
2,273,630
2,457,310
TRANSFER IN
214,903
0
0
TOTAL 281 - FIRE FUND
$
38,476,615
$
38,050,430
$
41,331,380
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
$
6,171,315
$
6,319,810
$
6,371,360
USE OF MONEY & PROPERTY
12,332
20,850
20,950
TRANSFER IN
0
0
1,240,940
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$
6,183,647
$
6,340,660
$
7,633,250
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
$
421,668
$
418,850
$
422,020
USE OF MONEY & PROPERTY
(39)
0
0
CHARGES FOR SERVICES
560
0
0
TRANSFER IN
1,954,205
2,175,200
2,322,900
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
$
2,376,394
$
2,594,050
$
2,744,920
290 - LIBRARY FUND
TAXES
$
5,214,240
$
5,167,540
$
5,709,600
USE OF MONEY & PROPERTY
(13,080)
81,360
72,650
CHARGES FOR SERVICES
12,671
81,030
127,900
INTERGOVERNMENTAL
26,006
18,000
23,000
OTHER
295,723
634,030
1,040,150
TRANSFER IN
206,425
0
0
TOTAL 290 - LIBRARY FUND
$
5,741,985
$
5,981,960
$
6,973,300
TOTAL OPERATING BUDGET
$
148,185,482
$
148,127,510
$
166,215,790
PAGE 156
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - Operating Budget
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
001 - GENERAL FUND
TAXES
4101 Property Taxes-CY Sec/Unsec
$
5,261,855
$
5,345,030
$
5,765,510
4103 Property Taxes-PY Sec & Unsec
92,574
77,280
101,440
4104 Property Taxes-Penalties/Int.
57,838
50,080
63,380
4105 Property Taxes -Supplemental
145,022
129,830
158,900
4106 Property Taxes -Unitary
938,972
923,350
929,760
4107 Property Transfer Tax
1,317,735
1,154,480
1,317,740
4111 Property Tax In -Lieu of VLF
21,176,841
21,903,200
23,742,850
4113 Property Tax- Post RDA Res Bic
2,807,496
2,590,090
3,183,920
4120 Sales and Use Tax
33,920,186
31,231,780
37,080,980
4121 Prop 172-Half Cent Sales Tax
645,700
735,370
893,870
4125 Transient Occupancy Tax
2,726,555
3,420,000
5,149,180
4126 Admissions Tax
0
1,360
3,640
4130 Franchise Fee -Gas & Electric
2,533,238
2,600,620
2,730,650
4131 Franchise Fee-Resid. Refuse
1,327,327
1,279,860
1,394,380
4132 Franchise Fee -Comm. Refuse
2,109,032
2,070,460
2,322,190
4133 Franchise Fee -Cable
1,541,595
1,621,820
1,624,060
TOTAL TAXES
$
76,601,966
$
75,134,610
$
86,462,450
LICENSES & PERMITS
4201 Business Licenses
$
2,884,537
$
2,670,440
$
2,949,080
4207 Building Permits
2,440,905
1,590,000
1,669,500
4208 Bldg Pmt-Strong Motion Fees
1,935
0
0
4209 Mobile Home Permit
4,448
4,410
3,830
4210 Bldg Permits-SB 1473(90% to CA)
735
840
840
4215 Animal Licenses
253,778
270,000
255,000
4216 Parking Permits
1,760
1,630
1,920
4220 Other Licenses & Permits
448
330
1,150
4231 Business Licenses-P/Y
7,658
4,040
8,310
4232 Business Licenses -Penalties
37,723
24,230
103,960
4240 Short -Term Rental Permit
1,750
0
0
TOTAL LICENSES & PERMITS
$
5,635,677
$
4,565,920
$
4,993,590
FINES & FORFEITURES
4301 Vehicle Code Fines
$
102,597
$
92,350
$
95,160
4302 Parking Citations
701,392
450,010
674,270
4306 Vehicle Release Fees
142,000
136,670
140,830
4307 Citation Proof of Corr Fees
3,737
4,310
3,260
4308 General Ordinance Fines
176,801
177,600
180,530
4309 False Alarm Fees
61,724
64,110
66,060
4313 Other Fines & Forfeitures
5,038
79,700
144,170
TOTAL FINES & FORFEITURES
$
1,193,289
$
1,004,750
$
1,304,280
USE OF MONEY & PROPERTY
4401 Interest Earnings
$
281,731
$
205,330
$
175,180
4402 Unrealized Gain
(410,477)
0
0
4403 Restricted - Interest Earnings
705,685
0
0
4419 Other Rental/Lease Income
28,957
29,640
30,930
PAGE 157
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - Operating Budget
4431 Special Event Rental-ActiveNet
4439 Other Rental/Lease Inc.-ANet
4440 Sale of Fixed Assets
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
4523 Web Sales Fees
4554 Park Maintenance Fees
4560 Fingerprint Fees
4564 Returned Item Charge
4570 Sale of Printed Material
4581 Ticket Sales
4588 Theatre Rental Ticket Sales
4591 Recreation Fees - ActiveNet
4592 Sale of Tax Items - ActiveNet
4596 Advertising Revenue -ActiveNet
4630 Animal Adoption Fees
4631 Animal Spay/Neuter Fees
4633 Animal Boarding Fees
4634 Animal Impound Fees
4635 Animal Vaccination Fees
4636 Owner Surrender Fees
4638 Microchipping Fee
4640 Vaccination Services
4680 Towing Services Agreement Fees
TOTAL CHARGES FOR SERVICES
INTERGOVERNMENTAL
4701 Motor Vehicle In -Lieu Fees
4710 Homeowners Property Tax Relief
4745 Other Intergov'tl Reimbursemnt
TOTAL INTERGOVERNMENTAL
2021/22
2020/21 Adopted
Actual Budget
(400)
83,062
23,317 _
$ 711.875 $
$ 987,020
800,374
178,687
1,635,421
21,120
7,540
36
477
927
9,492
2,107
480
117,683
52
0
68,878
6,767
6,408
14,442
108
8,070
5,130
7,170
343,800
$ 4,222,189
$ 128,734 $
68,215
7,697 _
$ 204,646 $
2022/23
Adopted
Budget
13,000
13,000
1,280,030
1,280,030
25,990
79,500
1.553.990 $
1.578.640
1,287,500
$
1,351,870
825,000
841,500
500,000
220,000
1,280,000
1,280,000
0
0
87,080
87,080
0
0
1,440
550
1,060
310
8,960
8,550
862,040
862,040
0
0
1,884,470
1,884,470
25,350
25,350
3,750
3,750
130,000
130,000
16,000
6,000
7,000
7,000
18,000
14,000
0
0
15,000
10,000
7,500
6,000
6,500
14,000
399,000
389,760
7,365,650
$
7,142,230
145,530
$
208,470
69,050
68,470
0
0
214,580
$
276,940
OTHER
4901 Other Revenue
$ 903,308 $
1,030,300 $
1,185,100
4903 Animal Center Contributions
15,598
65,000
25,000
4905 Contributions/Fundraising
2,100
26,000
116,000
4911 Reimbursement from Other Funds
666,896
996,410
1,108,210
4913 State Mandate Reimbursement
76,324
59,870
112,090
4914 Non -Abated Reimbursements
402,357
360,590
352,450
4917 RDASA Admin Allowance
327,990
250,000
250,000
4918 Housing SA Admin Allowance
200,000
200,000
200,000
4923 Misc. Other Financing Sources
289,124
0
0
4941 Other Revenue - ActiveNet
4,709
226,940
226,940
PAGE 158
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - Operating Budget
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
4945 Contrib/Fundraising -ActiveNet
23,943
258,890
258,890
4946 Processing Fee - ActiveNet
11,795
124,000
124,000
TOTAL OTHER
$
2,924,144
$
3,598,000
$
3,958,680
TRANSFER IN
8006 Transfer In -Fund 006
$
90,510
$
90,510
$
122,300
8008 Transfer In -Fund 008
26,038
0
0
8132 Transfer In Fund 132
30,992
0
0
8188 Transfer In -Fund 188
218,390
218,390
218,390
8274 Transfer In -State Grants Fund
0
0
1,150
8275 Trsf In-Fd 275
2,220,675
0
0
8705 Transfer In -Municipal Utility
1,322,320
1,414,010
1,474,290
8800 Transfer In -AD 82-1 R Redmption
2
0
0
8801 Transfer In-82-1R Reserve
45
0
0
8807 Transfer In -AD 84-2 Redemption
1
0
0
8808 Transfer In -AD 84-2 Spec Rsry
45
0
0
8842 Transfer In-CFD 93-3
4,040
0
0
TOTAL TRANSFER IN
$
3,913,058
$
1,722,910
$
1,816,130
TOTAL 001 - GENERAL FUND
$
95,406,844
$
95.160,410
$
107,532,940
281- FIRE FUND
TAXES
4101 Property Taxes-CY Sec/Unsec
$
19,895,019
$
20,437,340
$
21,799,370
4103 Property Taxes-PY Sec & Unsec
350,044
300,880
383,560
4104 Property Taxes-Penalties/Int.
125,972
89,630
110,430
4105 Property Taxes -Supplemental
546,073
500,950
598,350
4106 Property Taxes -Unitary
764,790
758,030
755,790
4110 Homeowners Exemption
158,948
158,950
154,570
4112 Property Tax- Post RDA
14,631,088
13,129,690
14,622,140
TOTAL TAXES
$
33,471,934
$
35,375,470
$
38,424,210
LICENSES & PERMITS
4211 Fire Permits
$
4,970
$
16,500
$
16,500
TOTAL LICENSES & PERMITS
$
4,970
$
16,500
$
16,500
FINES & FORFEITURES
4309 False Alarm Fees
$
2,725
$
20,000
$
20,000
4313 Other Fines & Forfeitures
20,620
8,000
8,000
4316 Weed Abatement
69,745
120,000
120,000
TOTAL FINES & FORFEITURES
$
93,090
$
148,000
$
148,000
USE OF MONEY & PROPERTY
4401 Interest Earnings
$
213,805
$
126,690
$
170,490
4402 Unrealized Gain
(173,525)
0
0
4403 Restricted - Interest Earnings
2,035,455
0
0
4419 Other Rental/Lease Income
123,108
108,340
113,070
4440 Sale of Fixed Assets
5,473
0
0
PAGE 159
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - Operating Budget
TOTAL USE OF MONEY & PROPERTY
CHARGES FOR SERVICES
4501 Plan Check Fees
4548 D.U.I. Recovery
4549 Hazmat Recovery
4553 Fire Maintenance Fees
TOTAL CHARGES FOR SERVICES
INTERGOVERNMENTAL
4760 Grant Income -State
TOTAL INTERGOVERNMENTAL
OTHER
4901 Other Revenue
4911 Reimbursement from Other Funds
4914 Non -Abated Reimbursements
4916 Reimbursement from OPEB Trust
4941 Other Revenue - ActiveNet
TOTAL OTHER
TRANSFER IN
8275 Trsf In-Fd 275
TOTAL TRANSFER IN
TOTAL 281 - FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
TOTAL TAXES
USE OF MONEY & PROPERTY
4401 Interest Earnings
4402 Unrealized Gain
TOTAL USE OF MONEY & PROPERTY
TRANSFER IN
8281 Transfer In -Fire Fund
TOTAL TRANSFER IN
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 2,204,316 $ 235,030 $ 283,560
$ 0 $ 100 $ 100
0 100 100
n inn inn
$ 2,088
$
1,800
$
1,800
$ 25,000
$
0
$
0
$ 25,000
$
0
$
0
$ 65,027
$
8,800
$
8,800
0
50,000
60,000
1,127,869
824,000
872,800
1,265,174
1,384,790
1,509,670
2,243
6,040
6,040
$ 2,460,313
$
2,273,630
$
2,457,310
$ 214,903
$
0
$
0
$ 214,903
$
0
$
0
$ 38,476,614
$
38,050,430
$
41,331,380
$ 6,137,634
$
6,282,130
$
6,313,910
27,785
29,970
44,290
5,896
7,710
13,160
$ 6,171,315
$
6,319,810
$
6,371,360
$ 33,073
$
20,850
$
20,950
(20,740)
0
0
$ 12,333
$
20,850
$
20,950
$ 0
$
0
$
1,240,940
$ 0
$
0
$
1,240,940
$ 6,183,648
$
6,340,660
$
7,633,250
$ 410,054
$
411,460
$
413,070
8,091
5,680
7,240
PAGE 160
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - Operating Budget
4104 Property Taxes-Penalties/Int.
TOTAL TAXES
USE OF MONEY & PROPERTY
4402 Unrealized Gain
TOTAL USE OF MONEY & PROPERTY
CHARGES FOR SERVICES
4552 CFD Annexation Fees
TOTAL CHARGES FOR SERVICES
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 Sec/Unsec
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4105 Property Taxes -Supplemental
4113 Property Tax- Post RDA Res Blc
TOTAL TAXES
USE OF MONEY & PROPERTY
4401 Interest Earnings
4402 Unrealized Gain
4419 Other Rental/Lease Income
TOTAL USE OF MONEY & PROPERTY
CHARGES FOR SERVICES
4512 Library Card & Merchndse Sales
4565 Passport Processing Fees
4567 Passport Photo Fees
4570 Sale of Printed Material
4591 Recreation Fees - ActiveNet
4690 Contract Classes -Library
4691 Program Revenue -Library
TOTAL CHARGES FOR SERVICES
INTERGOVERNMENTAL
4740 Grant Income -Other
TOTAL INTERGOVERNMENTAL
OTHER
4901 Other Revenue
4907 Private Contributions Library
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
3,523
1,710
1,710
$ 421,668
$
418,850
$
422,020
$ (39)
$
0
$
0
$ (39)
$
0
$
0
$ 560
$
0
$
0
$ 560
$
0
$
0
$ 1,954,205
$
2,175,200
$
2,322,900
$ 1,954,205
$
2,175,200
$
2,322,900
$ 2,376,394
$
2,594,050
$
2,744,920
$ 4,803,132
$
4,806,370
$
5,426,350
0
104,840
0
50,818
42,420
55,680
79,609
73,570
87,230
280,680
140,340
140,340
$ 5,214,239
$
5,167,540
$
5,709,600
$ 89,401
$
76,360
$
72,650
(102,482)
0
0
0
5,000
0
$ (13,081)
$
81,360
$
72,650
$ 430
$
2,500
$
3,500
4,951
60,000
80,000
0
5,000
12,000
2,587
10,000
12,000
13
150
0
4,690
3,380
0
0
0
20,400
$ 12,671
$
81,030
$
127,900
$ 26,006
$
18,000
$
23,000
$ 26,006
$
18,000
$
23,000
$ 59,122
$
50,000
$
50,000
25,000
50,000
100,000
PAGE 161
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail — Operating Budget
4909 RC Library Foundation Support
4914 Non -Abated Reimbursements
4941 Other Revenue - ActiveNet
4946 Processing Fee - ActiveNet
TOTAL OTHER
TRANSFER IN
8275 Trsf In-Fd 275
8302 Transfer In -Fund 302
TOTAL TRANSFER IN
TOTAL 290 - LIBRARY FUND
TOTAL OPERATING BUDGET
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
206,125 523,000 875,000
5,082 7,500 10,000
0 80 0
$ 295,723 $ 634,030 $ 1,040,150
$ 169,385 $ 0 $ 0
37,040 0 0
$ 206,425 $ 0 $ 0
$ 5,741,983 $ 5,981,960 $ 6,973,300
$ 148,185,483 $ 148,127,510 $ 166,2159790
PAGE 162
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Summary by Category — All Funds
Development Fees Other
Intergovernmental
25.63%
Charges for Sery
7.80%
Use of Money &
Property
1.86%
Fini
Licenses & Permits
1.64%
Taxes $ 167,622,130
Licenses & Permits 5,102,320
Fines & Forfeitures 1,486,090
Use of Money & Property 5,807,940
Charges for Services 24,299,800
Intergovernmental 79,841,920
Development Fees 5,955,670
Other 8,769,750
Transfer In 12,690,250
Total All Funds Budget $ 311,575,870
PAGE 163
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Summary by Category — All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
TAXES
$
99,223,634
$
97,572,520
$
109,776,750
LICENSES & PERMITS
5,722,951
4,658,240
5,085,820
FINES & FORFEITURES
1,227,697
1,039,850
1,338,090
USE OF MONEY & PROPERTY
1,203,284
5,432,220
5,247,280
CHARGES FOR SERVICES
18,540,779
23,131,460
24,297,940
INTERGOVERNMENTAL
26,006,374
45,539,520
79,841,920
DEVELOPMENT FEES
12,460,768
9,449,930
5,955,670
OTHER
6,985,270
5,709,580
6,312,440
TRANSFER IN
16,497,973
8,560,090
9,126,410
TOTAL CITY OF RANCHO CUCAMONGA
$
187,868,730
$
201,093,410
$
246,982,320
R.C. FIRE PROTECTION DISTRICT
TAXES
$
52,829,035
$
51,964,260
$
57,845,380
LICENSES & PERMITS
4,970
16,500
16,500
FINES & FORFEITURES
93,090
148,000
148,000
USE OF MONEY & PROPERTY
2,245,548
434,690
560,660
CHARGES FOR SERVICES
2,738
1,860
1,860
INTERGOVERNMENTAL
25,000
0
0
OTHER
2,469,442
2,273,630
2,457,310
TRANSFER IN
2,333,916
2,175,200
3,563,840
TOTAL R.C. FIRE PROTECTION DISTRICT
$
60.003.739
$
57.014.140
$
64.593.550
TOTAL ALL FUNDS BUDGET
$ 247,872,469 $ 258,107,550 $ 311,575,870
PAGE 164
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
CITY OF RANCHO CUCAMONGA
001 - GENERAL FUND
4101 Property Taxes-CY Sec/Unsec
$ 5,261,855 $
5,345,030 $
5,765,510
4103 Property Taxes-PY Sec & Unsec
92,574
77,280
101,440
4104 Property Taxes-Penalties/Int.
57,838
50,080
63,380
4105 Property Taxes -Supplemental
145,022
129,830
158,900
4106 Property Taxes -Unitary
938,972
923,350
929,760
4107 Property Transfer Tax
1,317,735
1,154,480
1,317,740
4111 Property Tax In -Lieu of VLF
21,176,841
21,903,200
23,742,850
4113 Property Tax- Post RDA Res Blc
2,807,496
2,590,090
3,183,920
4120 Sales and Use Tax
33,920,186
31,231,780
37,080,980
4121 Prop 172-Half Cent Sales Tax
645,700
735,370
893,870
4125 Transient Occupancy Tax
2,726,555
3,420,000
5,149,180
4126 Admissions Tax
0
1,360
3,640
4130 Franchise Fee -Gas & Electric
2,533,238
2,600,620
2,730,650
4131 Franchise Fee-Resid. Refuse
1,327,327
1,279,860
1,394,380
4132 Franchise Fee -Comm. Refuse
2,109,032
2,070,460
2,322,190
4133 Franchise Fee -Cable
1,541,595
1,621,820
1,624,060
4201 Business Licenses
2,884,537
2,670,440
2,949,080
4207 Building Permits
2,440,905
1,590,000
1,669,500
4208 Bldg Pmt-Strong Motion Fees
1,935
0
0
4209 Mobile Home Permit
4,448
4,410
3,830
4210 Bldg Permits-SB 1473(90% to CA)
735
840
840
4215 Animal Licenses
253,778
270,000
255,000
4216 Parking Permits
1,760
1,630
1,920
4220 Other Licenses & Permits
448
330
1,150
4231 Business Licenses-P/Y
7,658
4,040
8,310
4232 Business Licenses -Penalties
37,723
24,230
103,960
4240 Short -Term Rental Permit
1,750
0
0
4301 Vehicle Code Fines
102,597
92,350
95,160
4302 Parking Citations
701,392
450,010
674,270
4306 Vehicle Release Fees
142,000
136,670
140,830
4307 Citation Proof of Corr Fees
3,737
4,310
3,260
4308 General Ordinance Fines
176,801
177,600
180,530
4309 False Alarm Fees
61,724
64,110
66,060
4313 Other Fines & Forfeitures
5,038
79,700
144,170
4401 Interest Earnings
281,731
205,330
175,180
4402 Unrealized Gain
(410,477)
0
0
4403 Restricted - Interest Earnings
705,685
0
0
4419 Other Rental/Lease Income
28,957
29,640
30,930
4431 Special Event Rental-ActiveNet
(400)
13,000
13,000
4439 Other Rental/Lease Inc.-ANet
83,062
1,280,030
1,280,030
4440 Sale of Fixed Assets
23,317
25,990
79,500
4501 Plan Check Fees
987,020
1,287,500
1,351,870
4508 Planning Fees
800,374
825,000
841,500
4509 Planning- Special Services Fee
178,687
500,000
220,000
4510 Engineering Fees
1,635,421
1,280,000
1,280,000
4511 Engineering - Special Services
21,120
0
0
4523 Web Sales Fees
7,540
87,080
87,080
PAGE 165
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
4554 Park Maintenance Fees
36
0
0
4560 Fingerprint Fees
477
1,440
550
4564 Returned Item Charge
927
1,060
310
4570 Sale of Printed Material
9,492
8,960
8,550
4581 Ticket Sales
2,107
862,040
862,040
4588 Theatre Rental Ticket Sales
480
0
0
4591 Recreation Fees - ActiveNet
117,683
1,884,470
1,884,470
4592 Sale of Tax Items - ActiveNet
52
25,350
25,350
4596 Advertising Revenue -ActiveNet
0
3,750
3,750
4630 Animal Adoption Fees
68,878
130,000
130,000
4631 Animal Spay/Neuter Fees
6,767
16,000
6,000
4633 Animal Boarding Fees
6,408
7,000
7,000
4634 Animal Impound Fees
14,442
18,000
14,000
4635 Animal Vaccination Fees
108
0
0
4636 Owner Surrender Fees
8,070
15,000
10,000
4638 Microchipping Fee
5,130
7,500
6,000
4640 Vaccination Services
7,170
6,500
14,000
4680 Towing Services Agreement Fees
343,800
399,000
389,760
4701 Motor Vehicle In -Lieu Fees
128,734
145,530
208,470
4710 Homeowners Property Tax Relief
68,215
69,050
68,470
4745 Other Intergov'tl Reimbursemnt
7,697
0
0
4901 Other Revenue
903,308
1,030,300
1,185,100
4903 Animal Center Contributions
15,598
65,000
25,000
4905 Contributions/Fundraising
2,100
26,000
116,000
4911 Reimbursement from Other Funds
666,896
996,410
1,108,210
4913 State Mandate Reimbursement
76,324
59,870
112,090
4914 Non -Abated Reimbursements
402,357
360,590
352,450
4917 RDASA Admin Allowance
327,990
250,000
250,000
4918 Housing SA Admin Allowance
200,000
200,000
200,000
4923 Misc. Other Financing Sources
289,124
0
0
4941 Other Revenue - ActiveNet
4,709
226,940
226,940
4945 Contrib/Fundraising -ActiveNet
23,943
258,890
258,890
4946 Processing Fee - ActiveNet
11,795
124,000
124,000
8006 Transfer In -Fund 006
90,510
90,510
122,300
8008 Transfer In -Fund 008
26,038
0
0
8132 Transfer In Fund 132
30,992
0
0
8188 Transfer In -Fund 188
218,390
218,390
218,390
8274 Transfer In -State Grants Fund
0
0
1,150
8275 Trsf In-Fd 275
2,220,675
0
0
8705 Transfer In -Municipal Utility
1,322,320
1,414,010
1,474,290
8800 Transfer In -AD 82-1R Redmption
2
0
0
8801 Transfer In-82-1R Reserve
45
0
0
8807 Transfer In -AD 84-2 Redemption
I
0
0
8808 Transfer In -AD 84-2 Spec Rsry
45
0
0
8842 Transfer In-CFD 93-3
4,040
0
0
TOTAL 001 - GENERAL FUND
$ 95,406,844 $
95,160,410
$ 107,532,940
003 - REIMB ST/COUNTY PARKING CIT
4303 Parking Cit Surcharge -State $ 7,244 $ 7,390 $ 7,120
PAGE 166
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
4304 Parking Cit Surchrge-County
5,433
5,550
5,350
4305 Parking Cit Surcharge-Cnty Crt
21,732
22,160
21,340
4402 Unrealized Gain
(125)
0
0
4901 Other Revenue
70,939
74,550
62,120
TOTAL 003 - REIMB ST/COUNTY PARKING CIT
$
105,223
$
109,650
$
95,930
006 - CVWD REIMBURSEMENTS
4402 Unrealized Gain
$
(9,717)
$
0
$
0
4745 Other Intergov'tl Reimbursemnt
491,353
633,470
510,900
TOTAL 006 - CVWD REIMBURSEMENTS
$
481,636
$
633,470
$
510,900
008 - CNTY OF S. B. REIMBURSEMENTS
4402 Unrealized Gain
$
(209)
$
0
$
0
4745 Other Intergov'tl Reimbursemnt
(7,697)
0
0
TOTAL 008 - CNTY OF S. B. REIMBURSEMENTS
$
(7,906)
$
0
$
0
016 - COMM DEV TECHNICAL SRVCS FUND
4401 Interest Earnings
$
56,576
$
54,720
$
42,090
4402 Unrealized Gain
(58,249)
0
0
4518 General Plan Update Fee
339,869
333,110
357,610
4911 Reimbursement from Other Funds
116,240
0
0
8275 Trsf In-Fd 275
18,424
0
0
TOTAL 016 - COMM DEV TECHNICAL SRVCS FUND
$
472,860
$
387,830
$
399,700
017 - LAW ENFORCEMENT RESERVE
4401 Interest Earnings
$
54,119
$
68,850
$
56,830
4402 Unrealized Gain
(91,318)
0
0
8001 Transfer In -General Fund
2,511,240
0
0
8275 Trsf In-Fd 275
205,343
0
0
8815 Transfer In -AD 88-2 Police
13,401
0
0
TOTAL 017 - LAW ENFORCEMENT RESERVE
$
2,692,785
$
68,850
$
56,830
018 - TRAFFIC SAFETY
4402 Unrealized Gain
(384)
0
0
4911 Reimbursement from Other Funds
53,730
238,300
409,650
4914 Non -Abated Reimbursements
32,987
101,050
0
TOTAL 018 - TRAFFIC SAFETY
$
86,333
$
339,350
$
409,650
020 - CITY TECHNOLOGY FEE FUND
4401 Interest Earnings
$
24,101
$
21,190
$
21,830
4402 Unrealized Gain
(24,051)
0
0
4517 Technology Fee -Permit
367,912
313,920
313,920
TOTAL 020 - CITY TECHNOLOGY FEE FUND
$
367,962
$
335,110
$
335,750
022 - MOBILE HOME PARK PROGRAM
4218 Mobile Home Lot Fees -City
$
14,916
$
14,910
$
13,280
4219 Mobile Home Lot Fees -State
16,710
16,710
18,350
4401 Interest Earnings
2,332
2,200
1,970
4402 Unrealized Gain
(2,486)
0
0
PAGE 167
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
4901 Other Revenue
TOTAL 022 - MOBILE HOME PARK PROGRAM
023 - SB1186 CERT ACCESS SPEC PROG
4401 Interest Earnings
4402 Unrealized Gain
4650 SB1186 Cert Access Spec Prog
TOTAL 023 - SB1186 CERT ACCESS SPEC PROG
025 - CAPITAL RESERVE
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
4911 Reimbursement from Other Funds
8001 Transfer In -General Fund
8275 Trsf In-Fd 275
8854 Transfer In From 854
TOTAL 025 - CAPITAL RESERVE
073 - BENEFITS CONTINGENCY
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 073 - BENEFITS CONTINGENCY
100 - ASSESSMENT DISTRICTS ADMIN
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
TOTAL 100 - ASSESSMENT DISTRICTS ADMIN
101 - AD 93-1 MASI COMMERCE CENTER
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 101 - AD 93-1 MASI COMMERCE CENTER
105 - AB2766 AIR QUALITY IMPROVEMENT
4401 Interest Earnings
4402 Unrealized Gain
4740 Grant Income -Other
TOTAL 105 - AB2766 AIR QUALITY IMPROVEMENT
106 - MSRC AIR POLLUTION REDUCT GRNT
4740 Grant Income -Other
TOTAL 106 - MSRC AIR POLLUTION REDUCT GRNT
109 - PUBLIC ART TRUST FUND
4401 Interest Earnings
4402 Unrealized Gain
4809 In Lieu Fees
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
1,120
1,120
1,120
$ 32,592 $
34,940 $
34,720
$ 2,004 $
1,730 $
1,890
(1,949)
0
0
43,021
40,390
47,710
$ 842,259
$
784,100
$
674,370
(644,311)
0
0
99,470
0
0
53,800
10,000
30,000
725,000
1,220,460
1,369,340
249,704
0
0
321,352
0
0
$ 1,647,274
$
2,014,560
$
2,073,710
$ 40,989
$
39,130
$
35,660
(32,705)
0
0
$ 8,284
$
39,130
$
35,660
$ 6,385
$
8,220
$
6,180
(9,319)
0
0
1,009,520
960,180
698,370
$ 1,006,586
$
968,400
$
704,550
$ 153
$
180
$
0
(125)
0
0
$ 28
$
180
$
0
$ 6,402
$
7,570
$
5,200
(8,711)
0
0
534,769
232,440
231,560
$ 532,460
$
240,010
$
236,760
$ 30,000
$
0
$
0
$ 30,000
$
0
$
0
$ 6,816
$
4,680
$
6,050
(3,807)
0
0
443,950
100,000
100,000
PAGE 168
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
TOTAL 109 - PUBLIC ART TRUST FUND
$
446,959
$
104,680
$
106,050
110 - BEAUTIFICATION
4401 Interest Earnings
$
7,024
$
7,060
$
5,910
4402 Unrealized Gain
(8,000)
0
0
TOTAL 110 - BEAUTIFICATION
$
(976)
$
7,060
$
5,910
111 - PARK LAND ACQUISITION
4401 Interest Earnings
$
65,279
$
54,420
$
62,320
4402 Unrealized Gain
(59,296)
0
0
4818 Park Land Acq Impact Fee
1,429,190
1,000,000
1,000,000
TOTAL 11 l - PARK LAND ACQUISITION
$
1,435,173
$
1,054,420
$
1,062,320
112 - DRAINAGE FAC/GENERAL
4401 Interest Earnings
$
27,075
$
33,050
$
10,200
4402 Unrealized Gain
(42,190)
0
0
4806 Storm Drain Fees
441,124
500,000
100,000
TOTAL 112 - DRAINAGE FAC/GENERAL
$
426,009
$
533,050
$
110,200
113 - COMMUNITY/REC CENTER DEVELPMNT
4401 Interest Earnings
$
22,751
$
19,430
$
23,860
4402 Unrealized Gain
(21,473)
0
0
4822 Community/Rec Ctr Impact Fee
533,387
520,000
520,000
TOTAL 113 - COMMUNITY/REC CENTER DEVELPMNT
$
534,665
$
539,430
$
543,860
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
4401 Interest Earnings
$
3,259
$
3,090
$
2,950
4402 Unrealized Gain
(3,508)
0
0
4807 Secondary Regional Fee
9,048
0
0
TOTAL 114 - DRAINAGE-ETIWANDA/SAN SEVAINE
$
8,799
$
3,090
$
2,950
115 - HENDERSON/WARDMAN DRAINAGE
4402 Unrealized Gain
$
(12,794)
$
0
$
0
TOTAL 115 - HENDERSON/WARDMAN DRAINAGE
$
(12,794)
$
0
$
0
116 - ETIWANDA DRAINAGE
4401 Interest Earnings
$
24,841
$
23,880
$
19,340
4402 Unrealized Gain
(26,973)
0
0
4807 Secondary Regional Fee
10,788
0
0
TOTAL 116 - ETIWANDA DRAINAGE
$
8,656
$
23,880
$
19,340
118 - UPPER ETIWANDA DRAINAGE
4401 Interest Earnings
$
7,306
$
7,030
$
6,020
4402 Unrealized Gain
(7,863)
0
0
TOTAL 118 - UPPER ETIWANDA DRAINAGE
$
(557)
$
7,030
$
6,020
119 - PARK IMPROVEMENT
4401 Interest Earnings
$
33,937
$
28,700
$
25,260
4402 Unrealized Gain
(32,013)
0
0
PAGE 169
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
4819 Park Improvement Impact Fee
860,217
800,000
300,000
TOTAL 119 - PARK IMPROVEMENT
$
862,141
$
828,700
$
325,260
120 - PARK DEVELOPMENT
4401 Interest Earnings
$
98,645
$
92,700
$
75,020
4402 Unrealized Gain
(105,109)
0
0
8275 Trsf In-Fd 275
82,440
0
0
TOTAL 120 - PARK DEVELOPMENT
$
75,976
$
92,700
$
75,020
122 - SOUTH ETIWANDA DRAINAGE
4401 Interest Earnings
$
13,394
$
12,840
$
11,010
4402 Unrealized Gain
(14,402)
0
0
TOTAL 122 - SOUTH ETIWANDA DRAINAGE
$
(1,008)
$
12,840
$
11,010
123 - LIBRARY IMPACT FEE
4401 Interest Earnings
$
12,054
$
10,630
$
11,990
4402 Unrealized Gain
(11,887)
0
0
4814 Library Impact Fee
206,369
215,540
215,540
TOTAL 123 - LIBRARY IMPACT FEE
$
206,536
$
226,170
$
227,530
124 - TRANSPORTATION
4401 Interest Earnings
$
514,940
$
453,220
$
442,020
4402 Unrealized Gain
(502,428)
0
0
4745 Other Intergov'tl Reimbursemnt
38,727
0
0
4820 Regional Transportation Fee
3,303,688
2,500,000
1,400,000
4821 Local Transportation Fee
4,870,725
3,300,000
1,850,000
4901 Other Revenue
255,836
0
0
8198 Transfer In -Fund 198
17,000
0
0
TOTAL 124 - TRANSPORTATION
$
8,498,488
$
6,253,220
$
3,692,020
125 - ANIMAL CENTER EMPACT FEE
4401 Interest Earnings
$
2,358
$
2,100
$
2,290
4402 Unrealized Gain
(2,296)
0
0
4815 Animal Center Impact Fee
44,177
45,130
45,130
TOTAL 125 - ANIMAL CENTER IMPACT FEE
$
44,239
$
47,230
$
47,420
126 - LOWER ETIWANDA DRAINAGE
4401 Interest Earnings
$
8,698
$
8,150
$
7,770
4402 Unrealized Gain
(9,145)
0
0
TOTAL 126 - LOWER ETIWANDA DRAINAGE
$
(447)
$
8,150
$
7,770
127 - POLICE IMPACT FEE
4401 Interest Earnings
$
8,973
$
7,980
$
7,650
4402 Unrealized Gain
(8,835)
0
0
4816 Police Impact Fee
135,096
157,260
125,000
TOTAL 127 - POLICE IMPACT FEE
$
135,234
$
165,240
$
132,650
128 - ETIWANDA NO. EQUESTRIAN FACIL.
4401 Interest Earnings
$
8,681
$
8,320
$
7,140
PAGE 170
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
(9,352)
0
0
TOTAL 128 - ETIWANDA NO. EQUESTRIAN FACH..
$
(671)
S
8,320
$
7,140
129 - UNDERGROUND UTILITIES
4401 Interest Earnings
$
142,354
S
131,020
$
124,350
4402 Unrealized Gain
(148,824)
0
0
4813 Underground Utilities Fee
146,397
90,000
0
4901 Other Revenue
251,674
0
0
TOTAL 129 - UNDERGROUND UTILITIES
$
391,601
$
221,020
$
124,350
130 - LMD #1 GENERAL CITY
4101 Property Taxes-CY Sec/Unsec
$
1,238,873
S
1,238,160
$
1,256,110
4103 Property Taxes-PY Sec & Unsec
9,417
9,410
9,410
4104 Property Taxes-Penalties/Int.
2,819
2,810
2,810
4401 Interest Earnings
16,566
15,180
12,290
4402 Unrealized Gain
(19,676)
0
0
4419 Other Rental/Lease Income
29,975
28,270
28,270
4554 Park Maintenance Fees
2,093
3,050
3,050
4555 Sports Field User Grp Rentals
0
110
110
4556 Sports Lighting Fees
8,233
9,730
9,730
4901 Other Revenue
10,000
100
100
8001 Transfer In -General Fund
33,917
36,610
64,290
8275 TrsfIn-Fd 275
28
0
0
8876 Transfer In - CID Empire Lakes
2,710
26,440
37,720
TOTAL 130 - LMD #1 GENERAL CITY
$
1,334,955
S
1,369,870
$
1,423,890
131 - LMD #2 VICTORIA
4101 Property Taxes-CY Sec/Unsec
$
3,705,794
$
3,697,410
$
3,846,420
4103 Property Taxes-PY Sec & Unsec
27,102
21,810
21,810
4104 Property Taxes-Penalties/Int.
5,726
5,600
5,600
4401 Interest Earnings
56,952
47,960
29,800
4402 Unrealized Gain
(63,751)
0
0
4554 Park Maintenance Fees
191
960
960
8001 Transfer In -General Fund
288,082
303,270
318,570
8275 Trsf In-Fd 275
8,744
0
0
TOTAL 131 - LMD #2 VICTORIA
$
4,028,840
S
4,077,010
$
4,223,160
132 - LMD #3A HYSSOP
4103 Property Taxes-PY Sec & Unsec
207
0
0
4104 Property Taxes-Penalties/Int.
39
0
0
4402 Unrealized Gain
(261)
0
0
TOTAL 132 - LMD #3A HYSSOP
$
(15)
$
0
$
0
133 - LMD #313 MEDIANS
4101 Property Taxes-CY Sec/Unsec
$
808,739
$
815,820
$
825,220
4103 Property Taxes-PY Sec & Unsec
7,172
8,230
8,230
4104 Property Taxes-Penalties/Int.
1,186
1,380
1,380
4216 Parking Permits
55,348
60,000
60,000
4401 Interest Earnings
28,696
26,700
22,530
PAGE 171
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
(32,180)
0
0
4901 Other Revenue
0
100
100
8275 Trsf In-Fd 275
520
0
0
TOTAL 133 - LMD #3B MEDIANS
$
869,481
$
912,230
$
917,460
134 - LMD #4R TERRA VISTA
4101 Property Taxes-CY Sec/Unsec
$
2,788,823
$
2,772,040
$
2,800,040
4103 Property Taxes-PY Sec & Unsec
7,557
8,600
8,600
4104 Property Taxes-Penalties/Int.
1,570
2,150
2,150
4401 Interest Earnings
89,962
79,250
66,650
4402 Unrealized Gain
(97,797)
0
0
4554 Park Maintenance Fees
61
490
490
4555 Sports Field User Grp Rentals
0
110
110
8275 Trsf In-Fd 275
5,132
0
0
TOTAL 134 - LMD #4R TERRA VISTA
$
2,795,308
$
2,862,640
$
2,878,040
135 - LMD #5 ANDOVER
4101 Property Taxes-CY Sec/Unsec
$
2,493
$
2,500
$
2,500
4401 Interest Earnings
308
340
250
4402 Unrealized Gain
(358)
0
0
TOTAL 135 - LMD #5 ANDOVER
$
2,443
$
2,840
$
2,750
136 - LMD #6R CARYN COMMUNITY
4101 Property Taxes-CY Sec/Unsec
$
535,545
$
548,870
$
554,410
4103 Property Taxes-PY Sec & Unsec
2,927
3,970
3,970
4104 Property Taxes-Penalties/Int.
542
1,340
1,340
4401 Interest Earnings
9,725
8,690
6,670
4402 Unrealized Gain
(10,640)
0
0
8001 Transfer In -General Fund
40,532
40,090
40,120
TOTAL 136 - LMD #6R CARYN COMMUNITY
$
578,631
$
602,960
$
606,510
137 - LMD #7 NORTH ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
938,030
$
939,910
$
950,630
4103 Property Taxes-PY Sec & Unsec
9,876
9,190
9,190
4104 Property Taxes-Penalties/Int.
2,576
2,350
2,350
4401 Interest Earnings
16,023
14,600
9,790
4402 Unrealized Gain
(18,980)
0
0
4419 Other Rental/Lease Income
59,124
42,860
42,860
4554 Park Maintenance Fees
520
1,250
1,250
4556 Sports Lighting Fees
270
3,180
3,180
8275 Trsf In-Fd 275
376
0
0
TOTAL 137 - LMD #7 NORTH ETIWANDA
$
1,007,815
$
1,013,340
$
1,019,250
138 - LMD #8 SOUTH ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
33,958
$
33,920
$
34,270
4103 Property Taxes-PY Sec & Unsec
152
250
250
4104 Property Taxes-Penalties/Int.
17
120
120
4401 Interest Earnings
891
810
570
4402 Unrealized Gain
(987)
0
0
PAGE 172
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
TOTAL 138 - LMD #8 SOUTH ETIWANDA
$
34,031
$
35,100
$
35,210
139 - LMD #9 LOWER ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
943,054
$
671,200
$
677,980
4103 Property Taxes-PY Sec & Unsec
4,370
1,080
1,080
4104 Property Taxes-Penalties/Int.
1,138
300
300
4401 Interest Earnings
18,572
16,060
15,570
4402 Unrealized Gain
(20,269)
0
0
4554 Park Maintenance Fees
(85)
2,950
2,950
4555 Sports Field User Grp Rentals
0
110
110
8275 Trsf In-Fd 275
1,284
0
0
TOTAL 139 - LMD #9 LOWER ETIWANDA
$
948,064
$
691,700
$
697,990
140 - LMD #10 RANCHO ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
594,077
$
608,110
$
614,250
4103 Property Taxes-PY Sec & Unsec
6,830
3,840
3,840
4104 Property Taxes-Penalties/Int.
2,779
1,710
1,710
4401 interest Earnings
16,965
15,280
12,820
4402 Unrealized Gain
(19,148)
0
0
4419 Other Rental/Lease Income
31,294
27,220
27,220
4554 Park Maintenance Fees
333
180
180
4555 Sports Field User Grp Rentals
0
40
40
4556 Sports Lighting Fees
5,008
3,970
3,970
4901 Other Revenue
0
100
100
8275 Trsf In-Fd 275
963
0
0
TOTAL 140 - LMD #10 RANCHO ETIWANDA
$
639,101
$
660,450
$
664,130
141 - LMD l CAPITAL REPLACEMENT FUND
4401 Interest Earnings
$
5,042
$
4,380
$
4,330
4402 Unrealized Gain
(5,008)
0
0
8130 Transfer In -Fund 130
90,000
90,000
90,000
8876 Transfer In - CFD Empire Lakes
810
7,940
11,320
TOTAL 141 - LMD 1 CAPITAL REPLACEMENT FUND
$
90,844
$
102,320
$
105,650
150 - GENERAL CITY STREET LIGHTS
4402 Unrealized Gain
(157)
0
0
4923 Misc. Other Financing Sources
38,412
0
0
8151 Transfer In -Fund 151
63,791
113,200
113,200
8152 Transfer In -Fund 152
62,476
110,860
110,860
8153 Transfer In -Fund 153
24,774
43,960
43,960
8154 Transfer In -Fund 154
11,498
20,410
20,410
8155 Transfer In -Fund 155
5,465
9,690
9,690
8156 Transfer In -Fund 156
8,554
15,170
15,170
8157 Transfer In -Fund 157
17,312
30,720
30,720
8158 Transfer In -Fund 158
6,100
10,820
10,820
TOTAL 150 - GENERAL CITY STREET LIGHTS
$
238,225
$
354,830
$
354,830
151 - SLD #1 ARTERIAL
4101 Property Taxes-CY Sec/Unsec
$
817,217
$
822,180
$
832,650
PAGE 173
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
8876 Transfer In - CFD Empire Lakes
TOTAL 151 - SLD #1 ARTERIAL
152 - SLD #2 RESIDENTIAL
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4402 Unrealized Gain
8001 Transfer In -General Fund
8876 Transfer In - CFD Empire Lakes
TOTAL 152 - SLD #2 RESIDENTIAL
153 - SLD #3 VICTORIA
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 153 - SLD #3 VICTORIA
154 - SLD #4 TERRA VISTA
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 154 - SLD #4 TERRA VISTA
155 - SLD #5 CARYN COMMUNITY
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
8001 Transfer In -General Fund
TOTAL 155 - SLD #5 CARYN COMMUNITY
156 - SLD #6 INDUSTRIAL AREA
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 156 - SLD #6 INDUSTRIAL AREA
157 - SLD #7 NORTH ETIWANDA
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
5,107
5,400
5,400
1,200
1,490
1,490
8,823
7,200
5,430
(9,767)
0
0
3,168
0
0
680
7,940
11,320
$ 826,428 $
844,210 $
856,290
$ 373,250
$
373,680
$
381,850
2,416
3,060
3,060
671
940
940
(14,367)
0
0
251,284
63,610
85,110
1,900
18,510
26,400
$ 615,154
$
459,800
$
497,360
$ 378,810
$
377,600
$
381,410
2,317
2,160
2,160
517
570
570
20,181
18,440
6,240
(21,401)
0
0
$ 380,424
$
398,770
$
390,380
$ 165,609
$
164,740
$
166,400
534
580
580
111
150
150
6,736
6,350
1,350
(7,509)
0
0
$ 165,481
$
171,820
$
168,480
$ 43,696
$
43,710
$
44,150
576
360
360
204
130
130
35,942
28,920
25,160
$ 80,418
$
73,120
$
69,800
$ 133,113
$
134,580
$
136,150
1,388
1,380
1,380
231
230
230
5,952
5,500
870
(6,491)
0
0
$ 134,193
$
141,690
$
138,630
PAGE 174
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
4101 Property Taxes-CY Sec/Unsec
$
128,756
$
128,820
$
130,250
4103 Property Taxes-PY Sec & Unsec
1,446
1,260
1,260
4104 Property Taxes-Penalties/Int.
432
350
350
4401 Interest Earnings
2,597
2,070
1,590
4402 Unrealized Gain
(2,576)
0
0
8001 Transfer In -General Fund
46,423
29,400
39,240
TOTAL 157 - SLD #7 NORTH ETIWANDA
$
177,078
$
161,900
$
172,690
158 - SLD #8 SOUTH ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
70,705
$
70,490
$
71,200
4103 Property Taxes-PY Sec & Unsec
587
470
470
4104 Property Taxes-Penalties/Int.
232
140
140
4401 Interest Earnings
25,473
24,320
18,560
4402 Unrealized Gain
(27,527)
0
0
TOTAL 158 - SLD #8 SOUTH ETIWANDA
$
69,470
$
95,420
$
90,370
174 - STATE GAS TAX
4401 Interest Earnings
$
140,302
$
122,970
$
115,150
4402 Unrealized Gain
(142,620)
0
0
4720 Gas Tax 2105-Prop 111
894,224
1,032,740
1,129,920
4721 State Gas Tax-2106
552,052
622,650
685,930
4722 State Gas Tax-2107
1,210,037
1,314,240
1,543,650
4723 State Gas Tax-2107.5
10,000
10,000
10,000
4725 Gas Tax R&T7360
1,171,035
1,584,910
1,724,860
4745 Other Intergov'tl Reimbursemnt
3,418
0
0
8275 Trsf In-Fd 275
1,050
0
0
TOTAL 174 - STATE GAS TAX
$
3,839,498
$
4,687,510
$
5,209,510
176 - MEASURE 11990-2010
4401 Interest Earnings
$
771
$
1,420
$
770
4402 Unrealized Gain
(2,523)
0
0
TOTAL 176 - MEASURE I 1990-2010
$
(1,752)
$
1,420
$
770
177 - MEASURE 12010-2040
4401 Interest Earnings
$
40,797
$
36,920
$
46,720
4402 Unrealized Gain
(47,439)
0
0
4715 Measure 1 Local St Allotment
3,884,722
3,570,290
3,710,670
4901 Other Revenue
111,865
0
0
TOTAL 177 - MEASURE 12010-2040
$
3,989,945
$
3,607,210
$
3,757,390
178 - SB 140
4402 Unrealized Gain
$
(441)
$
0
$
0
TOTAL 178 - SB 140
$
(441)
$
0
$
0
179 - ROAD MAINT & REHAB ACCT
4401 Interest Earnings
$
56,959
$
49,900
$
69,780
4402 Unrealized Gain
(60,749)
0
0
4726 Road Maint & Rehab Acct Rev
3,253,922
3,506,560
3,992,050
4901 Other Revenue
17,075
0
0
PAGE 175
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
TOTAL 179 - ROAD MAINT & REHAB ACCT
$
3,267,207
$
3,556,460
$
4,061,830
181-SB1-TCEP
4760 Grant Income -State
4,627,947
12,500,650
62,352,350
TOTAL 181- SB 1 - TCEP
$
4,627,947
$
12,500,650
$
62,352,350
182 - AB 2928 TRAFFIC CONGEST RELIEF
4402 Unrealized Gain
$
(3,689)
$
0
$
0
TOTAL 182 - AB 2928 TRAFFIC CONGEST RELIEF
$
(3,689)
$
0
$
0
188 - INTEGRATED WASTE MANAGEMENT
4134Integrated Waste Mgmt Fee
1,718,179
1,675,160
1,675,160
4220 Other Licenses & Permits
300
700
600
4401 Interest Earnings
47,613
42,660
40,550
4402 Unrealized Gain
(50,105)
0
0
4590 Administrative Fee-C&D Program
49,900
40,000
40,000
4901 Other Revenue
16,145
75,000
75,000
8274 Transfer In -State Grants Fund
0
0
5,000
TOTAL 188 - INTEGRATED WASTE MANAGEMENT
$
1,782,032
$
1,833,520
$
1,836,310
194 - PROPOSITION 1 B STATE FUNDING
4401 Interest Earnings
$
3,093
$
2,990
$
2,560
4402 Unrealized Gain
(3,337)
0
0
TOTAL 194 - PROPOSITION 1B STATE FUNDING
$
(244)
$
2,990
$
2,560
195 - STATE ASSET SEIZURE
4401 Interest Earnings
$
931
$
880
$
700
4402 Unrealized Gain
(898)
0
0
4901 Other Revenue
20,259
0
0
TOTAL 195 - STATE ASSET SEIZURE
$
20,292
$
880
$
700
196 - CA ASSET SEIZURE 15%
4401 Interest Earnings
$
26
$
30
$
50
4402 Unrealized Gain
(68)
0
0
4901 Other Revenue
3,575
0
0
8195 Transfer In -Fund 195
0
2,680
2,680
TOTAL 196 - CA ASSET SEIZURE 15%
$
3,533
$
2,710
$
2,730
198 - CITYWIDE INFRASTRUCTURE IMPRV
4401 Interest Earnings
$
325,948
$
298,890
$
268,110
4402 Unrealized Gain
(328,007)
0
0
4745 Other Intergov'tl Reimbursemnt
141,520
900,000
0
4823 Traffic Mitigation Fee
0
2,000
0
4901 Other Revenue
23,348
0
0
TOTAL 198 - CITYWIDE INFRASTRUCTURE IMPRV
$
162,809
$
1,200,890
$
268,110
204 - COMMUNITY DEVELOPMENT BLK GRNT
4402 Unrealized Gain
$
(601)
$
0
$
0
4741 Program Income
180,160
150,000
150,000
PAGE 176
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
4750 Grant Income -Federal
1,474,651
1,688,390
982,350
8001 Transfer In -General Fund
9,800
0
0
TOTAL 204 - COMMUNITY DEVELOPMENT BLK GRNT
$
1,664,010
$
1,838,390
$
1,132,350
209 - FEDERAL SAFETEA-LU
4401 Interest Earnings
$
3,286
$
2,140
$
4,810
4402 Unrealized Gain
(3,738)
0
0
4745 Other Intergov'tl Reimbursemnt
299,139
0
0
TOTAL 209 - FEDERAL SAFETEA-LU
$
298,687
$
2,140
$
4,810
211 - PROP 1B - SLPP
4401 Interest Earnings
$
36
$
30
$
230
4402 Unrealized Gain
(118)
0
0
4745 Other Intergov'tl Reimbursemnt
39,834
0
0
TOTAL 211 - PROP 1 B - SLPP
$
39,752
$
30
$
230
214 - PEDESTRIAN GRANT/ART 3
4740 Grant Income -Other
$
43,575
$
398,550
$
403,000
TOTAL 214 - PEDESTRIAN GRANT/ART 3
$
43,575
$
398,550
$
403,000
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
4402 Unrealized Gain
$
(52)
$
0
$
0
8001 Transfer In -General Fund
16,563
0
0
TOTAL 218 - PUBLIC RESRCE GRNTS/HEALTHY RC
$
16,511
$
0
$
0
225 - CA RECYC/LITTER REDUCTION GRNT
4402 Unrealized Gain
$
(825)
$
0
$
0
4740 Grant Income -Other
43,239
43,240
43,480
TOTAL 225 - CA RECYC/LITTER REDUCTION GRNT
$
42,414
$
43,240
$
43,480
227 - USED OIL RECYCLING PROGRAM
4401 Interest Earnings
$
457
$
440
$
160
4402 Unrealized Gain
(546)
0
0
4740 Grant Income -Other
19,133
19,100
23,330
TOTAL 227 - USED OIL RECYCLING PROGRAM
$
19,044
$
19,540
$
23,490
239 - FEDERAL GRANT FUNDS-DREIER
4402 Unrealized Gain
$
(166)
$
0
$
0
TOTAL 239 - FEDERAL GRANT FUNDS-DREIER
$
(166)
$
0
$
0
272 - FREEDOM COURTYARD RSRC GRANTS
4401 Interest Earnings
$
0
$
0
$
10
TOTAL 272 - FREEDOM COURTYARD RSRC GRANTS
$
0
$
0
$
10
274 - STATE GRANTS FUND
4760 Grant Income -State
223,240
2,686,760
102,360
TOTAL 274 - STATE GRANTS FUND
$
223,240
$
2,686,760
$
102,360
275 - FEDERAL GRANTS FUND
PAGE 177
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
4401 Interest Earnings
$
0
$
15,620
$
0
4750 Grant Income -Federal
5,730,616
13,417,770
1,000,000
TOTAL 275 - FEDERAL GRANTS FUND
$
5,730,616
$
13,433,390
$
1,000,000
290 - LIBRARY FUND
4101 Property Taxes-CY Sec/Unsec
$
4,803,132
$
4,806,370
$
5,426,350
4102 Property Taxes-CY Unsecured
0
104,840
0
4103 Property Taxes-PY Sec & Unsec
50,818
42,420
55,680
4105 Property Taxes -Supplemental
79,609
73,570
87,230
4113 Property Tax- Post RDA Res Bic
280,680
140,340
140,340
4401 Interest Earnings
89,401
76,360
72,650
4402 Unrealized Gain
(102,482)
0
0
4419 Other Rental/Lease Income
0
5,000
0
4512 Library Card & Merchndse Sales
430
2,500
3,500
4565 Passport Processing Fees
4,951
60,000
80,000
4567 Passport Photo Fees
0
5,000
12,000
4570 Sale of Printed Material
2,587
10,000
12,000
4591 Recreation Fees - ActiveNet
13
150
0
4690 Contract Classes -Library
4,690
3,380
0
4691 Program Revenue -Library
0
0
20,400
4740 Grant Income -Other
26,006
18,000
23,000
4901 Other Revenue
59,122
50,000
50,000
4907 Private Contributions Library
25,000
50,000
100,000
4909 RC Library Foundation Support
206,125
523,000
875,000
4914 Non -Abated Reimbursements
5,082
7,500
10,000
4941 Other Revenue - ActiveNet
0
80
0
4946 Processing Fee - ActiveNet
394
3,450
5,150
8275 Trsf In-Fd 275
169,385
0
0
8302 Transfer In -Fund 302
37,040
0
0
TOTAL 290 - LIBRARY FUND
$
5,741,983
$
5,981,960
$
6,973,300
291 - CA STATE LIBRARY
4402 Unrealized Gain
$
(1,437)
$
0
$
0
4740 Grant Income -Other
52,294
20,000
20,000
TOTAL 291 - CA STATE LIBRARY
$
50,857
$
20,000
$
20,000
292 - STAFF INNOVATION FD (CA ST LB)
4401 Interest Earnings
$
3,166
$
3,020
$
2,570
4402 Unrealized Gain
(3,394)
0
0
TOTAL 292 - STAFF INNOVATION FD (CA ST LB)
$
(228)
$
3,020
$
2,570
302 - LIBRARY SERVICES & TECH. ACT
4402 Unrealized Gain
$
(314)
$
0
$
0
TOTAL 302 - LIBRARY SERVICES & TECH. ACT
$
(314)
$
0
$
0
310 - PUBLIC LIBRARY BOND ACT-2000
4402 Unrealized Gain
$
(400)
$
0
$
0
TOTAL 310 - PUBLIC LIBRARY BOND ACT-2000
$
(400)
$
0
$
0
PAGE 178
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021 /22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
329 - LIBRARY CAPITAL FUND
4401 Interest Earnings
$
20,399
$
16,840
$
6,890
4402 Unrealized Gain
(21,806)
0
0
8290 Transfer In -Library Fund
1,100,000
500,000
800,000
TOTAL 329 - LIBRARY CAPITAL FUND
$
1,098,593
$
516,840
$
806,890
340 - DRUG ABATEMENT ACT
4401 Interest Earnings
$
358
$
0
$
0
4402 Unrealized Gain
(358)
0
0
354 - COPS PROGRAM GRANT -STATE
4402 Unrealized Gain
$
(12,245)
$
0
$
0
4740 Grant Income -Other
421,177
437,390
435,250
TOTAL 354 - COPS PROGRAM GRANT -STATE
$
408,932
$
437,390
$
435,250
356 - JUSTICE ASSIST GRNT (JAG) ARRA
4401 Interest Earnings
$
0
$
0
$
10
TOTAL 356 - JUSTICE ASSIST GRNT (JAG) ARRA
$
0
$
0
$
10
361- JUSTICE ASSISTANCE GRANT(JAG)
4750 Grant Income -Federal
0
18,060
0
TOTAL 361 - JUSTICE ASSISTANCE GRANT(JAG)
$
0
$
18,060
$
0
380 - HOMELAND SECURITY GRANT -FIRE
4740 Grant Income -Other
$
26,780
$
0
$
0
TOTAL 380 - HOMELAND SECURITY GRANT -FIRE
$
26,780
$
0
$
0
381 - HOMELAND SECURITY GRANT -POLICE
4740 Grant Income -Other
$
33,165
$
68,000
$
37,300
TOTAL 381 - HOMELAND SECURITY GRANT -POLICE
$
33,165
$
68,000
$
37,300
383 - EMERGENCY MGMT PERFORMNCE GRNT
4740 Grant Income -Other
$
26,725
$
26,730
$
28,020
TOTAL 383 - EMERGENCY MGMT PERFORMNCE GRNT
$
26,725
$
26,730
$
28,020
396 - HOUSING SUCCESSOR AGENCY
4401 Interest Earnings
$
25,317
$
22,820
$
17,550
4402 Unrealized Gain
(28,512)
0
0
4901 Other Revenue
111,727
12,000
12,000
TOTAL 396 - HOUSING SUCCESSOR AGENCY
$
108,532
$
34,820
$
29,550
600 - AD 82-1 6TH ST INDUSTRIAL
4401 Interest Earnings
$
146
$
170
$
140
4402 Unrealized Gain
(166)
0
0
TOTAL 600 - AD 82-1 6TH ST INDUSTRIAL
$
(20)
$
170
$
140
602 - AD 84-1 DAY CREEK/MELLO
4401 Interest Earnings
$
14,404
$
13,790
$
11,830
4402 Unrealized Gain
(15,476)
0
0
PAGE 179
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
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
4419 Other Rental/Lease Income
4426 Stadium Lease -Minimum Rent
4439 Other Rental/Lease Inc.-ANet
4554 Park Maintenance Fees
4556 Sports Lighting Fees
4562 Maintenance Fees
4580 Stadium Security Reimbursement
4583 Baseball Security Reimb.
4745 Other Intergov'tl Reimbursemnt
4901 Other Revenue
8001 Transfer In -General Fund
8275 Trsf In-Fd 275
TOTAL 700 - SPORTS COMPLEX
705 - MUNICIPAL UTILITY
4401 Interest Earnings
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ (1,072) $ 13,790 $ 11,830
$ 38,247
$
35,360
$
30,360
(39,754)
0
0
$ (1,507)
$
35,360
$
30,360
$ 18
$
20
$
0
(2,055)
0
0
$ (2,037)
$
20
$
0
$ 20
$
30
$
0
$ 20
$
30
$
0
$ 41
$
70
$
60
(42)
0
0
$ (1)
$
70
$
60
$ 0
$
30
$
20
$ 0
$
30
$
20
$ 73
$
60
$
70
(68)
0
0
$ 5
$
60
$
70
$ 32,500
$
90,000
$
90,000
(895)
0
0
19,309
0
0
75,000
120,000
125,000
69,120
133,090
133,090
(814)
4,410
4,410
715
0
0
0
6,250
6,250
0
34,150
0
18,280
30,320
60,000
3,439
0
0
55,040
0
0
1,177,251
2,005,520
1,987,170
19,995
0
0
$ 1,468,940
$
2,423,740
$
2,405,920
$ 177,678
$
170,010
$
138,430
PAGE 180
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
(204,335)
0
0
4601 Monthly Srvc Fee -Electric Util
730,637
700,000
818,850
4602 Commodity Fee -Electric Util.
9,961,790
11,500,000
12,051,000
4603 New Srvc Activation Fee-Util.
22,920
15,000
20,000
4604 Dist Line Ext Fee-Elec Utility
554,351
500,000
250,000
4605 Wholesale Energy Sales & Cntrt
703,755
600,000
600,000
4608 Standby Demand Fee
91,320
91,320
94,060
4610 Late Fee -Electric Utility
0
14,000
14,000
4620 Low Income Disc (Contra Rev)
(98)
0
0
4650 SB1186 Cert Access Spec Prog
5,568
0
0
4802 Developer Participation
18,880
220,000
300,000
4901 Other Revenue
(35,001)
0
0
4915 Bad Debt Recovery
238
0
0
4935 Contributed Capital
469,809
0
0
TOTAL 705 - MUNICIPAL UTILITY
$
12,497,512
$
13,810,330
$
14,286,340
706 - UTILITY PUBLIC BENEFIT FUND
4401 Interest Earnings
$
3,719
$
4,040
$
1,970
4402 Unrealized Gain
(6,611)
0
0
4601 Monthly Srvc Fee -Electric Util
19,483
0
0
4609 Public Benefit Fund-Elec Util
251,030
300,000
300,000
TOTAL 706 - UTILITY PUBLIC BENEFIT FUND
$
267,621
$
304,040
$
301,970
708 - RCMU CAPITAL REPLACEMENT FUND
4401 Interest Earnings
$
71,488
$
66,000
$
74,450
4402 Unrealized Gain
(82,423)
0
0
TOTAL 708 - RCMU CAPITAL REPLACEMENT FUND
$
(10,935)
$
66,000
$
74,450
709 - RCMU CAP AND TRADE FUND
4401 Interest Earnings
$
41,147
$
0
$
31,600
4402 Unrealized Gain
(12,405)
0
0
4735 ARB-Cap and Trade Revenue
322,525
425,000
425,000
8705 Transfer In -Municipal Utility
2,523,940
0
0
TOTAL 709 - RCMU CAP AND TRADE FUND
$
2,875,207
$
425,000
$
456,600
711 - FIBER OPTIC NETWORK
4401 Interest Earnings
$
(6,924)
$
(8,000)
$
(9,240)
4419 Other Rental/Lease Income
13,700
75,000
100,000
4446 Fiber License Revenue
84,925
75,000
200,000
4802 Developer Participation
7,732
0
0
4911 Reimbursement from Other Funds
4,950
4,950
4,950
4935 Contributed Capital
954,184
0
0
8025 Transfer In -Capital Rsry Fund
934,831
937,300
934,100
TOTAL 711 - FIBER OPTIC NETWORK
$
1,993,398
$
1,084,250
$
1,229,810
712 - EQUIPNEHICLE REPLACEMENT
4401 Interest Earnings
$
14,797
$
17,010
$
11,530
4402 Unrealized Gain
(19,660)
0
0
4540 Intragovernmental User Fees
530,000
530,000
1,245,230
PAGE 181
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
4903 Animal Center Contributions
4923 Misc. Other Financing Sources
8006 Transfer In -Fund 006
TOTAL 712 - EQUIP/YEHICLE REPLACEMENT
714 - COMP EQUIP/TECH REPLCMENT FUND
4401 Interest Earnings
4402 Unrealized Gain
4540 Intragovernmental User Fees
8025 Transfer In -Capital Rsry Fund
8275 Trsf In-Fd 275
8288 Transfer In -Fund 288
TOTAL 714 - COMP EQUIP/TECH REPLCMENT FUND
838 - AD 91-2 REDEMPTION -DAY CANYON
4101 Property Taxes-CY Sec/Unsec
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
4402 Unrealized Gain
8848 Transfer In -Fund 848
8850 Transfer In-PD 85 Reserve Fund
8876 Transfer In - CFD Empire Lakes
TOTAL 847 - PD 85 CAPITAL REPLACEMENT FUND
848 - PD 85 REDEMPTION FUND
4101 Property Taxes-CY Sec/Unsec
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
8001 Transfer In -General Fund
8275 Trsf In-Fd 275
8876 Transfer In - CFD Empire Lakes
TOTAL 848 - PD 85 REDEMPTION FUND
868 - CFD 2000-03 PARK MAINTENANCE
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
0 0 20,000
110 0 0
300,000 300,000 156,300
$ 825,247 $ 847,010 $ 1,433,060
$ 24,881
$
28,390
$
26,000
(34,966)
0
0
584,190
584,190
757,050
421,864
421,870
421,870
350,479
0
0
113,346
105,470
105,470
$ 1,459,794
$
1,139,920
$
1,310,390
$ 33,411
$
26,200
$
26,200
324
310
310
87
130
130
812
710
730
(902)
0
0
$ 33,732
$
27,350
$
27,370
$ 5,489
$
4,920
$
2,330
(6,016)
0
0
116,800
116,800
116,800
6,202
0
0
950
10,580
15,090
$ 123,425
$
132,300
$
134,220
$ 1,149,393
$
1,148,530
$
1,163,280
10,470
10,110
10,110
3,508
3,450
3,450
31,586
27,070
0
(33,504)
0
0
130,854
124,010
124,010
2,380
4,210
4,210
0
110
110
12,567
17,270
17,270
0
100
100
49,147
99,990
177,330
7,064
0
0
1,220
11,900
15,090
$ 1,364,685
$
1,446,750
$
1,514,960
$ 529,556
$
545,240
$
561,750
2,082
3,810
3,810
PAGE 182
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
4104 Property Taxes-Penalties/Int.
291
1,130
1,130
4401 Interest Earnings
4,712
3,940
3,960
4402 Unrealized Gain
(6,239)
0
0
4554 Park Maintenance Fees
520
0
0
8275 Trsf In-Fd 275
191
0
0
TOTAL 868 - CFD 2000-03 PARK MAINTENANCE
$
531,113
$
554,120
$
570,650
875 - CFD 2017-01 NO. ETIWANDA
4101 Property Taxes-CY Sec/Unsec
$
3,016
$
3,020
$
3,020
TOTAL 875 - CFD 2017-01 NO. ETIWANDA
$
3,016
$
3,020
$
3,020
876 - CFD 2018-01 EMPIRE LAKES
4101 Property Taxes-CY Sec/Unsec
$
112,093
$
216,730
$
257,650
4402 Unrealized Gain
(2,040)
0
0
4901 Other Revenue
15,185
0
0
TOTAL 876 - CFD 2018-01 EMPIRE LAKES
$
125,238
$
216,730
$
257,650
877 - CFD 2018-01 CAPITAL RESERVE
4401 Interest Earnings
$
1,206
$
910
$
2,200
4402 Unrealized Gain
(338)
0
0
8876 Transfer In - CFD Empire Lakes
74,600
97,050
99,960
TOTAL 877 - CFD 2018-01 CAPITAL RESERVE
$
75,468
$
97,960
$
102,160
TOTAL CITY OF RANCHO CUCAMONGA
$
187,868,723
$
201,093,410
$
246,982,320
R.C. FIRE PROTECTION DISTRICT
281 - FIRE FUND
4101 Property Taxes-CY Sec/Unsec
$
19,895,019
$
20,437,340
$
21,799,370
4103 Property Taxes-PY Sec & Unsec
350,044
300,880
383,560
4104 Property Taxes-Penalties/Int.
125,972
89,630
110,430
4105 Property Taxes -Supplemental
546,073
500,950
598,350
4106 Property Taxes -Unitary
764,790
758,030
755,790
4110 Homeowners Exemption
158,948
158,950
154,570
4112 Property Tax- Post RDA
11,631,088
13,129,690
14,622,140
4211 Fire Permits
4,970
16,500
16,500
4309 False Alarm Fees
2,725
20,000
20,000
4313 Other Fines & Forfeitures
20,620
8,000
8,000
4316 Weed Abatement
69,745
120,000
120,000
4401 Interest Earnings
213,805
126,690
170,490
4402 Unrealized Gain
(173,525)
0
0
4403 Restricted - Interest Earnings
2,035,455
0
0
4419 Other Rental/Lease Income
123,108
108,340
113,070
4440 Sale of Fixed Assets
5,473
0
0
4501 Plan Check Fees
0
100
100
4548 D.U.I. Recovery
0
100
100
4549 Hazmat Recovery
0
100
100
4553 Fire Maintenance Fees
2,088
1,500
1,500
4760 Grant Income -State
25,000
0
0
4901 Other Revenue
65,027
8,800
8,800
PAGE 183
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenue Detail - All Funds
4911 Reimbursement from Other Funds
4914 Non -Abated Reimbursements
4916 Reimbursement from OPEB Trust
4941 Other Revenue - ActiveNet
8275 Trsf In-Fd 275
TOTAL 281 - FIRE FUND
282 - COMMUNITY FACILITIES DIST 85-1
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
8281 Transfer In -Fire Fund
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
4101 Property Taxes-CY Sec/Unsec
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4402 Unrealized Gain
4552 CFD Annexation Fees
8281 Transfer In -Fire Fund
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
285 - FIRE TECHNOLOGY FEE FUND
4401 Interest Earnings
4402 Unrealized Gain
4517 Technology Fee -Permit
TOTAL 285 - FIRE TECHNOLOGY FEE FUND
288 - FIRE PROTECTION CAPITAL FUND
4112 Property Tax- Post RDA
4113 Property Tax- Post RDA Res Me
4401 Interest Earnings
4402 Unrealized Gain
4923 Misc. Other Financing Sources
8275 Trsf In-Fd 275
TOTAL 288 - FIRE PROTECTION CAPITAL FUND
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
0
50,000
60,000
1,127,869
824,000
872,800
1,265,174
1,384,790
1,509,670
2,243
6,040
6,040
214,903
0
0
$ 38,476,614 $
38,050,430 $
41,331,380
$ 6,137,634
$
6,282,130
$
6,313,910
27,785
29,970
44,290
5,896
7,710
13,160
33,073
20,850
20,950
(20,740)
0
0
0
0
1,240,940
$ 6,183,648
$
6,340,660
$
7,633,250
$ 410,054
$
411,460
$
413,070
8,091
5,680
7,240
3,523
1,710
1,710
(39)
0
0
560
0
0
1,954,205
2,175,200
2,322,900
$ 2,376,394
$
2,594,050
$
2,744,920
$ 184
$
150
$
160
(141)
0
0
90
60
60
$ 133
$
210
$
220
$ 5,225,561
$
3,527,580
$
4,855,480
7,538,556
6,322,550
7,772,310
251,255
178,660
255,990
(222,361)
0
0
9,129
0
0
164,808
0
0
$ 12,966,948
$
10,028,790
$
12,883,780
$ 60,003,737
$
57,014,140
$
64,593,550
$ 247,872,460
$
258,107,550
$
311,575,870
PAGE 184
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenues by Fund
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND
$
95,406,841
$
95,160,410
$
107,532,940
TOTAL GENERAL FUND
$
95,406,841
$
95,160,410
$
107,532,940
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$
105,224
$
109,650
$
95,930
006 - CVWD REIMBURSEMENTS
481,636
633,470
510,900
008 - CNTY OF S. B. REIMBURSEMENTS
(7,906)
0
0
016 - COMM DEV TECHNICAL SRVCS FUND
472,861
387,830
399,700
017 - LAW ENFORCEMENT RESERVE
2,692,785
68,850
56,830
018 - TRAFFIC SAFETY
86,332
339,350
409,650
020 - CITY TECHNOLOGY FEE FUND
367,962
335,110
335,750
022 - MOBILE HOME PARK PROGRAM
32,592
34,940
34,720
023 - SB1186 CERT ACCESS SPEC PROG
43,076
42,120
49,600
025 - CAPITAL RESERVE
1,647,273
2,014,560
2,073,710
073 - BENEFITS CONTINGENCY
8,285
39,130
35,660
TOTAL OTHER GENERAL FUNDS
$
5,930,120
$
4,005,010
$
4,002,450
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 1,006,586 $
968,400 $
704,550
101 -AD 93-1 MASI COMMERCE CENTER
28
180
0
105 - AB2766 AIR QUALITY IMPROVEMENT
532,460
240,010
236,760
106 - MSRC AIR POLLUTION REDUCT GRNT
30,000
0
0
109 - PUBLIC ART TRUST FUND
446,959
104,680
106,050
110 - BEAUTIFICATION
(975)
7,060
5,910
111 - PARK LAND ACQUISITION
1,435,173
1,054,420
1,062,320
112 - DRAINAGE FAC/GENERAL
426,009
533,050
110,200
113 - COMMUNITY/REC CENTER DEVELPMNT
534,665
539,430
543,860
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
8,799
3,090
2,950
115 - HENDERSON/WARDMAN DRAINAGE
(12,794)
0
0
116 - ETIWANDA DRAINAGE
8,656
23,880
19,340
118 - UPPER ETIWANDA DRAINAGE
(556)
7,030
6,020
119 - PARK IMPROVEMENT
862,141
828,700
325,260
120 - PARK DEVELOPMENT
75,976
92,700
75,020
122 - SOUTH ETIWANDA DRAINAGE
(1,007)
12,840
11,010
123 - LIBRARY IMPACT FEE
206,536
226,170
227,530
124 - TRANSPORTATION
8,498,488
6,253,220
3,692,020
125 - ANIMAL CENTER IMPACT FEE
44,239
47,230
47,420
126 - LOWER ETIWANDA DRAINAGE
(447)
8,150
7,770
127 - POLICE IMPACT FEE
135,234
165,240
132,650
128 - ETIWANDA NO. EQUESTRIAN FACIL.
(671)
8,320
7,140
129 - UNDERGROUND UTILITIES
391,601
221,020
124,350
130 - LMD #1 GENERAL CITY
1,334,955
1,369,870
1,423,890
131 - LMD #2 VICTORIA
4,028,841
4,077,010
4,223,160
132 - LMD #3A HYSSOP
(15)
0
0
133 - LMD #313 MEDIANS
869,481
912,230
917,460
134 - LMD #4R TERRA VISTA
2,795,308
2,862,640
2,878,040
135 - LMD #5 ANDOVER
2,442
2,840
2,750
136 - LMD #6R CARYN COMMUNITY
578,631
602,960
606,510
PAGE 185
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenues by Fund
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
137 - LMD 97 NORTH ETIWANDA
1,007,816
1,013,340
1,019,250
138 - LMD 98 SOUTH ETIWANDA
34,031
35,100
35,210
139 - LMD #9 LOWER ETIWANDA
948,065
691,700
697,990
140 - LMD #10 RANCHO ETIWANDA
639,101
660,450
664,130
141 - LMD 1 CAPITAL REPLACEMENT FUND
90,844
102,320
105,650
150 - GENERAL CITY STREET LIGHTS
238,225
354,830
354,830
151 - SLD #1 ARTERIAL
826,427
844,210
856,290
152 - SLD #2 RESIDENTIAL
615,154
459,800
497,360
153 - SLD #3 VICTORIA
380,424
398,770
390,380
154 - SLD #4 TERRA VISTA
165,482
171,820
168,480
155 - SLD #5 CARYN COMMUNITY
80,417
73,120
69,800
156 - SLD #6 INDUSTRIAL AREA
134,193
141,690
138,630
157 - SLD #7 NORTH ETIWANDA
177,078
161,900
172,690
158 - SLD #8 SOUTH ETIWANDA
69,470
95,420
90,370
174 - STATE GAS TAX
3,839,498
4,687,510
5,209,510
176 - MEASURE 11990-2010
(1,753)
1,420
770
177 - MEASURE I 2010-2040
3,989,945
3,607,210
3,757,390
178 - SB 140
(441)
0
0
179 - ROAD MAINT & REHAB ACCT
3,267,208
3,556,460
4,061,830
181 - SB 1 - TCEP
4,627,947
12,500,650
62,352,350
182 - AB 2928 TRAFFIC CONGEST RELIEF
(3,689)
0
0
188 - INTEGRATED WASTE MANAGEMENT
1,782,033
1,833,520
1,836,310
194 - PROPOSITION 1B STATE FUNDING
(244)
2,990
2,560
195 - STATE ASSET SEIZURE
20,292
880
700
196 - CA ASSET SEIZURE 15%
3,534
2,710
2,730
198 - CITYWIDE INFRASTRUCTURE IMPRV
162,809
1,200,890
268,110
204 - COMMUNITY DEVELOPMENT BLK GRNT
1,664,010
1,838,390
1,132,350
209 - FEDERAL SAFETEA-LU
298,687
2,140
4,810
211 - PROP 1B - SLPP
39,752
30
230
214 - PEDESTRIAN GRANT/ART 3
43,575
398,550
403,000
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
16,511
0
0
225 - CA RECYC/LITTER REDUCTION GRNT
42,414
43,240
43,480
227 - USED OIL RECYCLING PROGRAM
19,044
19,540
23,490
239 - FEDERAL GRANT FUNDS-DREIER
(166)
0
0
272 - FREEDOM COURTYARD RSRC GRANTS
0
0
10
274 - STATE GRANTS FUND
223,240
2,686,760
102,360
275 - FEDERAL GRANTS FUND
5,730,616
13,433,390
1,000,000
290 - LIBRARY FUND
5,741,985
5,981,960
6,973,300
291 - CA STATE LIBRARY
50,856
20,000
20,000
292 - STAFF INNOVATION FD (CA ST LB)
(228)
3,020
2,570
302 - LIBRARY SERVICES & TECH. ACT
(314)
0
0
310 - PUBLIC LIBRARY BOND ACT-2000
(400)
0
0
329 - LIBRARY CAPITAL FUND
1,098,594
516,840
806,890
354 - COPS PROGRAM GRANT -STATE
408,932
437,390
435,250
356 - JUSTICE ASSIST GRNT (JAG) ARRA
0
0
10
361 - JUSTICE ASSISTANCE GRANT(JAG)
0
18,060
0
380 - HOMELAND SECURITY GRANT -FIRE
26,780
0
0
381 - HOMELAND SECURITY GRANT -POLICE
33,165
68,000
37,300
383 - EMERGENCY MGMT PERFORMNCE GRNT
26,725
26,730
28,020
396 - HOUSING SUCCESSOR AGENCY
108,532
34,820
29,550
838 - AD 91-2 REDEMPTION -DAY CANYON
33,731
27,350
27,370
PAGE 186
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenues by Fund
847 - PD 85 CAPITAL REPLACEMENT FUND
848 - PD 85 REDEMPTION FUND
868 - CFD 2000-03 PARK MAINTENANCE
875 - CFD 2017-01 NO. ETIWANDA
876 - CFD 2018-01 EMPIRE LAKES
877 - CFD 2018-01 CAPITAL RESERVE
TOTAL SPECIAL REVENUE
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
602 - AD 84-1 DAY CREEK/MELLO
612 - CFD 2001-01
614 - CFD 2003-01 PROJECT FUND
615 - CFD 2003-01 CULTURAL CENTER
617 - CFD 2004-01 RANCHO ETIWANDA ES
680 - CFD 2006-01 VINTNER'S GROVE
681 - CFD 2006-02 AMADOR ON ROUTE 66
TOTAL CAPITAL PROJECTS
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
705 - MUNICIPAL UTILITY
706 - UTILITY PUBLIC BENEFIT FUND
708 - RCMU CAPITAL REPLACEMENT FUND
709 - RCMU CAP AND TRADE FUND
711 - FIBER OPTIC NETWORK
TOTAL ENTERPRISE FUNDS
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
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
123,424
132,300
134,220
1,364,684
1,446,750
1,514,960
531,114
554,120
570,650
3,016
3,020
3,020
125,238
216,730
257,650
75,468
97,960
102,160
$ 65,159,594 $
81,778,170 $
113,905,910
$ (20)
$ 170
$
140
(1,072)
13,790
11,830
(1,507)
35,360
30,360
(2,037)
20
0
20
30
0
0
70
60
0
30
20
5
60
70
$ (4,611)
$ 49,530
$
42,480
$ 1,468,941
$ 2,423,740
$
2,405,920
12,497,512
13, 810,330
14,286,340
267,621
304,040
301,970
(10,936)
66,000
74,450
2,875,206
425,000
456,600
1,993,397
1,084,250
1,229,810
$ 19,091,741
$ 18,113,360
$
18,755,090
$ 825,248
$ 847,010
$
1,433,060
1,459,794
1,139,920
1,310,390
P 2.2R5.042
$ 1.9M 930
$
2.743.450
1 R7_R6R_727 0. 201.09; 410 0, 246.9R2.320
$ 38,476,615 $ 38,050,430 $ 41,331,380
6,183,647 6,340,660 7,633,250
2,376,394 2,594,050 2,744,920
134 210 220
12,966,949 10,028,790 12,883,780
$ 60,003,739 $ 57,014,140 $ 64,593,550
P 60.003.739 % 57.014.140 % 64.593.550
PAGE 187
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Revenues by Fund
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
TOTAL ALL FUNDS $ 247,872,466 $ 258,107,550 $ 311,575,870
PAGE 188
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
EXPENDITURE SUMMARIES
PAGE189
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Summary by Department — Operating Budget*
Econ. and Comm. Dev
0.87❑/❑
Innovation &
Technology.
2.89❑/❑
Human Resources_
0.64%
Finance
1.36%
Administrative Services
5.90❑/❑
Library Sen
4.14❑/❑
Community Ser
5.83❑/❑
Records Mana
0.66❑/❑
Building & Safety
Services Engineering Public Works
1.440/❑ Services Planning Services
1 2.01❑/❑ t 1.32❑/❑ r 7.770/❑
Community -1 L Animal Services
Improvement 218❑/❑
0.52❑/❑
Governance
Police
Fire District
Animal Services
Community Improvement
Records Management
Community Services
Library Services
Administrative Services
Finance
Human Resources
Innovation & Technology
Econ. and Comm. Dev.
Building & Safety Services
Engineering Services
Planning
Public Works Services
Total Operating Budget
Governance
1.52❑/❑
Police
29.17❑/❑
re District
31.78❑/❑
$ 2,555,870
48,954, 570
53, 330, 660
3,650,100
874,930
1,108, 730
9,779,230
6,953,610
9,894, 550
21280,410
1,073,880
4,857,890
1,460,730
2,422,190
3,373,990
2,207,100
13,038,770
$ 167,817,210
*Operating Budget is comprised of the General Fund (Fund 001), Fire District Operational
Funds (Funds 281, 282, and 283), and Library Fund (Fund 290).
PAGE 190
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Summary by Category — Operating Budget
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
001 -GENERAL FUND
PERSONNEL SERVICES
$
27,032,698
$
31,632,370
$
36,865,060
OPERATIONS & MAINTENANCE
56,305,122
65,847,440
72,787,150
CAPITAL OUTLAY
226,984
310,000
610,000
DEBT SERVICE
8,195
106,450
106,450
COST ALLOCATION
(6,464,910)
(6,563,720)
(6,942,050)
TRANSFER OUT
5,185,181
3,827,870
4,106,330
TOTAL GENERAL FUND
$
82,293,270
$
95,160,410
$
107,532,940
281 -FIRE FUND
PERSONNEL SERVICES
$
20,897,322
$
23,444,660
$
24,103,940
OPERATIONS & MAINTENANCE
12,239,569
12,030,580
13,263,610
DEBT SERVICE
47,559
399,990
399,990
TRANSFER OUT
1,954,205
2,175,200
3,563,840
TOTAL FIRE FUND
$
35,138,655
$
38,050,430
$
41,331,380
282 -COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES
$
5,803,890
$
6,225,520
$
7,536,140
OPERATIONS & MAINTENANCE
753,501
774,950
863,220
CAPITAL OUTLAY
0
0
855,000
TOTAL COMMUNITY FACILITIES DIST 85-1
$
6,557,391
$
7,000,470
$
9,254,360
283 -COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES
$
2,155,810
$
2,358,010
$
2,473,140
OPERATIONS & MAINTENANCE
231,271
236,040
271,780
TOTAL COMMUNITY FACILITIES DIST 88-1
$
2,387,081
$
2,594,050
$
2,744,920
290 -LIBRARY FUND
PERSONNEL SERVICES
$
2,440,729
$
3,466,470
$
4,123,300
OPERATIONS & MAINTENANCE
1,140,211
1,588,310
1,841,000
CAPITAL OUTLAY
280,582
50,000
189,310
DEBT SERVICE
0
0
0
TRANSFER OUT
1,100,000
500,000
800,000
TOTAL LIBRARY FUND
$
4,961,522
$
5,604,780
$
6,953,610
TOTAL OPERATING BUDGET
$
131,337,919
$
148,410,140
$
167,817,210
PAGE 191
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - Operating Budget
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
001-GENERAL FUND
PERSONNEL SERVICES
5000 - Regular Salaries
$ 16,700,199 $
18,330,580 $
21,480,130
5005 - Overtime Salaries
243,397
347,380
350,730
5010 - Part Time Salaries
683,527
3,166,930
3,514,470
Fringe Benefits
9,318,620
9,656,050
11,347,440
5060 - Tuition Reimbursement
29,438
29,000
46,000
5061 - Employee Development
48,581
86,540
106,540
5065 - Coffee Fund
1,677
5,000
5,000
5070 - Executive Reimbursement
14,449
18,000
18,000
5093 - Other Funds -Salary Reimbursmnt
(7,189)
(7,110)
(3,250)
TOTAL PERSONNEL SERVICES
$ 27,032,699 $
31,632,370 $
36,865,060
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
$ 48,547 $
411,930 $
479,050
5102 - Training
125,514
261,900
336,580
5105 - Mileage
1,175
10,130
5,630
5150 - Office Supplies & Equipment
125,694
219,420
219,920
5151 -Postage
76,775
98,470
98,470
5152 - Computer Software
144
7,880
5,880
5160 - Membership Dues
160,296
188,410
196,310
5161 - Publications & Subscriptions
16,387
18,210
20,030
5165 - Licenses, Permits & Fees
111,799
60,730
171,460
5200 - Operations & Maintenance
978,707
1,852,580
2,085,190
5201 - O & M/Volunteer Program
11,000
20,000
17,000
5204 - O & M/Facilities
335,440
448,880
478,480
5207 - O & M/Capital Supplies
2,117
15,000
17,000
5210 - O & M/Crime Prevention
1,451
29,000
29,000
5215 - O & M/Computer Equipment
33,257
24,020
23,440
5217 - Technical Investigative Costs
108,993
166,130
199,910
5220 - Cellular Technology
144,259
155,900
156,380
5250 - Vehicle Operations & Maint.
313,056
584,600
471,610
5251 - Depreciation - Vehicles
443,260
483,260
249,050
5252 - Emergency Equipment & Veh Rod
25,527
37,000
37,500
5253 - Vehicle Collision Repair
0
100,000
100,000
5255 - Gasoline
494,132
534,910
757,890
5256 - Diesel Fuel
20,322
12,470
19,220
5257 - CNG Fuel
13,499
16,570
21,530
5260 - O&M/Animal Care
72,690
117,630
117,630
5262 - O&M/Community & Info Programs
908
2,000
2,000
5263 - O&M/Field Services
5,448
5,580
5,580
5264 - O&M/Veterinarian Services
80,359
139,000
139,000
5265 - O&M/Kitten Nursery
4,534
10,000
10,000
5280 - Equip Operations & Maint
20,210
32,690
6,500
PAGE 192
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - Operating Budget
5281 - Depreciation - Equipment
5283 - Depreciation -Computer Equip
5285 - Safety Gear & Equipment
5300 - Contract Services
5303 - Contract Serv/Reimbursable
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5312 - Legal Services
5320 - Hazardous Waste Removal
5350 - Contract Vehicle Maint/Repair
5360 - Contract Serv/Animal Care
5362 - Contract Serv/Comm & Info Prgm
5363 - Contract Serv/Field Services
5364 - Contract ServNet Services
5365 - Cont Srv-Spay/Neuter Program
5380 - Contract Equip. Maint/Repair
5400 - Telephone Utilities
5401 - Gas Utilities
5402 - Water Utilities
5403 - Electric Utilities
5405 - Internet Services
5410 - Property Insurance
5510 - Property Tax Admin. Fee
5723 - Misc Contributions to Fire
5725 - Other Expenditures
5901 - Bad Debt Expense -Other
5999 - Prior Period Adjustment
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
5603 - Capital Outlay -Equipment
5650 - Capital Project
TOTAL CAPITAL OUTLAY
DEBT SERVICE
5700 - Interest Expense
5701 - Principal Repayments
5704 - Long Term Debt Repymt Contra
TOTAL DEBT SERVICE
COST ALLOCATION
5990 - Cost Allocation Plan Offset
TOTAL COST ALLOCATION
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
86,740
94,850
996,180
584,190
640,190
757,050
41,864
50,000
50,000
46,508,649
52,819,390
56,160,670
207,347
501,440
222,290
1,534,070
1,788,670
2,179,150
330,163
425,000
417,650
614,030
610,430
596,880
8,673
24,310
17,920
0
0
129,100
18,037
43,660
29,660
0
1,030
1,030
10,102
15,500
15,500
53,133
66,400
77,900
13,517
47,500
47,500
0
0
30,300
138,910
134,750
135,550
164,146
149,590
226,140
469,460
500,920
511,400
931,039
1,030,220
1,101,440
89,582
100,000
100,000
388,505
466,210
461,090
87,164
98,080
95,510
0
50,000
60,000
162,367
125,000
1,890,000
47,162
0
0
40 77 i
n
0
3 D0,3UD,1LD
Z�
OJ,54/,44U
3
/L,/8/,1DU
$ 0
$
10,000
$
10,000
226,984
300,000
600,000
$ 226,984
$
310,000
$
610,000
$ 8,195
$
7,210
$
6,220
98,245
99,240
100,230
(98,245)
0
0
$ 8,195
$
106,450
$
106,450
$ (6,464,910)
$
(6,563,720)
$
(6,942,050)
$ (6.464.910)
$
(6.563.720)
$
(6.942.050)
PAGE 193
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - Operating Budget
TRANSFER OUT
9017 - Transfer Out -Fund 017
9025 - Transfer Out -Capital Reserve
9130 - Transfer Out-LMDI
9131 - Transfer Out-LMD2
9136 - Transfer Out-LMD6R
9152 - Transfer Out-SLD2
9155 - Transfer Out-SLD5
9157 - Transfer Out-SLD7
9204 - Transfer Out -Fund 204
9218 - Transfer Out -Fund 218
9700 - Transfer Out -Sports Complex
9848 - Transfer Out -Fund 848
TOTAL TRANSFER OUT
TOTAL GENERAL FUND
281-FIRE FUND
2021 /22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 2,511,240 $
0 $
0
725,000
1,220,460
1,369,340
33,917
36,610
64,290
288,082
303,270
318,570
40,532
40,090
40,120
251,284
63,610
85,110
35,942
28,920
25,160
46,423
29,400
39,240
9,800
0
0
16,563
0
0
1,177,251
2,005,520
1,987,170
49,147
99,990
177,330
% 5.185.181 $
3.827.870 $
4.106.330
$ 82.293.274 $ 95.160.410 $ 107.532.940
5000 - Regular Salaries
$ 14,878,257 $
15,652,970 $
16,488,240
5005 - Overtime Salaries
3,140,083
4,413,540
4,702,610
5010 - Part Time Salaries
145,488
83,640
92,160
Fringe Benefits
10,716,251
11,894,770
12,858,230
5060 - Tuition Reimbursement
3,669
10,000
0
5082 - Reimb Personnel from CFD 85-1
(5,803,890)
(6,225,520)
(7,536,140)
5083 - Reimb Personnel from CFD 88-1
(2,155,810)
(2,358,010)
(2,473,140)
5093 - Other Funds -Salary Reimbursmnt
(26,725)
(26,730)
(28,020)
TOTAL PERSONNEL SERVICES
$ 20,897,323 $
23,444,660 $
24,103,940
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
$ 3,926 $
29,800 $
37,400
5102 - Training
45,225
155,780
191,070
5150 - Office Supplies & Equipment
22,155
32,000
32,000
5151 - Postage
11
300
300
5155 - Public Relations/Educ Material
21,436
25,750
25,750
5160 - Membership Dues
7,232
10,060
10,080
5161 - Publications & Subscriptions
3,341
7,870
11,720
5165 - Licenses, Permits & Fees
8,819
9,640
10,870
5200 - Operations & Maintenance
329,317
385,440
420,460
5204 - O & M/Facilities
57,298
70,000
70,500
5220 - Cellular Technology
60,007
67,620
67,620
5240 - Operation of Acquired Property
2,675
2,800
2,800
5250 - Vehicle Operations & Maint.
202,345
216,740
226,860
5252 - Emergency Equipment & Veh Rntl
0
1,500
1,500
PAGE 194
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - Operating Budget
5255 - Gasoline
5256 - Diesel Fuel
5258 - Propane
5280 - Equip Operations & Maint
5285 - Safety Gear & Equipment
5290 - Specialized Tools & Equipment
5291 - Equipment Supplies & Repairs
5300 - Contract Services
5304 - Contract Serv/Facilities
5312 - Legal Services
5320 - Hazardous Waste Removal
5321 - Fire Incident Costs
5400 - Telephone Utilities
5401 - Gas Utilities
5402 - Water Utilities
5403 - Electric Utilities
5410 - Property Insurance
5411 - Other Insurance
5416 - General Liability Insurance
5500 - Assessment Administration
5501 - Admin./General Overhead
5510 - Property Tax Admin. Fee
5720 - Misc Contributions to City
5725 - Other Expenditures
5901 - Bad Debt Expense -Other
TOTAL OPERATIONS & MAINTENANCE
DEBT SERVICE
5700 - Interest Expense
5701 - Principal Repayments
5704 - Long Term Debt Repymt Contra
TOTAL DEBT SERVICE
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
5081 - Reimb Personnel to Fire Fund
2021 /22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
34,742
41,830
46,810
133,678
136,400
193,620
1,888
15,000
15,000
25,204
38,680
44,680
114,541
98,740
118,740
33,640
51,180
55,160
46,407
49,900
74,200
1,290,493
1,517,180
1,644,910
318,095
353,930
412,630
149,068
129,130
75,000
160
2,500
2,500
392
4,500
10,000
14,502
16,680
19,160
11,133
13,740
21,860
22,236
27,410
29,480
87,506
109,020
116,650
135,288
329,350
395,220
5,415
15,220
47,800
406,874
344,980
598,740
97,570
97,570
70,350
3,118,370
3,221,590
3,353,760
149,492
172,120
163,810
363,820
610,630
927,600
4,721,000
3,618,000
3,717,000
$ 12,239,570 $ 12,030,580 $ 13,263,610
$ 47,559
$ 31,370
$
14,430
352,426
368,620
385,560
(352,426)
0
0
$ 47,559
$ 399,990
$
399,990
$ 0
$ 0
$
1,240,940
1,954,205
2,175,200
2,322,900
$ 1,954,205
$ 2,175,200
$
3,563,840
$ 35,138,657
$ 38,050,430
$
41,331,380
$ 5,803,890
$ 6,225,520
$
7,536,140
PAGE 195
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - Operating Budget
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
TOTAL PERSONNEL SERVICES
$
5,803,890
$
6,225,520
$
7,536,140
OPERATIONS & MAINTENANCE
5165 - Licenses, Permits & Fees
$
3,049
$
3,180
$
3,690
5200 - Operations & Maintenance
8,254
10,000
10,000
5300 - Contract Services
363,136
374,450
418,020
5400 - Telephone Utilities
4,570
4,750
5,070
5401 - Gas Utilities
8,359
9,170
15,460
5402 - Water Utilities
12,189
13,890
13,890
5403 - Electric Utilities
61,865
67,430
68,020
5501 - Admin./General Overhead
292,080
292,080
329,070
TOTAL OPERATIONS & MAINTENANCE
$
753,502
$
774,950
$
863,220
CAPITAL OUTLAY
5650 - Capital Project
$
0
$
0
$
855,000
TOTAL CAPITAL OUTLAY
$
0
$
0
$
855,000
TOTAL COMMUNITY FACILITIES DIST 85-1
283-COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES
5081 - Reimb Personnel to Fire Fund
TOTAL PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5300 - Contract Services
5400 - Telephone Utilities
5401 - Gas Utilities
5402 - Water Utilities
5403 - Electric Utilities
5501 - Admin./General Overhead
TOTAL OPERATIONS & MAINTENANCE
TOTAL COMMUNITY FACILITIES DIST 88-1
290-LIBRARY FUND
5000 - Regular Salaries
5010 - Part Time Salaries
TOTAL PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
$ 6,557,392
$
7,000,470
$
9,254,360
$ 2,155,810
$
2,358,010
$
2,473,140
$ 2,155,810
$
2,358,010
$
2,473,140
$ 1,462
$
1,520
$
1,660
3,729
4,000
4,000
90,315
93,200
103,950
1,859
1,950
2,180
2,293
2,170
4,380
3,746
5,240
5,240
17,107
17,200
20,260
110,760
110,760
130,110
$ 231,271
$
236,040
$
271,780
$ 2,387,081
$
2,594,050
$
2,744,920
$ 1,431,281
$
1,750,090
$
1,941,930
222,024
666,650
936,400
$ 1,653,305
$
2,416,740
$
2,878,330
PAGE 196
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - Operating Budget
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 - O & M/Computer Equipment
5220 - Cellular Technology
5300 - Contract Services
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5405 - Internet Services
5501 - Admin./General Overhead
5725 - Other Expenditures
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
5603 - Capital Outlay -Equipment
5604 - Capital Outlay -Vehicles
5606 - Capital Outlay-Furn/Fixtures
TOTAL CAPITAL OUTLAY
TRANSFER OUT
9329 - Transfer Out -Library Cap Fund
TOTAL TRANSFER OUT
TOTAL LIBRARY FUND
TOTAL OPERATING BUDGET
2021 /22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
787,425
1,049,730
1,244,970
$ 6,275 $
25,370 $
26,720
0
3,000
6,900
149
750
550
11,113
15,000
18,000
0
4,530
3,600
4,691
6,250
6,170
655,530
732,720
767,470
43,387
40,000
44,000
2,574
23,220
3,000
421
0
0
190,725
353,080
356,720
1,321
2,650
1,200
5,510
6,010
6,010
68,386
68,250
85,000
33,529
57,480
54,000
116,600
116,600
128,260
$ 1,927,636
$ 2,638,040
$
3,085,970
$ 250,160
$ 45,000
$
189,310
30,373
0
0
50
5,000
0
$ 280,583
$ 50,000
$
189,310
$ 1,100,000
$ 500,000
$
800,000
$ 1,100,000
$ 500,000
$
800,000
$ 4,961,524
$ 5,604,780
$
6,953,610
$ 131,337,928
$ 148,410,140
$
167,817,210
PAGE 197
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Summary by Department — All Funds
Public Works Services
9.91%
Planning
1.06%_ /
Engineering &
31.18%
Econ. and Comm. Dev.
0.67%
Building and Safety _
Services
0.71%
0.73%
Innovation and I N
Technology
3 26oHuman Resources Administrative Services
0.30% Finance 718%
1.61%
Governance
Police
Fire District
Animal Services
Community Improvement
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
Police
14.31%
Fire District
20.93%
ial Services
1.04%
Community
0.25%
Records Management
0.31%
Community Services
3.47°/o
Library Services
3.09%
$ 2,555,870
50,379,860
73,686,450
3,670,730
874,930
1,108,730
12,213,210
10,883,910
25,277,680
5,683,650
1,073,880
11,474,730
2,370,950
2,487,870
109,780,820
3,723,050
34,881,920
$ 352,128,240
PAGE 198
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Summary by Category — All Funds
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
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 40,339,183 $
46,800,620 $
52,755,240
92,128,103
98,780,610
116,591,450
27,419,261
49,475,220
105,322,460
627,481
4,262,940
1,721,770
(6,464,910)
(6,563,720)
(6,942,050)
16,419,251
8,454,620
9,020,940
$ 170,468,369 $
201,210,290 $
278,469,810
$ 28,857,022 $
32,028,190 $
34,113,220
13,914,807
13, 812,310
16,654,390
7,325,587
18,243,000
18,821,520
47,559
399,990
399,990
$ 222,680,895 $ 267,974,450 $ 352,128,240
PAGE 199
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
001-GENERAL FUND
5000 - Regular Salaries
$ 16,700,199 $
18,330,580
5005 - Overtime Salaries
243,397
347,380
5010 - Part Time Salaries
683,527
3,166,930
Fringe Benefits
9,318,620
9,656,050
5060 - Tuition Reimbursement
29,438
29,000
5061 - Employee Development
48,581
86,540
5065 - Coffee Fund
1,677
5,000
5070 - Executive Reimbursement
14,449
18,000
5093 - Other Funds -Salary Reimbursmnt
(7,189)
(7,110)
5100 - Travel and Meetings
48,547
411,930
5102 - Training
125,514
261,900
5105 - Mileage
1,175
10,130
5150 - Office Supplies & Equipment
125,694
219,420
5151 -Postage
76,775
98,470
5152 - Computer Software
144
7,880
5160 - Membership Dues
160,296
188,410
5161 - Publications & Subscriptions
16,387
18,210
5165 - Licenses, Permits & Fees
111,799
60,730
5200 - Operations & Maintenance
978,707
1,852,580
5201 - O & M/Volunteer Program
11,000
20,000
5204 - O & M/Facilities
335,440
448,880
5207 - O & M/Capital Supplies
2,117
15,000
5210 - O & M/Crime Prevention
1,451
29,000
5215 - O & M/Computer Equipment
33,257
24,020
5217 - Technical Investigative Costs
108,993
166,130
5220 - Cellular Technology
144,259
155,900
5250 - Vehicle Operations & Maint.
313,056
584,600
5251 - Depreciation - Vehicles
443,260
483,260
5252 - Emergency Equipment & Veh Rntl
25,527
37,000
5253 - Vehicle Collision Repair
0
100,000
5255 - Gasoline
494,132
534,910
5256 - Diesel Fuel
20,322
12,470
5257 - CNG Fuel
13,499
16,570
5260 - O&M/Animal Care
72,690
117,630
5262 - O&M/Community & Info Programs
908
2,000
5263 - O&M/Field Services
5,448
5,580
5264 - O&M/Veterinarian Services
80,359
139,000
5265 - O&M/Kitten Nursery
4,534
10,000
5280 - Equip Operations & Maint
20,210
32,690
5281 - Depreciation - Equipment
86,740
94,850
5283 - Depreciation -Computer Equip
584,190
640,190
5285 - Safety Gear & Equipment
41,864
50,000
5300 - Contract Services
46,508,649
52,819,390
5303 - Contract Serv/Reimbursable
207,347
501,440
21,480,130
350,730
3,514,470
11,347,440
46,000
106,540
5,000
18,000
(3,250)
479,050
336,580
5,630
219,920
98,470
5,880
196,310
20,030
171,460
2,085,190
17,000
478,480
17,000
29,000
23,440
199,910
156,380
471,610
249,050
37,500
100,000
757,890
19,220
21,530
117,630
2,000
5,580
139,000
10,000
6,500
996,180
757,050
50,000
56,160,670
222,290
PAGE 200
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5312 - Legal Services
5320 - Hazardous Waste Removal
5350 - Contract Vehicle Maint/Repair
5360 - Contract Serv/Animal Care
5362 - Contract Serv/Comm & Info Prgm
5363 - Contract Serv/Field Services
5364 - Contract Serv/Vet Services
5365 - Cont Srv-Spay/Neuter Program
5380 - Contract Equip. Maint/Repair
5400 - Telephone Utilities
5401 - Gas Utilities
5402 - Water Utilities
5403 - Electric Utilities
5405 - Internet Services
5410 - Property Insurance
5510 - Property Tax Admin. Fee
5603 - Capital Outlay -Equipment
5650 - Capital Project
5700 - Interest Expense
5701 - Principal Repayments
5704 - Long Term Debt Repymt Contra
5723 - Misc Contributions to Fire
5725 - Other Expenditures
5901 - Bad Debt Expense -Other
5990 - Cost Allocation Plan Offset
5999 - Prior Period Adjustment
9017 - Transfer Out -Fund 017
9025 - Transfer Out -Capital Reserve
9130 - Transfer Out-LMDI
9131 -Transfer Out-LMD2
9136 - Transfer Out-LMD6R
9152 - Transfer Out-SLD2
9155 - Transfer Out-SLD5
9157 - Transfer Out-SLD7
9204 - Transfer Out -Fund 204
9218 - Transfer Out -Fund 218
9700 - Transfer Out -Sports Complex
9848 - Transfer Out -Fund 848
TOTAL GENERAL FUND
003-REIMB ST/COUNTY PARKING CIT
5200 - Operations & Maintenance
TOTAL REIMB ST/COUNTY PARKING CIT
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
1,534,070
1,788,670
2,179,150
330,163
425,000
417,650
614,030
610,430
596,880
8,673
24,310
17,920
0
0
129,100
18,037
43,660
29,660
0
1,030
1,030
10,102
15,500
15,500
53,133
66,400
77,900
13,517
47,500
47,500
0
0
30,300
138,910
134,750
135,550
164,146
149,590
226,140
469,460
500,920
511,400
931,039
1,030,220
1,101,440
89,582
100,000
100,000
388,505
466,210
461,090
87,164
98,080
95,510
0
10,000
10,000
226,984
300,000
600,000
8,195
7,210
6,220
98,245
99,240
100,230
(98,245)
0
0
0
50,000
60,000
162,367
125,000
1,890,000
47,162
0
0
(6,464,910)
(6,563,720)
(6,942,050)
40,775
0
0
2,511,240
0
0
725,000
1,220,460
1,369,340
33,917
36,610
64,290
288,082
303,270
318,570
40,532
40,090
40,120
251,284
63,610
85,110
35,942
28,920
25,160
46,423
29,400
39,240
9,800
0
0
16,563
0
0
1,177,251
2,005,520
1,987,170
49,147
99,990
177,330
$ 82,293,274
$ 95,160,410
$
107,532,940
$ 105,348
$ 109,650
$
95,930
$ 105,348
$ 109,650
$
95,930
PAGE 201
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
006-CVWD REIMBURSEMENTS
5000 - Regular Salaries
5005 - Overtime Salaries
Fringe Benefits
5200 - Operations & Maintenance
5250 - Vehicle Operations & Maint.
5252 - Emergency Equipment & Veh Rntl
5255 - Gasoline
5256 - Diesel Fuel
5257 - CNG Fuel
5280 - Equip Operations & Maint
5350 - Contract Vehicle Maint/Repair
5380 - Contract Equip. Maint/Repair
9001 - Transfer Out -General Fund
9712 - T/O Equipment/Vehicle Replacem
TOTAL CVWD REIMBURSEMENTS
008-CNTY OF S. B. REIMBURSEMENTS
9001 - Transfer Out -General Fund
TOTAL CNTY OF S. B. REIMBURSEMENTS
016-COMM DEV TECHNICAL SRVCS FUND
5102 - Training
5200 - Operations & Maintenance
5300 - Contract Services
5603 - Capital Outlay -Equipment
TOTAL COMM DEV TECHNICAL SRVCS FUND
017-LAW ENFORCEMENT RESERVE
5200 - Operations & Maintenance
5207 - O & M/Capital Supplies
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
TOTAL TRAFFIC SAFETY
020-CITY TECHNOLOGY FEE FUND
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 66,168 $
65,470 $
140,300
80
0
0
35,115
32,610
70,050
62,070
82,900
82,900
20,765
22,180
0
999
1,000
1,000
5,330
5,390
6,470
2,457
2,530
3,490
2,460
2,530
3,240
0
500
0
0
0
22,180
0
0
10,000
90,510
90,510
122,300
$ 585,954
$ 605,620
$
618,230
$ 26,038
$ 0
$
0
$ 26,038
$ 0
$
0
$ 0
$ 500
$
500
0
3,000
5,500
1,564,680
53,000
703,000
39,546
0
0
$ 1,604,226
$ 56,500
$
709,000
$ 0
$ 1,300
$
0
53,845
30,000
30,000
77,050
88,000
65,000
13,350
13,350
6,260
375,547
401,250
293,300
410,686
0
0
3,267,779
0
0
$ 4,198,257
$ 533,900
$
394,560
$ 74,057
$ 335,100
$
405,000
4,250
4,250
4,650
$ 78,307
$ 339,350
$
409,650
PAGE 202
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
5501 - Admin./General Overhead $ 145,910 $ 145,910 $ 152,710
TOTAL CITY TECHNOLOGY FEE FUND $ 145.910 $ 145.910 $ 152.710
022-MOBILE HOME PARK PROGRAM
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5720 - Misc Contributions to City
TOTAL MOBILE HOME PARK PROGRAM
023-SB1186 CERT ACCESS SPEC PROG
5102 - Training
5160 - Membership Dues
5200 - Operations & Maintenance
5501 - Admin./General Overhead
TOTAL SB1186 CERT ACCESS SPEC PROG
025-CAPITAL RESERVE
5200 - Operations & Maintenance
5207 - O & M/Capital Supplies
5300 - Contract Services
5320 - Hazardous Waste Removal
5411 - Other Insurance
5416 - General Liability Insurance
5417 - General Liability Claims
5501 - Admin./General Overhead
5600 - Capital Outlay -Land
5602 - Capital Outlay -Bldg & Imprvmnt
5603 - Capital Outlay -Equipment
5650 - Capital Project
9711 - Transfer Out -Fund 711
9714 - Transfer Out - Comptr Eq Rplc
TOTAL CAPITAL RESERVE
5000 - Regular Salaries
Fringe Benefits
5501 - Admin./General Overhead
TOTAL BENEFITS CONTINGENCY
100-ASSESSMENT DISTRICTS ADMIN
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
$ 16,710 $ 16,710 $ 16,710
0 5,000 5,000
3,500 3,500 8,780
7,110 7,110 3,250
$ 88
$ 700
$
12,500
0
80
80
3,100
3,600
12,500
1,390
1,390
6,860
$ 4,578
$ 5,770
$
31,940
$ 24,937
$ 0
$
0
18,674
150,400
150,000
138,479
351,000
351,000
11,391
20,000
21,000
37,113
31,260
91,630
671,899
680,930
1,068,020
571,618
500,000
500,000
28,460
28,460
60,160
1,851,415
0
0
137,723
1,482,400
480,000
300,572
0
0
205,175
2,555,000
6,765,000
934,831
937,300
934,100
421,864
421,870
421,870
$ 5,354,151
$ 7,158,620
$
10,842,780
$ 971,323
$ 906,480
$
1,111,400
0
0
16,120
11,350
11,350
11,940
$ 160,055 $ 181,920 $ 181,630
5,237 0 0
85,089 90,340 90,210
PAGE 203
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL ASSESSMENT DISTRICTS ADMIN
101-AD 93-1 MASI COMMERCE CENTER
5501 - Admin./General Overhead
TOTAL AD 93-1 MASI COMMERCE CENTER
105-AB2766 AIR QUALITY IMPROVEMENT
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5604 - Capital Outlay -Vehicles
5650 - Capital Project
TOTAL AB2766 AIR QUALITY IMPROVEMENT
106-MSRC AIR POLLUTION REDUCT GRNT
5604 - Capital Outlay -Vehicles
TOTAL MSRC AIR POLLUTION REDUCT GRNT
109-PUBLIC ART TRUST FUND
5200 - Operations & Maintenance
5501 - Admin./General Overhead
TOTAL PUBLIC ART TRUST FUND
110-BEAUTIFICATION
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL BEAUTIFICATION
111-PARK LAND ACQUISITION
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL PARK LAND ACQUISITION
112-DRAINAGE FAC/GENERAL
5000 - Regular Salaries
Fringe Benefits
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
535
6,280
7,000
0
1,000
1,000
0
300
300
29
500
1,500
8,973
25,830
15,750
101.365
313.260
136.780
$ 805,993
$ 1,064,140
$
792,950
$ 180
$ 180
$
0
$ 180
$ 180
$
0
$ 8,469
$ 13,650
$
11,840
1,550
1,610
1,640
5,520
5,520
1,640
73,671
105,000
80,000
657,273
208,740
217,000
$ 746,483
$ 334,520
$
312,120
$ 2,803 $ 45,000 $ 48,000
$ 2,843 $ 45,040 $ 48,510
$ 790 $ 790 $ 400
$ 31,465 $ 15,790 $ 400
$ 12,974 $ 0 $ 0
$ 15,454 $ 2,480 $ 2,850
$ 26,814 $ 30,510 $ 32,520
14,350 15,260 16,260
PAGE 204
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL DRAINAGE FAC/GENERAL
113-COMMUNITY/REC CENTER DEVELPMNT
5300 - Contract Services
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL COMMUNITY/REC CENTER DEVELPMNT
114-DRAINAGE-ETIWANDA/SAN SEVAINE
5501 - Admin./General Overhead
TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE
115-HENDERSONIWARDMAN DRAINAGE
5501 - Admin./General Overhead
TOTAL HENDERSON/WARDMAN DRAINAGE
116-ETIWANDA DRAINAGE
5000 - Regular Salaries
Fringe Benefits
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL ETIWANDA DRAINAGE
118-UPPER ETIWANDA DRAINAGE
5501 - Admin./General Overhead
TOTAL UPPER ETIWANDA DRAINAGE
119-PARK IMPROVEMENT
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-Impry Oth Than Bldg
TOTAL PARK IMPROVEMENT
120-PARK DEVELOPMENT
5000 - Regular Salaries
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5150 - Office Supplies & Equipment
5160 - Membership Dues
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
8,200 8,200 7,920
3,513,841 275,000 100,000
$ 3,563,205 $ 328,970 $ 156,700
$ 4,274
$ 0
$
0
910
910
690
963
0
0
$ 6,147
$ 910
$
690
$ 250
$ 250
$
130
$ 250
$ 250
$
130
$ 360
$ 360
$
0
$ 360
$ 360
$
0
$ 17,408
$ 19,420
$
0
9,316
9,710
0
3,880
3,880
3,310
0
100,000
100,000
$ 30,604
$ 133,010
$
103,310
$ 450
$ 450
$
0
$ 450
$ 450
$
0
$ 6,267
$ 0
$
300,000
750
750
1,840
0
0
700,000
0
0
910,020
$ 7,017
$ 750
$
1,911,860
$ 40,220
$ 82,170
$
0
21,524
41,090
0
0
1,800
0
0
500
500
0
200
200
150
150
0
PAGE 205
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
5200 - Operations & Maintenance
0
1,000
5,000
5300 - Contract Services
35,985
50,000
50,000
5501 - Admin./General Overhead
18,690
18,690
12,880
5607 - Cap Outlay-Impry Oth Than Bldg
162,851
0
0
5650 - Capital Project
42,482
900,690
450,000
TOTAL PARK DEVELOPMENT
$
321,902
$ 1,096,290
$
518,580
122-SOUTH ETIWANDA DRAINAGE
5501 - Admin./General Overhead
$
800
$ 800
$
460
TOTAL SOUTH ETIWANDA DRAINAGE
$
800
$ 800
$
460
123-LIBRARY IMPACT FEE
5300 - Contract Services
$
1,423
$ 0
$
0
5501 -Admin./General Overhead
260
260
1,150
5650 - Capital Project
963
0
0
TOTAL LIBRARY IMPACT FEE
$
2,646
$ 260
$
1,150
124-TRANSPORTATION
5000 - Regular Salaries
$
321,428
$ 378,160
$
267,350
5005 - Overtime Salaries
3,355
0
0
Fringe Benefits
171,832
188,890
133,680
5300 - Contract Services
20,651
0
0
5501 - Admin./General Overhead
74,310
74,310
73,730
5650 - Capital Project
2,456,717
8,997,350
8,315,500
TOTAL TRANSPORTATION
$
3,048,293
$ 9,638,710
$
8,790,260
125-ANIMAL CENTER IMPACT FEE
5300 - Contract Services
$
308
$ 0
$
0
5501 - Admin./General Overhead
60
60
630
5602 - Capital Outlay -Bldg & Imprvmnt
0
0
20,000
TOTAL ANIMAL CENTER IMPACT FEE
$
368
$ 60
$
20,630
126-LOWER ETIWANDA DRAINAGE
5501 - Admin./General Overhead
$
480
$ 480
$
290
TOTAL LOWER ETIWANDA DRAINAGE
$
480
$ 480
$
290
127-POLICE IMPACT FEE
5300 - Contract Services
$
410
$ 0
$
0
5501 - Admin./General Overhead
200
200
1,280
5602 - Capital Outlay -Bldg & Imprvmnt
0
170,000
170,000
5650 - Capital Project
963
0
0
TOTAL POLICE IMPACT FEE
$
1,573
$ 170,200
$
171,280
PAGE 206
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
128-ETIWANDA NO. EQUESTRIAN FACIL.
5501 - Admin./General Overhead
$
540
$ 540
$
0
TOTAL ETIWANDA NO. EQUESTRIAN FACIL.
$
540
$ 540
$
0
129-UNDERGROUND UTILITIES
5005 - Overtime Salaries
$
519
$ 0
$
0
5300 - Contract Services
4,650
0
0
5501 - Admin./General Overhead
8,330
8,330
4,980
5650 - Capital Project
2,793
0
0
TOTAL UNDERGROUND UTILITIES
$
16,292
$ 8,330
$
4,980
130-LMD #1 GENERAL CITY
5000 - Regular Salaries
$
17,565
$ 18,050
$
18,720
5010 - Part Time Salaries
0
14,350
11,940
Fringe Benefits
9,389
12,840
12,890
5200 - Operations & Maintenance
52,612
67,070
73,750
5204 - O & M/Facilities
2,208
2,300
2,300
5250 - Vehicle Operations & Maint.
877
2,000
0
5252 - Emergency Equipment & Veh Rntl
269
5,800
5,800
5280 - Equip Operations & Maint
1,021
2,000
3,000
5300 - Contract Services
489,963
615,960
578,810
5304 - Contract Serv/Facilities
9,677
7,410
7,410
5310 - Tree Maintenance
166,770
52,500
145,780
5350 - Contract Vehicle Maint/Repair
0
0
2,000
5400 - Telephone Utilities
1,588
1,890
1,890
5402 - Water Utilities
343,411
380,530
380,530
5403 - Electric Utilities
35,229
37,450
42,100
5500 - Assessment Administration
62,850
62,850
43,290
5501 - Admin./General Overhead
56,690
56,690
71,750
5607 - Cap Outlay-Impry Oth Than Bldg
5,760
0
0
5650 - Capital Project
86,046
50,000
272,000
5720 - Misc Contributions to City
660
660
660
9141 - Transfer Out -Fund 141
90,000
90,000
90,000
TOTAL LMD 41 GENERAL CITY
$
1,432,585
$ 1,480,350
$
1,764,620
131-LMD #2 VICTORIA
5000 - Regular Salaries
$
539,180
$ 582,690
$
603,190
5005 - Overtime Salaries
952
1,090
1,090
5010 - Part Time Salaries
36,123
70,550
62,900
Fringe Benefits
296,187
310,010
320,130
5200 - Operations & Maintenance
62,675
83,300
90,300
5250 - Vehicle Operations & Maint.
4,932
5,000
0
5252 - Emergency Equipment & Veh Rntl
0
200
200
5300 - Contract Services
1,316,545
1,301,810
1,368,240
5310 - Tree Maintenance
261,028
163,340
263,320
PAGE 207
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
5350 - Contract Vehicle Maint/Repair
0
0
5,000
5402 - Water Utilities
819,823
952,430
952,430
5403 - Electric Utilities
45,218
47,700
51,160
5500 - Assessment Administration
35,080
35,080
24,760
5501 - Admin./General Overhead
324,160
324,160
364,420
5504 - Interfund Allocation
86,230
83,160
83,160
5603 - Capital Outlay -Equipment
0
2,230
28,790
5607 - Cap Outlay-Impry Oth Than Bldg
61,739
25,000
25,000
5650 - Capital Project
37,711
1,000,000
2,086,450
TOTAL LMD #2 VICTORIA
$ 3.927.583 $
4.987.750 $
6.330.540
132-LMD #3A HYSSOP
5300 - Contract Services
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
9001 - Transfer Out -General Fund
TOTAL LMD #3A HYSSOP
133-LMD #311 MEDIANS
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5152 - Computer Software
5200 - Operations & Maintenance
5204 - O & M/Facilities
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
TOTAL LMD #311 MEDIANS
134-LMD #4R TERRA VISTA
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5250 - Vehicle Operations & Maint.
5252 - Emergency Equipment & Veh Rntl
$ 430
$ 0
$
0
209
0
0
19
0
0
50
0
0
740
0
0
30,992
0
0
$ 32,440
$ 0
$
0
$ 78,699
$ 79,820
$
98,810
9,431
14,860
880
43,806
43,770
49,460
495
500
500
14,099
17,050
20,050
1,472
11,500
11,500
292,494
380,710
415,440
156,473
181,320
189,730
18,592
26,210
32,430
129,569
133,120
134,440
34,495
37,730
38,030
6,240
6,240
4,460
44,070
44,070
52,730
0
0
105,000
$ 829,935
S 976,900
$
1,153,460
$ 600,761
$ 683,480
$
700,970
628
1,050
1,050
20,317
33,610
29,420
324,964
350,130
358,900
68,111
80,810
87,620
5,492
6,000
0
0
1,700
1,700
PAGE 208
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
5280 - Equip Operations & Maint
2,755
5,750
5,750
5300 - Contract Services
552,170
654,270
661,440
5310 - Tree Maintenance
74,320
74,970
87,900
5350 - Contract Vehicle Maint/Repair
0
0
6,000
5402 - Water Utilities
453,896
477,240
477,240
5403 - Electric Utilities
19,527
19,820
22,990
5500 - Assessment Administration
20,980
20,980
14,440
5501 - Admin./General Overhead
257,850
257,850
295,250
5603 - Capital Outlay -Equipment
0
0
27,000
5607 - Cap Outlay-Impry Oth Than Bldg
175,648
0
0
5650 - Capital Project
495
700,000
700,000
TOTAL LMD #4R TERRA VISTA
$
2,577,914
$ 3,367,660
$
3,477,670
135-LMD #5 ANDOVER
5000 - Regular Salaries
$
908
$ 1,990
$
1,990
Fringe Benefits
486
1,000
1,000
5200 - Operations & Maintenance
41
1,300
1,300
5250 - Vehicle Operations & Maint.
0
70
0
5300 - Contract Services
476
1,820
1,490
5402 - Water Utilities
864
900
930
5403 - Electric Utilities
163
200
200
5500 - Assessment Administration
240
240
170
5501 - Admin./General Overhead
850
850
2,340
TOTAL LMD #5 ANDOVER
$
4,028
$ 8,370
$
9,420
136-LMD #6R CARYN COMMUNITY
5000 - Regular Salaries
$
12,302
$ 12,490
$
12,800
5010 - Part Time Salaries
0
1,970
1,460
Fringe Benefits
6,584
6,780
6,840
5200 - Operations & Maintenance
5,135
7,500
9,400
5252 - Emergency Equipment & Veh Rntl
0
200
200
5300 - Contract Services
331,852
296,460
305,220
5310 - Tree Maintenance
67,980
50,000
66,900
5402 - Water Utilities
151,404
193,120
165,600
5403 - Electric Utilities
3,775
4,120
4,700
5500 - Assessment Administration
6,680
6,680
4,570
5501 - Admin./General Overhead
40,790
40,790
51,030
5603 - Capital Outlay -Equipment
0
1,120
900
5650 - Capital Project
0
50,000
50,000
TOTAL LMD #6R CARYN COMMUNITY
$
626,502
$ 671,230
$
679,620
137-LMD #7 NORTH ETIWANDA
5000 - Regular Salaries
$
133,077
$ 136,830
$
136,510
5010 - Part Time Salaries
2,365
23,670
24,170
Fringe Benefits
71,566
74,580
75,180
PAGE 209
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5200 - Operations & Maintenance
5204 - O & M/Facilitics
5252 - Emergency Equipment & Veh Rntl
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-impry Oth Than Bldg
5720 - Misc Contributions to City
TOTAL LMD #7 NORTH ETIWANDA
138-LMD #8 SOUTH ETIWANDA
5000 - Regular Salaries
Fringe Benefits
5200 - Operations & Maintenance
5300 - Contract Services
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
TOTAL LMD #8 SOUTH ETIWANDA
139-LMD #9 LOWER ETIWANDA
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5252 - Emergency Equipment & Veh Rntl
5300 - Contract Services
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
TOTAL LMD #9 LOWER ETIWANDA
140-LMD 00 RANCHO ETIWANDA
5000 - Regular Salaries
5005 - Overtime Salaries
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
22,417
38,130
49,470
1,236
5,000
5,000
0
9,200
6,200
398,717
454,520
474,290
2,105
2,750
2,750
52,851
25,090
67,920
294,875
343,150
343,150
13,825
16,170
16,770
16,130
16,130
11,070
104,930
104,930
125,140
0
3,350
7,200
0
100,000
0
680
680
680
Z� 1,114,//4
1) I,.JD4,I5U
Z�
1,.i4D,DUU
$ 3,539
$ 3,640
$
3,770
1,894
1,820
1,890
183
1,500
1,500
9,884
10,620
10,620
11,490
3,720
5,730
8,992
9,950
9,950
474
610
630
1,060
1,060
730
9,310
9,310
12,900
$ 46,826
$ 42,230
$
47,720
$ 209,662
$ 214,050
$
214,420
6,379
18,670
22,430
112,555
111,800
113,820
17,214
17,800
17,800
0
1,200
1,200
173,293
107,440
126,510
35,948
33,930
39,770
65,285
67,090
75,190
3,674
4,240
4,240
7,700
7,700
5,240
59,630
59,630
70,610
0
460
370
$ 691,340
$ 644,010
$
691,600
$ 148,668
$ 156,650
$
157,960
0
1,050
1,050
PAGE 210
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5204 - O & M/Facilities
5252 - Emergency Equipment & Veh Rntl
5280 - Equip Operations & Maint
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-Impry Oth Than Bldg
5720 - Misc Contributions to City
TOTAL LMD #10 RANCHO ETIWANDA
141-LMD 1 CAPITAL REPLACEMENT FUND
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
TOTAL LMD 1 CAPITAL REPLACEMENT FUND
150-GENERAL CITY STREET LIGHTS
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL GENERAL CITY STREET LIGHTS
151-SLD #1 ARTERIAL
5000 - Regular Salaries
Fringe Benefits
5102 - Training
5160 - Membership Dues
5200 - Operations & Maintenance
5220 - Cellular Technology
5280 - Equip Operations & Maint
5300 - Contract Services
5380 - Contract Equip. Maint/Repair
5400 - Telephone Utilities
5403 - Electric Utilities
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
8,546
28,280
36,110
81,447
85,710
89,660
10,251
16,270
20,270
1,205
1,500
26,500
0
3,300
3,300
0
500
1,000
91,343
151,320
171,810
2,737
3,770
3,770
11,378
11,800
23,410
120,854
131,150
136,660
12,094
12,470
14,560
4,120
4,120
2,820
82,110
82,110
93,180
0
1,790
1,430
43,250
150,000
0
650
650
650
$ 618,653
$ 842,440
$
784,140
$ 0
$ 10,000
$
10,000
0
30,000
30,000
650
650
630
0
8,920
7,130
0
90,000
69,000
0
50,000
50,000
$ 650
$ 189,570
$
166,760
$ 3,936
$ 100,000
$
100,000
229,616
250,000
250,000
4,830
4,830
0
$ 238,382
$ 354,830
$
350,000
$ 7,015
$ 15,360
$
15,990
3,754
7,680
8,000
0
180
220
50
50
80
3,673
7,990
45,520
0
2,000
2,000
0
500
500
0
47,750
47,750
0
0
4,280
1,174
1,500
1,500
412,861
406,000
497,600
PAGE 211
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
5500 - Assessment Administration
152,990
152,990
106,710
5501 - Admin./General Overhead
58,940
58,940
68,660
5700 - Interest Expense
35,311
0
0
5701 - Principal Repayments
212,121
0
0
5704 - Long Term Debt Repymt Contra
(212,121)
0
0
9150 - Transfer Out -Fund 150
63,791
113,200
113,200
TOTAL SLD #1 ARTERIAL
$
739,559
$ 814,140
$
912,010
152-SLD #2 RESIDENTIAL
5102 - Training
$
0
$ 0
$
220
5160 - Membership Dues
0
0
80
5200 - Operations & Maintenance
0
0
410
5300 - Contract Services
610
20,940
20,950
5380 - Contract Equip. Maint/Repair
0
0
50
5403 - Electric Utilities
284,656
288,000
336,000
5500 - Assessment Administration
38,080
38,080
26,350
5501 - Admin./General Overhead
1,920
1,920
2,440
5700 - Interest Expense
35,988
0
0
5701 - Principal Repayments
216,188
0
0
5704 - Long Term Debt Repymt Contra
(216,188)
0
0
9150 - Transfer Out -Fund 150
62,476
110,860
110,860
TOTAL SLD #2 RESIDENTIAL
$
423,730
$ 459,800
$
497,360
153-SLD #3 VICTORIA
5000 - Regular Salaries
$
12,990
$ 21,570
$
22,660
Fringe Benefits
6,952
10,790
11,330
5102 - Training
0
180
220
5160 - Membership Dues
50
50
80
5200 - Operations & Maintenance
5,006
9,940
200
5300 - Contract Services
0
8,050
8,050
5380 - Contract Equip. Maint/Repair
0
0
30
5403 - Electric Utilities
101,478
112,000
133,100
5500 - Assessment Administration
34,240
34,240
24,820
5501 -Admin./General Overhead
7,300
7,300
11,180
5700 - Interest Expense
13,512
1,110
0
5701 - Principal Repayments
81,169
1,307,100
0
5704 - Long Term Debt Repymt Contra
(81,169)
0
0
9150 - Transfer Out -Fund 150
24,774
43,960
43,960
TOTAL SLD #3 VICTORIA
$
206,302
$ 1,556,290
$
255,630
154-SLD #4 TERRA VISTA
5000 - Regular Salaries
$
12,991
$ 21,570
$
22,660
Fringe Benefits
6,952
10,790
11,330
5102 - Training
0
190
220
5160 - Membership Dues
50
50
80
PAGE 212
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
5200 - Operations & Maintenance
4,940
4,940
1,070
5280 - Equip Operations & Maint
0
2,290
0
5300 - Contract Services
0
3,730
3,730
5380 - Contract Equip. Maint/Repair
0
0
110
5403 - Electric Utilities
54,762
51,000
63,000
5500 - Assessment Administration
20,950
20,950
14,420
5501 - Admin./General Overhead
5,490
5,490
8,570
5700 - Interest Expense
6,818
1,980
1,460
5701 - Principal Repayments
40,955
510,010
9,860
5704 - Long Term Debt Repymt Contra
(40,955)
0
0
9150 - Transfer Out -Fund 150
11,498
20,410
20,410
TOTAL SLD #4 TERRA VISTA
$
124,451
$
653,400
$
156,920
155-SLD #5 CARYN COMMUNITY
5000 - Regular Salaries
$
2,338
$
4,840
$
5,030
Fringe Benefits
1,251
2,420
2,520
5102 - Training
0
180
0
5160 - Membership Dues
50
50
0
5200 - Operations & Maintenance
5,416
8,990
0
5300 - Contract Services
0
1,770
1,770
5403 - Electric Utilities
25,595
24,000
30,100
5500 - Assessment Administration
6,670
6,670
4,570
5501 - Admin./General Overhead
1,510
1,510
3,120
5700 - Interest Expense
3,062
0
0
5701 - Principal Repayments
18,393
0
0
5704 - Long Term Debt Repymt Contra
(18,393)
0
0
9150 - Transfer Out -Fund 150
5,465
9,690
9,690
TOTAL SLD #5 CARYN COMMUNITY
$
51,357
$
60,120
$
56,800
156-SLD #6 INDUSTRIAL AREA
5000 - Regular Salaries
$
12,991
$
21,570
$
22,660
Fringe Benefits
6,952
10,790
11,330
5102 - Training
0
180
0
5160 - Membership Dues
50
50
0
5200 - Operations & Maintenance
0
6,940
0
5280 - Equip Operations & Maint
0
2,290
0
5300 - Contract Services
0
2,780
2,780
5403 - Electric Utilities
48,277
45,000
53,600
5500 - Assessment Administration
5,610
5,610
4,030
5501 - Admin./General Overhead
5,510
5,510
9,240
5700 - Interest Expense
4,948
390
0
5701 - Principal Repayments
29,727
480,470
0
5704 - Long Term Debt Repymt Contra
(29,727)
0
0
9150 - Transfer Out -Fund 150
8,554
15,170
15,170
PAGE 213
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
TOTAL SLD #6 INDUSTRIAL AREA
$
92,892
$ 596,750
$
118,810
157-SLD #7 NORTH ETIWANDA
5000 - Regular Salaries
$
7,016
$ 15,360
$
15,990
Fringe Benefits
3,754
7,680
8,000
5102 - Training
0
180
0
5160 - Membership Dues
20
50
0
5200 - Operations & Maintenance
0
4,940
0
5300 - Contract Services
0
5,630
5,630
5403 - Electric Utilities
63,706
72,000
92,000
5500 - Assessment Administration
20,370
20,370
13,980
5501 - Admin./General Overhead
3,820
3,820
6,370
5700 - Interest Expense
9,740
0
0
5701 - Principal Repayments
58,512
0
0
5704 - Long Term Debt Repymt Contra
(58,512)
0
0
9150 - Transfer Out -Fund 150
17,312
30,720
30,720
TOTAL SLD #7 NORTH ETIWANDA
$
125,738
$ 160,750
$
172,690
158-SLD #8 SOUTH ETIWANDA
5000 - Regular Salaries
$
12,211
$ 19,960
$
20,990
Fringe Benefits
6,535
9,980
10,500
5102 - Training
0
180
220
5160 - Membership Dues
0
40
80
5200 - Operations & Maintenance
4,936
4,940
410
5300 - Contract Services
0
1,980
1,980
5380 - Contract Equip. Maint/Repair
0
0
50
5403 - Electric Utilities
27,741
26,000
31,800
5500 - Assessment Administration
8,290
8,290
5,700
5501 - Admin./General Overhead
5,730
5,730
7,520
5700 - Interest Expense
2,564
210
0
5701 - Principal Repayments
15,417
248,010
0
5704 - Long Term Debt Repymt Contra
(15,417)
0
0
9150 - Transfer Out -Fund 150
6,100
10,820
10,820
TOTAL SLD #8 SOUTH ETIWANDA
$
74,107
$ 336,140
$
90,070
174-STATE GAS TAX
5000 - Regular Salaries
$
1,069,550
$ 1,141,770
$
1,242,300
5005 - Overtime Salaries
8,002
12,000
12,000
5010 - Part Time Salaries
13,858
19,620
29,120
Fringe Benefits
568,359
572,090
626,030
5102 - Training
0
2,780
2,780
5200 - Operations & Maintenance
0
620
620
5250 - Vehicle Operations & Maint.
0
6,110
0
5280 - Equip Operations & Maint
0
1,200
0
5300 - Contract Services
121,291
285,170
635,170
PAGE 214
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5350 - Contract Vehicle Maint/Repair
5380 - Contract Equip. Maint/Repair
5403 - Electric Utilities
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL STATE GAS TAX
176-MEASURE I 1990-2010
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL MEASURE I 1990-2010
177-MEASURE I 2010-2040
5000 - Regular Salaries
5005 - Overtime Salaries
Fringe Benefits
5300 - Contract Services
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL MEASURE 12010-2040
179-ROAD MAINT & REHAB ACCT
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL ROAD MAINT & REHAB ACCT
181-SB 1- TCEP
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL SB 1 - TCEP
188-INTEGRATED WASTE MANAGEMENT
5000 - Regular Salaries
5005 - Overtime Salaries
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5105 - Mileage
5150 - Office Supplies & Equipment
5160 - Membership Dues
5200 - Operations & Maintenance
5204 - O & M/Facilities
5300 - Contract Services
5304 - Contract Serv/Facilities
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
0 0 6,110
0 0 1,200
85,455 95,000 95,000
242,890 242,890 256,350
$ 2,650,121
$ 7,057,210
$
7,756,680
$ 440
$ 440
$
230
162,491
101,250
0
$ 162,931
$ 101,690
$
230
$ 269,732
$ 274,230
$
281,500
14,243
14,300
14,300
143,733
136,760
140,410
1,052,524
1,161,160
1,193,190
51,510
51,510
56,300
1,949,456
1,358,750
2,250,000
$ 3,481,198
$ 2,996,710
$
3,935,700
$ 910
$ 910
$
4,350
2,925,056
4,482,000
1,600,000
$ 2,925,966
$ 4,482,910
$
1,604,350
$ 650
$ 650
$
2,350
$ 4,627,947 $ 12,500,650 $ 62,352,350
$ 669,763 $
681,720 $
684,240
31,555
50,000
65,000
353,433
337,190
340,360
0
1,500
3,000
340
500
1,000
0
100
300
587
1,000
1,000
600
890
980
4,902
25,500
25,500
0
500
530
86,244
148,300
103,100
3,441
3,610
3,800
PAGE 215
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5501 - Admin./General Overhead
9001 - Transfer Out -General Fund
TOTAL INTEGRATED WASTE MANAGEMENT
194-PROPOSITION 1B STATE FUNDING
5501 - Admin./General Overhead
TOTAL PROPOSITION 111 STATE FUNDING
195-STATE ASSET SEIZURE
5207 - O & M/Capital Supplies
5300 - Contract Services
5501 - Admin./General Overhead
5605 - Capital Outlay -Computer Equip
9196 - Transfer Out -Fund 196
TOTAL STATE ASSET SEIZURE
196-CA ASSET SEIZURE 15%
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL CA ASSET SEIZURE 15%
198-CITYWIDE INFRASTRUCTURE IMPRV
5000 - Regular Salaries
Fringe Benefits
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
5650 - Capital Project
9124 - Transfer Out -Transportation
TOTAL CITYWIDE INFRASTRUCTURE IMPRV
204-COMMUNITY DEVELOPMENT BLK GRNT
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5501 - Admin./General Overhead
5650 - Capital Project
5720 - Misc Contributions to City
TOTAL COMMUNITY DEVELOPMENT BLK GRNT
214-PEDESTRIAN GRANT/ART 3
5650 - Capital Project
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
124,890
124,890
107,360
218,390
218,390
218,390
$ 1,494,145 $
1,594,090 $
1,554,560
$ 200 $
200 $
110
$ 200 $
200 $
110
$ 13,139 $ 0 $ 1,100
2,973 0 0
470 470 370
0 15,000 0
0 2,680 2,680
$ 16,582 $ 18,150 $ 4,150
$ 0 $ 2,980 $ 2,980
70 70 40
$ 70 $ 3,050 $ 3,020
$ 130 $ 14,720 $ 7,120
69 7,340 3,540
14 0 0
9,308 0 0
21,740 21,740 14,880
t11 4*1F 12n nnn 1 421 nnn
$ 361,697 $ 163,800 $ 1,446,540
$ 164,944 $ 180,720 $ 109,100
7,547 0 0
11,363 0 0
88,624 90,010 54,240
35,290 35,290 42,530
1 7nQ 1)7R 1 527 27n Q7r 4Rn
$ 1,528,062 $ 1,838,390 $ 1,132,350
$ 51,073 $ 398,550 $ 403,000
PAGE 216
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
TOTAL PEDESTRIAN GRANT/ART 3
218-PUBLIC RESRCE GRNTS/HEALTHY RC
5200 - Operations & Maintenance
5501 - Admin./General Overhead
5725 - Other Expenditures
TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC
225-CA RECYC/LITTER REDUCTION GRNT
5005 - Overtime Salaries
Fringe Benefits
5100 - Travel and Meetings
5102 - Training
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL CA RECYC/LITTER REDUCTION GRNT
227-USED OIL RECYCLING PROGRAM
5005 - Overtime Salaries
Fringe Benefits
5100 - Travel and Meetings
5200 - Operations & Maintenance
5501 - Admin./General Overhead
TOTAL USED OIL RECYCLING PROGRAM
274-STATE GRANTS FUND
5200 - Operations & Maintenance
5300 - Contract Services
5650 - Capital Project
9001 - Transfer Out -General Fund
9188 - Transfer Out -Integrated Waste
TOTAL STATE GRANTS FUND
275-FEDERAL GRANTS FUND
5200 - Operations & Maintenance
5650 - Capital Project
9001 - Transfer Out -General Fund
9016 - Transfer Out -CD Tech Svcs Fund
9017 - Transfer Out -Fund 017
9025 - Transfer Out -Capital Reserve
9120 - Transfer Out -Fund 120
9130 - Transfer Out-LMD1
9131 - Transfer Out-LMD2
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 51,073 $ 398,550 $ 403,000
$ 5,641
$ 0
$
0
10
0
0
5,300
0
0
$ 10,951
$ 0
$
0
$ 0
$ 4,600
$
4,600
0
70
70
0
2,000
2,000
600
1,350
1,400
41,134
37,660
35,000
12,900
13,000
14,000
1,010
1,010
0
$ 55,644
$ 59,690
$
57,070
$ 25,566
$ 25,000
$
18,000
0
370
270
0
150
150
23,331
24,000
7,000
680
680
1,030
$ 49.577
$ 50,200
$
26,450
$ 0
$ 0
$
53,710
0
0
42,500
223,240
2,686,760
0
0
0
1,150
0
0
5,000
$ 223,240
$ 2,686,760
$
102,360
$ 2,009,112
$ 0
$
0
0
0
1,000,000
2,220,675
0
0
18,424
0
0
205,343
0
0
249,704
0
0
82,440
0
0
28
0
0
8,744
0
0
PAGE 217
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
9133 - Transfer Out -Fund 133
520
0 0
9134 - Transfer Out -Fund 134
5,132
0 0
9137 - Transfer Out -Fund 137
376
0 0
9139 - Transfer Out -Fund 139
1,284
0 0
9140 - Transfer Out -Fund 140
963
0 0
9174 - Transfer Out -Fund 174
1,050
0 0
9281 - Transfer Out -Fire Fund
214,903
0 0
9288 - Transfer Out -Fire Capital Fund
164,808
0 0
9290 - Transfer Out -Library Fund
169,385
0 0
9700 - Transfer Out -Sports Complex
19,995
0 0
9714 - Transfer Out - Comptr Eq Rplc
350,479
0 0
9848 - Transfer Out -Fund 848
7,064
0 0
9868 - Transfer Out -Fund 868
191
0 0
TOTAL FEDERAL GRANTS FUND
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 - O & M/Computer Equipment
5220 - Cellular Technology
5300 - Contract Services
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5405 - Internet Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5604 - Capital Outlay -Vehicles
5606 - Capital Outlay-Furn/Fixtures
5725 - Other Expenditures
9329 - Transfer Out -Library Cap Fund
TOTAL LIBRARY FUND
291-CA STATE LIBRARY
5200 - Operations & Maintenance
5300 - Contract Services
5501 - Admin./General Overhead
$ 5,730,620
$ 0
$
1,000,000
$ 1,431,281
$ 1,750,090
$
1,941,930
222,024
666,650
936,400
787,425
1,049,730
1,244,970
6,275
25,370
26,720
0
3,000
6,900
149
750
550
11,113
15,000
18,000
0
4,530
3,600
4,691
6,250
6,170
655,530
732,720
767,470
43,387
40,000
44,000
2,574
23,220
3,000
421
0
0
190,725
353,080
356,720
1,321
2,650
1,200
5,510
6,010
6,010
68,386
68,250
85,000
33,529
57,480
54,000
116,600
116,600
128,260
250,160
45,000
189,310
30,373
0
0
50
5,000
0
0
133,400
333,400
1,100,000
500,000
800,000
$ 4,961,524
$ 5,604,780
$
6,953,610
$ 1,000
$ 20,000
$
20,000
42,144
9,150
0
530
530
610
PAGE 218
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
TOTAL CA STATE LIBRARY
292-STAFF INNOVATION FD (CA ST LB)
5100 - Travel and Meetings
5501 - Admin./General Overhead
TOTAL STAFF INNOVATION FD (CA ST LB)
302-LIBRARY SERVICES & TECH. ACT
5501 - Admin./General Overhead
9290 - Transfer Out -Library Fund
TOTAL LIBRARY SERVICES & TECH. ACT
329-LIBRARY CAPITAL FUND
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL LIBRARY CAPITAL FUND
354-COPS PROGRAM GRANT -STATE
5100 - Travel and Meetings
5207 - O & M/Capital Supplies
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL COPS PROGRAM GRANT -STATE
361-JUSTICE ASSISTANCE GRANT(JAG)
5207 - O & M/Capital Supplies
5215 - O & M/Computer Equipment
5605 - Capital Outlay -Computer Equip
TOTAL JUSTICE ASSISTANCE GRANT(JAG)
380-HOMELAND SECURITY GRANT -FIRE
5207 - O & M/Capital Supplies
TOTAL HOMELAND SECURITY GRANT -FIRE
381-HOMELAND SECURITY GRANT -POLICE
5207 - O & M/Capital Supplies
5603 - Capital Outlay -Equipment
5605 - Capital Outlay -Computer Equip
TOTAL HOMELAND SECURITY GRANT -POLICE
383-EMERGENCY MGMT PERFORMNCE GRNT
5723 - Misc Contributions to Fire
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 43,674
$ 29,680
$
20,610
$ 0
$ 7.500
$
8.500
$ 250
$ 7,750
$
8,700
$ 20
$ 0
$
0
37,040
0
0
$ 37,060
$ 0
$
0
$ 710
$ 710
$
500
295,649
1,225,000
3,899,340
$ 3,896
$ 5,000
$
5,000
5,217
0
0
225,169
300,000
300,000
3,520
3,520
4,400
$ 237,802
$ 308,520
$
309,400
$ 0
$ 2,010
$
0
0
230
0
0
15,820
0
$ 0
$ 18,060
$
0
$ 26,780
$ 0
$
0
$ 26,780
$ 0
$
0
$ 12,607
$ 0
$
0
20,558
56,000
37,300
0
12,000
0
$ 33,165
$ 68,000
$
37,300
$ 26,725
$ 26,730
$
28,020
PAGE 219
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22 2022/23
?.rnn/?i Adonted Adnnted
TOTAL EMERGENCY MGMT PERFORMNCE GRNT
$
26,725
$ 26,730
$
28,020
396-HOUSING SUCCESSOR AGENCY
5245 - Subsidies To Low/Mod Housing
$
38,440
$ 37,200
$
33,600
5300 - Contract Services
249,996
150,000
150,000
5720 - Misc Contributions to City
200,000
200,000
200,000
5725 - Other Expenditures
114,922
0
0
TOTAL HOUSING SUCCESSOR AGENCY
$
603,358
$ 387,200
$
383,600
399-EIFD
5100 - Travel and Meetings
$
0
$ 0
$
1,000
5150 - Office Supplies & Equipment
0
0
250
5200 - Operations & Maintenance
0
0
100
5312 - Legal Services
0
0
50,000
TOTAL EIFD
$
0
$ 0
$
51,350
600-AD 82-1 6TH ST INDUSTRIAL
5501 - Admin./General Overhead
$
10
$ 10
$
0
TOTAL AD 82-1 6TH ST INDUSTRIAL
$
10
$ 10
$
0
602-AD 84-1 DAY CREEK/MELLO
5501 - Admin./General Overhead
$
890
$ 890
$
0
TOTAL AD 84-1 DAY CREEK/MELLO
$
890
$ 890
$
0
612-CFD 2001-01
5501 - Admin./General Overhead
$
2,020
$ 2,020
$
0
TOTAL CFD 2001-01
$
2,020
$ 2,020
$
0
614-CFD 2003-01 PROJECT FUND
5501 - Admin./General Overhead
$
60
$ 60
$
0
TOTAL CFD 2003-01 PROJECT FUND
$
60
$ 60
$
0
700-SPORTS COMPLEX
5000 - Regular Salaries
$
605,645
$ 792,490
$
735,150
5005 - Overtime Salaries
12,009
37,220
37,220
5010 - Part Time Salaries
48,559
255,030
232,960
Fringe Benefits
330,845
464,340
436,830
5080 - Pension Expense
337,694
0
0
5165 - Licenses, Permits & Fees
0
250
250
5200 - Operations & Maintenance
53,197
110,700
126,600
5204 - O & M/Facilities
21,927
49,400
51,620
5250 - Vehicle Operations & Maint.
0
1,500
1,500
5252 - Emergency Equipment & Veh Rntl
7,205
4,500
4,500
PAGE 220
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
5280 - Equip Operations & Maint
7,385
16,000
17,600
5299 - Depreciation Expense
560,030
0
0
5300 - Contract Services
27,807
104,680
115,760
5304 - Contract Serv/Facilities
93,857
178,420
181,460
5310 - Tree Maintenance
0
0
35,980
5400 - Telephone Utilities
1,166
1,230
1,230
5401 - Gas Utilities
7,004
7,200
14,250
5402 - Water Utilities
91,796
88,210
100,440
5403 - Electric Utilities
57,805
150,000
150,000
5501 - Admin./General Overhead
20,000
20,000
20,000
5700 - Interest Expense
17,907
16,660
15,390
5701 - Principal Repayments
124,653
125,910
127,180
5704 - Long Term Debt Repymt Contra
(124,653)
0
0
TOTAL SPORTS COMPLEX
705-MUNICIPAL UTILITY
$ 2,301,838 $ 2,423,740 $ 2,405,920
5000 - Regular Salaries
$ 355,688 $
352,890 $
356,740
5010 - Part Time Salaries
40,537
50,360
51,810
Fringe Benefits
192,954
182,060
185,510
5080 - Pension Expense
99,681
0
0
5100 - Travel and Meetings
143
5,250
5,250
5102 - Training
995
42,000
42,000
5150 - Office Supplies & Equipment
2,147
2,500
2,500
5152 - Computer Software
27,300
14,000
14,000
5160 - Membership Dues
17,227
20,140
20,140
5161 - Publications & Subscriptions
2,125
1,930
1,930
5209 - O & M/Electric Utility
6,987,864
8,631,870
11,681,870
5215 - O & M/Computer Equipment
4,344
6,000
4,000
5216 - Solar Net Metering
28,867
1,000
1,000
5220 - Cellular Technology
84,338
86,300
86,300
5299 - Depreciation Expense
1,252,718
0
0
5309 - Contract Srvc/Electric Utility
523,766
932,390
937,390
5312 - Legal Services
180,613
230,000
230,000
5400 - Telephone Utilities
578
540
540
5501 - Admin./General Overhead
200,950
200,950
210,690
5603 - Capital Outlay -Equipment
211,859
400,000
215,000
5650 - Capital Project
1,063,733
316,000
691,000
5699 - Capital Proj Contra Acct (FS)
(1,259,211)
0
0
5720 - Misc Contributions to City
5,000
5,000
5,000
5899 - Clearing Acct-Electric Utility
(754)
0
0
5900 - Bad Debt Expense -Electric Util
33,886
0
0
9001 - Transfer Out -General Fund
1,322,320
1,414,010
1,474,290
9709 - Transfer Out -Cap and Trade Fun
2,523,940
0
0
TOTAL MUNICIPAL UTILITY
706-UTILITY PUBLIC BENEFIT FUND
$ 13,903,608 $ 12,895,190 $ 16,216,960
PAGE 221
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
5000 - Regular Salaries
$
138,937
$ 139,050
$
139,330
Fringe Benefits
72,479
68,600
68,910
5160 - Membership Dues
3,620
1,220
1,220
5161 - Publications & Subscriptions
0
200
200
5209 - O & M/Electric Utility
265,062
196,800
196,800
5300 - Contract Services
0
25,000
25,000
5501 - Admin./General Overhead
20,390
20,390
19,880
TOTAL UTILITY PUBLIC BENEFIT FUND
$
500,488
S 451,260
$
451,340
708-RCMU CAPITAL REPLACEMENT FUND
5501 - Admin./General Overhead
$
4,130
$ 4,130
$
0
TOTAL RCMU CAPITAL REPLACEMENT FUND
$
4,130
$ 4,130
$
0
709-RCMU CAP AND TRADE FUND
5209 - O & M/Electric Utility
$
150,000
$ 0
$
0
5501 - Admin./General Overhead
250
250
0
TOTAL RCMU CAP AND TRADE FUND
$
150,250
$ 250
$
0
711-FIBER OPTIC NETWORK
5150 - Office Supplies & Equipment
$
0
$ 0
$
5,000
5160 - Membership Dues
339
550
550
5200 - Operations & Maintenance
133,897
126,200
276,200
5299 - Depreciation Expense
174,374
0
0
5300 - Contract Services
226,155
299,300
299,300
5330 - Payment to Trustee
5,500
5,500
5,500
5501 - Admin./General Overhead
14,310
14,310
14,310
5650 - Capital Project
432,297
0
10,000
5699 - Capital Proj Contra Acct (FS)
(390,926)
0
0
5700 - Interest Expense
442,007
497,300
484,100
5701 - Principal Repayments
425,000
440,000
450,000
5704 - Long Term Debt Repymt Contra
(425,000)
0
0
TOTAL FIBER OPTIC NETWORK
$
1,037,953
$ 1,383,160
$
1,544,960
712-EOUIP/VEHICLE REPLACEMENT
5200 - Operations & Maintenance
$
240,214
$ 265,350
$
356,850
5299 - Depreciation Expense
924,505
0
0
5300 - Contract Services
8,800
13,500
13,500
5501 - Admin./General Overhead
22,590
22,590
30,080
5603 - Capital Outlay -Equipment
198,991
244,460
529,070
5604 - Capital Outlay -Vehicles
149,791
110,000
380,000
5650 - Capital Project
150,000
150,000
150,000
5699 - Capital Proj Contra Acct (FS)
(305,629)
0
0
TOTAL EQUH'NEHICLE REPLACEMENT
$
1,389,262
$ 805,900
$
1,459,500
PAGE 222
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
714-COMP EOUIP/TECH REPLCMENT FUND
5152 - Computer Software
5200 - Operations & Maintenance
5215 - O & M/Computer Equipment
5299 - Depreciation Expense
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5605 - Capital Outlay -Computer Equip
5699 - Capital Proj Contra Acct (FS)
5700 - Interest Expense
5703 - Capital Lease Payment
5704 - Long Term Debt Repymt Contra
TOTAL COMP EQUIP/TECH REPLCMENT FUND
838-AD 91-2 REDEMPTION -DAY CANYON
5000 - Regular Salaries
Fringe Benefits
5500 - Assessment Administration
5501 - Admin./General Overhead
TOTAL AD 91-2 REDEMPTION -DAY CANYON
847-PD 85 CAPITAL REPLACEMENT FUND
5200 - Operations & Maintenance
5252 - Emergency Equipment & Veh Rntl
5300 - Contract Services
5501 - Admin./General Overhead
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
TOTAL PD 85 CAPITAL REPLACEMENT FUND
848-PD 85 REDEMPTION FUND
5000 - Regular Salaries
5005 - Overtime Salaries
Fringe Benefits
5200 - Operations & Maintenance
5204 - O & M/Facilities
5252 - Emergency Equipment & Veh Rntl
5280 - Equip Operations & Maint
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 0
$ 0
$
175,000
(1,250)
5,000
0
22,251
125,000
175,000
828,701
0
0
587,104
140,530
4,600,000
13,040
13,040
19,510
0
0
60,000
498,570
190,000
1,060,000
(452,512)
0
0
47,428
0
19,990
470,310
527,340
507,340
(470,310)
0
0
$ 1,543,332
$ 1,000,910
$
6,616,840
$ 11,005
$ 14,450
$
13,360
5,889
7,230
6,680
1,900
1,900
1,300
2,590
2,590
2,770
$ 21,384
$ 26,170
$
24,110
$ 0
$ 15,000
$
15,000
0
2,000
2,000
0
23,000
23,000
720
720
1,050
53,330
0
200,000
0
500,000
459,870
$ 54,050
$ 540,720
$
700,920
$ 94,518
$ 157,770
$
156,730
186
3,680
3,680
50,275
78,640
78,430
23,593
53,000
57,120
2,313
2,500
3,000
0
6,500
6,500
895
1,000
3,000
239,506
279,860
368,470
22,530
13,000
14,260
26,102
26,210
24,240
3,666
3,940
3,940
167,347
186,280
193,210
87,648
136,650
136,860
PAGE 223
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
5500 - Assessment Administration
144,590
144,590
99,190
5501 - Admin./General Overhead
54,060
54,060
63,140
5607 - Cap Outlay-Impry Oth Than Bldg
0
580,000
0
5650 - Capital Project
59,874
0
0
5720 - Misc Contributions to City
2,960
2,960
2,960
9847 - Transfer Out -Fund 847
116,800
116,800
116,800
TOTAL PD 85 REDEMPTION FUND
$
1,096,863
$
1,847,440
$ 1,331,530
868-CFD 2000-03 PARK MAINTENANCE
5000 - Regular Salaries
$
120,744
$
133,490
$ 134,670
5010 - Part Time Salaries
10,172
12,390
7,280
Fringe Benefits
65,953
69,910
69,470
5200 - Operations & Maintenance
19,155
25,000
27,500
5300 - Contract Services
65,345
77,240
78,520
5310 - Tree Maintenance
1,574
5,000
5,520
5402 - Water Utilities
97,900
120,020
120,020
5403 - Electric Utilities
2,882
3,120
3,120
5500 - Assessment Administration
1,890
1,890
1,290
5501 - Admin./General Overhead
68,660
68,660
79,520
TOTAL CFD 2000-03 PARK MAINTENANCE
$
454,275
$
516,720
$ 526,910
875-CFD 2017-01 NO. ETIWANDA
5500 - Assessment Administration
$
1,200
$
1,200
$ 1,200
5501 - Admin./General Overhead
20
20
20
TOTAL CFD 2017-01 NO. ETIWANDA
$
1,220
$
1,220
$ 1,220
876-CFD 2018-01 EMPIRE LAKES
5102 - Training
$
0
$
0
$ 220
5160 - Membership Dues
0
0
80
5200 - Operations & Maintenance
0
10,000
11,070
5300 - Contract Services
50,250
18,390
19,060
5380 - Contract Equip. Maint/Repair
0
0
110
5403 - Electric Utilities
5,528
6,000
6,500
5500 - Assessment Administration
1,200
1,960
1,850
5501 - Admin./General Overhead
0
0
3,030
5603 - Capital Outlay -Equipment
211,045
0
0
9130 - Transfer Out-LMD1
2,710
26,440
37,720
9141 - Transfer Out -Fund 141
810
7,940
11,320
9151 - Transfer Out -Fund 151
680
7,940
11,320
9152 - Transfer Out-SLD2
1,900
18,510
26,400
9847 - Transfer Out -Fund 847
950
10,580
15,090
9848 - Transfer Out -Fund 848
1,220
11,900
15,090
9877 - Transfers Out - CFD Emp Lak
74,600
97,050
99,960
TOTAL CFD 2018-01 EMPIRE LAKES
$
350.893
$
216.710
$ 258.820
PAGE 224
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
281-FIRE FUND
5000 - Regular Salaries
5005 - Overtime Salaries
5010 - Part Time Salaries
Fringe Benefits
5060 - Tuition Reimbursement
5082 - Reimb Personnel from CFD 85-1
5083 - Reimb Personnel from CFD 88-1
5093 - Other Funds -Salary Reimbursmnt
5100 - Travel and Meetings
5102 - Training
5150 - Office Supplies & Equipment
5151 -Postage
5155 - Public Relations/Educ Material
5160 - Membership Dues
5161 - Publications & Subscriptions
5165 - Licenses, Permits & Fees
5200 - Operations & Maintenance
5204 - O & M/Facilities
5220 - Cellular Technology
5240 - Operation of Acquired Property
5250 - Vehicle Operations & Maint.
5252 - Emergency Equipment & Veh Rntl
5255 - Gasoline
5256 - Diesel Fuel
5258 - Propane
5280 - Equip Operations & Maint
5285 - Safety Gear & Equipment
5290 - Specialized Tools & Equipment
5291 - Equipment Supplies & Repairs
5300 - Contract Services
5304 - Contract Serv/Facilities
5312 - Legal Services
5320 - Hazardous Waste Removal
5321 - Fire Incident Costs
5400 - Telephone Utilities
5401 - Gas Utilities
5402 - Water Utilities
5403 - Electric Utilities
5410 - Property Insurance
5411 - Other Insurance
5416 - General Liability Insurance
5500 - Assessment Administration
5501 - Admin./General Overhead
2020/21
Actual
2021/22
Adopted
Budget
2022/23
Adopted
Budget
$ 170,468,376 $
201,210,290 $
278,469,810
$ 14,878,257 $
15,652,970 $
16,488,240
3,140,083
4,413,540
4,702,610
145,488
83,640
92,160
10,716,251
11,894,770
12,858,230
3,669
10,000
0
(5,803,890)
(6,225,520)
(7,536,140)
(2,155,810)
(2,358,010)
(2,473,140)
(26,725)
(26,730)
(28,020)
3,926
29,800
37,400
45,225
155,780
191,070
22,155
32,000
32,000
11
300
300
21,436
25,750
25,750
7,232
10,060
10,080
3,341
7,870
11,720
8,819
9,640
10,870
329,317
385,440
420,460
57,298
70,000
70,500
60,007
67,620
67,620
2,675
2,800
2,800
202,345
216,740
226,860
0
1,500
1,500
34,742
41,830
46,810
133,678
136,400
193,620
1,888
15,000
15,000
25,204
38,680
44,680
114,541
98,740
118,740
33,640
51,180
55,160
46,407
49,900
74,200
1,290,493
1,517,180
1,644,910
318,095
353,930
412,630
149,068
129,130
75,000
160
2,500
2,500
392
4,500
10,000
14,502
16,680
19,160
11,133
13,740
21,860
22,236
27,410
29,480
87,506
109,020
116,650
135,288
329,350
395,220
5,415
15,220
47,800
406,874
344,980
598,740
97,570
97,570
70,350
3,118,370
3,221,590
3,353,760
PAGE 225
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
5510 - Property Tax Admin. Fee
149,492
172,120
163,810
5700 - Interest Expense
47,559
31,370
14,430
5701 - Principal Repayments
352,426
368,620
385,560
5704 - Long Term Debt Repymt Contra
(352,426)
0
0
5720 - Misc Contributions to City
363,820
610,630
927,600
5725 - Other Expenditures
4,721,000
3,618,000
3,717,000
5901 - Bad Debt Expense -Other
194,269
0
0
9282 - Transfer Out-CFD 85-1
0
0
1,240,940
9283 - Transfer Out-CFD 88-1
1,954,205
2,175,200
2,322,900
TOTAL FIRE FUND
$
35,138,657
$ 38,050,430
$
41,331,380
282-COMMUNITY FACILITIES DIST 85-1
5081 - Reimb Personnel to Fire Fund
$
5,803,890
$ 6,225,520
$
7,536,140
5165 - Licenses, Permits & Fees
3,049
3,180
3,690
5200 - Operations & Maintenance
8,254
10,000
10,000
5300 - Contract Services
363,136
374,450
418,020
5400 - Telephone Utilities
4,570
4,750
5,070
5401 - Gas Utilities
8,359
9,170
15,460
5402 - Water Utilities
12,189
13,890
13,890
5403 - Electric Utilities
61,865
67,430
68,020
5501 - Admin./General Overhead
292,080
292,080
329,070
5650 - Capital Project
0
0
855,000
TOTAL COMMUNITY FACILITIES DIST 85-1
$
6,557,392
$ 7,000,470
$
9,254,360
283-COMMUNITY FACILITIES DIST 88-1
5081 - Reimb Personnel to Fire Fund
$
2,155,810
$ 2,358,010
$
2,473,140
5165 - Licenses, Permits & Fees
1,462
1,520
1,660
5200 - Operations & Maintenance
3,729
4,000
4,000
5300 - Contract Services
90,315
93,200
103,950
5400 - Telephone Utilities
1,859
1,950
2,180
5401 - Gas Utilities
2,293
2,170
4,380
5402 - Water Utilities
3,746
5,240
5,240
5403 - Electric Utilities
17,107
17,200
20,260
5501 - Admin./General Overhead
110,760
110,760
130,110
TOTAL COMMUNITY FACILITIES DIST 88-1
$
2,387,081
$ 2,594,050
$
2.744,920
285-FIRE TECHNOLOGY FEE FUND
5501 - Admin./General Overhead
$
210
$ 210
$
0
TOTAL FIRE TECHNOLOGY FEE FUND
$
210
$ 210
$
0
288-FIRE PROTECTION CAPITAL FUND
5152 - Computer Software
$
0
$ 0
$
246,000
5200 - Operations & Maintenance
87,566
165,000
189,600
5207 - O & M/Capital Supplies
167,976
258,350
1,407,000
PAGE 226
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditure Detail - All Funds
5215 - O & M/Computer Equipment
5250 - Vehicle Operations & Maint.
5280 - Equip Operations & Maint
5290 - Specialized Tools & Equipment
5300 - Contract Services
5321 - Fire Incident Costs
5501 - Admin./General Overhead
5600 - Capital Outlay -Land
5602 - Capital Outlay -Bldg & lmprvmnt
5603 - Capital Outlay -Equipment
5604 - Capital Outlay -Vehicles
5605 - Capital Outlay -Computer Equip
5606 - Capital Outlay-Furn/Fixtures
5650 - Capital Project
5720 - Misc Contributions to City
9714 - Transfer Out - Comptr Eq Rplc
TOTAL FIRE PROTECTION CAPITAL FUND
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
37,085
7,280
34,310
47,678
50,000
50,000
2,006
3,000
3,000
1,800
175,200
3,000
178,205
60,000
260,000
0
0
5,000
51,700
51,700
57,870
717,168
0
0
0
300,000
200,000
94,984
43,000
0
55,200
2,260,000
2,696,000
137,977
240,000
695,000
165,742
0
0
6,154,516
15,400,000
14,375,520
116,240
0
0
113,346
105,470
105,470
a a,i�y,iay a iy,iiy,uuu a zu,sLi,iiu
R 52212.529 P 66.764.160 R 7365R_430
$ 222,680,905 $ 267,974,450 $ 352,128,240
PAGE 227
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditures by Fund
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
DIVISION
001 - NON -DEPARTMENTAL GENERAL
$ 6,756,657 $
5,715,190 $
6,163,480
002 - NON -DEPARTMENTAL PERSONNEL
398,179
148,200
2,100,090
101 - CITY COUNCIL
115,581
137,600
128,250
102 - CITY MANAGEMENT
919,090
1,079,110
1,212,300
103 - CITY CLERK
2,036
1,980
2,010
104 - ANIMAL CARE AND SERVICES
2,399,151
3,189,380
3,650,100
106 - RECORDS MANAGEMENT
560,600
519,850
1,108,730
107 - HEALTHY RC PROGRAM
569,580
620,230
641,680
108 - COMMUNITY AFFAIRS
445,883
548,640
543,740
201 - ADMIN SRVCS-ADMINISTRATION
188,069
190,750
224,340
204 - BUSINESS LICENSING
344,596
378,360
429,650
205 - CITY FACILITIES
828,886
1,009,270
1,143,940
206 - FINANCE
1,433,771
1,598,930
1,850,760
209 - INNOVATION & TECHNOLOGY SRVCS
3,441,007
3,917,550
4,608,440
210 - HUMAN RESOURCES
561,478
596,590
760,470
211 - PROCUREMENT
258,672
266,770
262,700
212 - RISK MANAGEMENT
272,211
298,600
313,410
213 - TREASURY MANAGEMENT
10,207
6,140
27,890
217 - CITY TELECOMMUNICATIONS
228,027
241,490
249,450
301 - ECONOMIC AND COMMUNITY DVLPMNT
691,720
886,470
1,460,730
302 - BUILDING AND SAFETY
1,718,897
1,911,330
2,422,190
303 - ENGINEERING - ADMINISTRATION
329,763
372,640
535,670
305 - ENGINEERING - DEVELOPMENT MGT
915,257
1,023,390
1,354,720
306 - ENGINEERING - NPDES
246,984
246,430
338,830
307 - ENGINEERING - PROJECT MGT
584,663
686,180
840,300
308 - ENGINEERING - TRAFFIC MGT
175,423
241,050
304,470
311 - FIRE FACILITIES MAINTENANCE
310,090
372,330
401,390
312 - CITY FACILITIES MAINTENANCE
3,096,678
3,747,020
4,559,120
314 - PLANNING
1,663,697
1,976,590
2,185,510
315 - PLANNING COMMISSION
9,284
20,390
21,590
317 - VEHICLE AND EQUIP. MAINT.
1,013,706
1,181,990
2,290,360
318 - STREET MAINTENANCE
2,181,790
2,563,580
2,902,980
319 - PARK MAINTENANCE
2,617,513
3,016,970
2,884,920
322 - COMMUNITY IMPROVEMENT
632,402
849,820
874,930
401 - COMMUNITY SRVCS-ADMINISTRATION
1,056,461
1,811,190
2,191,950
402 - CSD-CENTRAL PARK OPERATIONS
526,282
1,401,760
1,453,340
403 - CSD-LIONS CENTER
332,271
891,170
637,640
404 - CSD-RC FAMILY RESOURCE CENTER
158,146
177,830
155,560
405 - CSD-RC SPORTS CENTER
296,406
673,810
611,250
406 - CSD-SPECIAL EVENTS
158,245
277,710
506,850
407 - CSD-VICTORIA GARDENS CULT CTR
597,325
2,412,180
3,167,720
408 - CSD-CONTRACT CLASSES
201,851
601,020
610,630
409 - CSD-PARK SERVICES
132,877
394,350
444,290
701 - POLICE -ADMINISTRATION
42,911,856
46,958,580
48,954,570
PAGE 228
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditures by Fund
TOTAL GENERAL FUND
OTHER GENERAL FUNDS
2021/22 2022/23
2020/21 Adopted Adopted
Actual Budget Budget
$ 82,293,268 $ 95,160,410 $ 107,532,940
003 - REIMB ST/COUNTY PARKING CIT
$ 105,348 $
109,650 $
95,930
006 - CVWD REIMBURSEMENTS
585,953
605,620
618,230
008 - CNTY OF S. B. REIMBURSEMENTS
26,038
0
0
016 - COMM DEV TECHNICAL SRVCS FUND
1,604,226
56,500
709,000
017 - LAW ENFORCEMENT RESERVE
4,198,257
533,900
394,560
018 - TRAFFIC SAFETY
78,307
339,350
409,650
020 - CITY TECHNOLOGY FEE FUND
145,910
145,910
152,710
022 - MOBILE HOME PARK PROGRAM
27,320
32,320
33,740
023 - SB1186 CERT ACCESS SPEC PROG
4,578
5,770
31,940
025 - CAPITAL RESERVE
5,354,153
7,158,620
10,842,780
073 - BENEFITS CONTINGENCY
982,673
917,830
1,139,460
TOTAL OTHER GENERAL FUNDS
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
101 -AD 93-1 MASI COMMERCE CENTER
105 - AB2766 AIR QUALITY IMPROVEMENT
106 - MSRC AIR POLLUTION REDUCT GRNT
109 - PUBLIC ART TRUST FUND
110 - BEAUTIFICATION
I I I - PARK LAND ACQUISITION
112 - DRAINAGE FAC/GENERAL
113 - COMMUNITY/REC CENTER DEVELPMNT
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
115 - HENDERSON/WARDMAN DRAINAGE
116 - ETIWANDA DRAINAGE
118 - UPPER ETIWANDA DRAINAGE
119 - PARK IMPROVEMENT
120 - PARK DEVELOPMENT
122 - SOUTH ETIWANDA DRAINAGE
123 - LIBRARY IMPACT FEE
124 - TRANSPORTATION
125 - ANIMAL CENTER IMPACT FEE
126 - LOWER ETIWANDA DRAINAGE
127 - POLICE IMPACT FEE
128 - ETIWANDA NO. EQUESTRIAN FACIL.
129 - UNDERGROUND UTILITIES
130 - LMD #1 GENERAL CITY
131 - LMD 92 VICTORIA
132 - LMD #3A HYSSOP
133 - LMD #3B MEDIANS
134 - LMD #4R TERRA VISTA
135 - LMD #5 ANDOVER
136 - LMD #6R CARYN COMMUNITY
137 - LMD #7 NORTH ETIWANDA
138 - LMD #8 SOUTH ETIWANDA
139 - LMD #9 LOWER ETIWANDA
140 - LMD #10 RANCHO ETIWANDA
$ 13,112,763 $
805,994
180
746,484
30,000
2,843
31,465
15,454
3,563,206
6,147
250
360
30,604
450
7,017
321,903
800
2,646
3,048,294
368
480
1,573
540
9,905,470 $
1,064,140
180
334,520
0
45,040
15,790
2,480
328,970
910
250
360
133,010
450
750
1,096,290
800
260
9,638,710
60
480
170,200
540
14,428,000
792,950
0
312,120
0
48,510
400
2,850
156,700
690
130
0
103,310
0
1,911,860
518,580
460
1,150
8,790,260
20,630
290
171,280
0
16,292
8,330
4,980
1,432,584
1,480,350
1,764,620
3,927,583
4,987,750
6,330,540
32,439
0
0
829,936
976,900
1,153,460
2,577,912
3,367,660
3,477,670
4,029
8,370
9,420
626,501
671,230
679,620
1,114,774
1,354,180
1,345,500
46,825
42,230
47,720
691,339
644,010
691,600
618,653
842,440
784,140
PAGE 229
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditures by Fund
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
141 - LMD 1 CAPITAL REPLACEMENT FUND
650
189,570
166,760
150 - GENERAL CITY STREET LIGHTS
238,382
354,830
350,000
151 - SLD #1 ARTERIAL
739,560
814,140
912,010
152 - SLD #2 RESIDENTIAL
423,729
459,800
497,360
153 - SLD #3 VICTORIA
206,302
1,556,290
255,630
154 - SLD #4 TERRA VISTA
124,450
653,400
156,920
155 - SLD #5 CARYN COMMUNITY
51,359
60,120
56,800
156 - SLD #6 INDUSTRIAL AREA
92,893
596,750
118,810
157 - SLD 47 NORTH ETIWANDA
125,738
160,750
172,690
158 - SLD #8 SOUTH ETIWANDA
74,107
336,140
90,070
174 - STATE GAS TAX
2,650,120
7,057,210
7,756,680
176 - MEASURE I 1990-2010
162,931
101,690
230
177 - MEASURE I 2010-2040
3,481,198
2,996,710
3,935,700
179 - ROAD MAINT & REHAB ACCT
2,925,966
4,482,910
1,604,350
181 - SB 1 - TCEP
4,627,947
12,500,650
62,352,350
188 - INTEGRATED WASTE MANAGEMENT
1,494,145
1,594,090
1,554,560
194 - PROPOSITION 113 STATE FUNDING
200
200
110
195 - STATE ASSET SEIZURE
16,582
18,150
4,150
196 - CA ASSET SEIZURE 15%
70
3,050
3,020
198 - CITYWIDE INFRASTRUCTURE IMPRV
361,698
163,800
1,446,540
204 - COMMUNITY DEVELOPMENT BLK GRNT
1,528,062
1,838,390
1,132,350
214 - PEDESTRIAN GRANT/ART 3
51,073
398,550
403,000
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
10,950
0
0
225 - CA RECYC/LITTER REDUCTION GRNT
55,644
59,690
57,070
227 - USED OIL RECYCLING PROGRAM
49,577
50,200
26,450
274 - STATE GRANTS FUND
223,240
2,686,760
102,360
275 - FEDERAL GRANTS FUND
5,730,616
0
1,000,000
290 - LIBRARY FUND
4,961,523
5,604,780
6,953,610
291 - CA STATE LIBRARY
43,674
29,680
20,610
292 - STAFF INNOVATION FD (CA ST LB)
250
7,750
8,700
302 - LIBRARY SERVICES & TECH. ACT
37,060
0
0
329 - LIBRARY CAPITAL FUND
296,359
1,225,710
3,899,840
354 - COPS PROGRAM GRANT -STATE
237,802
308,520
309,400
361 - JUSTICE ASSISTANCE GRANT(JAG)
0
18,060
0
380 - HOMELAND SECURITY GRANT -FIRE
26,780
0
0
381 - HOMELAND SECURITY GRANT -POLICE
33,165
68,000
37,300
383 - EMERGENCY MGMT PERFORMNCE GRNT
26,725
26,730
28,020
396 - HOUSING SUCCESSOR AGENCY
603,358
387,200
383,600
399 - EIFD
0
0
51,350
838 - AD 91-2 REDEMPTION -DAY CANYON
21,384
26,170
24,110
847 - PD 85 CAPITAL REPLACEMENT FUND
54,050
540,720
700,920
848 - PD 85 REDEMPTION FUND
1,096,863
1,847,440
1,331,530
868 - CFD 2000-03 PARK MAINTENANCE
454,274
516,720
526,910
875 - CFD 2017-01 NO. ETIWANDA
1,220
1,220
1,220
876 - CFD 2018-01 EMPIRE LAKES
350,893
216,710
258,820
TOTAL SPECIAL REVENUE
$ 54,228,494 $
77,176,890 $
127,813,350
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
602 - AD 84-1 DAY CREEK/MELLO
612 - CFD 2001-01
10 $ 10 $
890 890
2,020 2,020
PAGE 230
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Expenditures by Fund
2021/22
2022/23
2020/21
Adopted
Adopted
Actual
Budget
Budget
614 - CFD 2003-01 PROJECT FUND
60
60
0
TOTAL CAPITAL PROJECTS
$
2,980
$ 2,980
$ 0
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$
2,301,838
$ 2,423,740
$ 2,405,920
705 - MUNICIPAL UTILITY
13,903,608
12,895,190
16,216,960
706 - UTILITY PUBLIC BENEFIT FUND
500,489
451,260
451,340
708 - RCMU CAPITAL REPLACEMENT FUND
4,130
4,130
0
709 - RCMU CAP AND TRADE FUND
150,250
250
0
711 - FIBER OPTIC NETWORK
1,037,953
1,383,160
1,544,960
TOTAL ENTERPRISE FUNDS
$
17,898,268
$ 17,157,730
$ 20,619,180
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT
$
1,389,263
$ 805,900
$ 1,459,500
714 - COMP EQUIP/TECH REPLCMENT FUND
1,543,333
1,000,910
6,616,840
TOTAL INTERNAL SERVICE FUNDS
$
2,932,596
$ 1,806,810
$ 8,076,340
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
R 170.46R_169 P 201 710 790 R 27R_469 R10
$ 35,138,655 $ 38,050,430 $ 41,331,380
6,557,391 7,000,470 9,254,360
2,387,081 2,594,050 2,744,920
210 210 0
8,129,189 19,119,000 20,327,770
S 52.212.526 $ 66.764.160 $ 73.658.430
$ 52,212,526 $ 66,764,160 $ 73,658,430
$ 222,680,895 $ 267,974,450 $ 352,128,240
PAGE 231
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE 232
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Summary
ADOPTED
DEPARTMENT
2020/21
2021/22
2022/23
GOVERNANCE
City Council
5.00
5.00
5.00
City Clerk
1.00
1.00
1.00
City Treasurer
1.00
1.00
1.00
City Management
17.00
17.00
18.00
TOTAL GOVERNANCE
24.00
24.00
25.00
PUBLIC SAFETY
Fire District
121.00
122.00
131.00
Animal Services
19.00
19.00
23.00
Community Improvement
5.00
5.25
5.75
TOTAL PUBLIC SAFETY
145.00
146.25
159.75
CIVIC AND CULTURAL SERVICES
Records Management
5.00
5.00
6.00
Community Services
29.00
31.00
37.00
Library Services
26.00
26.00
29.00
TOTAL CIVIC AND CULTURAL SERVICES
60.00
62.00
72.00
ADMINISTRATIVE SERVICES
Administration/Procurement
1.00
1.00
4.00
Finance
23.00
23.00
24.50
Human Resources
8.00
8.00
9.00
Innovation and Technology
24.00
25.00
25.00
TOTAL ADMINISTRATIVE SERVICES
56.00
57.00
62.50
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
3.00
3.00
6.00
Building and Safety Services
15.00
16.25
20.25
Engineering Services
35.00
36.50
38.50
Planning
11.00
11.00
13.00
Public Works Services
122.00
122.00
130.00
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
186.00
188.75
207.75
TOTAL FULL-TIME POSITIONS
471.00
478.00
527.00
PAGE233
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
GOVERNANCE
Elected Officials
Mayor
Councilmember
City Clerk
City Treasurer
Total Elected Officials
City Management
Administrative Assistant
Assistant City Manager*
Assistant to the City Manager*
City Manager
Community Affairs Coordinator
Community Affairs Officer
Community Affairs Senior Coordinator
Community Affairs Technician
Community Programs Coordinator
DCM/Civic & Cultural Services**
Executive Assistant II (1)
Management Aide
Management Analyst I
Management Analyst II
Management Analyst III
Principal Management Analyst**
Senior Executive Assistant
Total City Management
TOTAL GOVERNANCE
ADOPTED
2020/21 2021/22 2022/23
1.00
1.00
1.00
4.00
4.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
7.00 7.00 7.00
1.00
1.00
2.00
-
0.50
1.00
-
-
1.00
1.00
1.00
1.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
-
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
1.00
17.00 17.00 18.00
24.00 24.00 25.00
PAGE 234
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
ADOPTED
2020/21 2021/22 2022/23
PUBLIC SAFETY
Fire District
Administrative Assistant
3.00
3.00
3.00
Business Manager
1.00
1.00
1.00
Captain Specialist
3.00
3.00
3.00
Community Affairs Senior Coordinator
1.00
1.00
1.00
Emergency Management Coordinator
1.00
1.00
1.00
EMS Administrator
1.00
1.00
1.00
EMS Quality Improvement Nurse
-
1.00
1.00
Executive Assistant I**
1.00
1.00
-
Executive Assistant II
1.00
1.00
1.00
Field Training Officer
1.00
1.00
1.00
Fire Battalion Chief
4.00
4.00
4.00
Fire Captain* (2)
27.00
27.00
30.00
Fire Chief
1.00
1.00
1.00
Fire Deputy Chief
2.00
2.00
2.00
Fire Engineer* (2)
27.00
27.00
30.00
Fire Equipment Apprentice Mechanic**
1.00
1.00
-
Fire Equipment Lead Mechanic
1.00
1.00
1.00
Fire Equipment Mechanic*
2.00
2.00
3.00
Fire Marshall
1.00
1.00
1.00
Fire Prevention Specialist I
2.00
2.00
2.00
Fire Prevention Specialist II
2.00
2.00
2.00
Fire Prevention Supervisor
2.00
2.00
2.00
Fire Shop Supervisor
1.00
1.00
1.00
Firefighter* (2)
33.00
33.00
36.00
Management Aide*
-
-
1.00
Management Analyst I
1.00
1.00
1.00
Management Analyst II
1.00
1.00
1.00
Total Fire District
121.00
122.00
131.00
PAGE 235
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
Animal Services
ADOPTED
2020/21 2021/22 2022123
Administrative Assistant
2.00
-
-
Animal Behavior Specialist
1.00
1.00
1.00
Animal Care Supervisor
2.00
2.00
2.00
Animal Caretaker*
-
-
1.00
Animal Center Manager
1.00
1.00
1.00
Animal Rescue Specialist
1.00
1.00
1.00
Animal Services Director
1.00
1.00
1.00
Animal Services Dispatcher
1.00
1.00
1.00
Animal Services Officer*
3.00
3.00
4.00
Community Programs Specialist
1.00
-
-
Customer Care Assistant*
-
2.00
3.00
Deputy Director of Animal Services*
-
-
1.00
Management Aide
-
1.00
1.00
Senior Animal Care Supervisor*
-
-
1.00
Senior Animal Services Officer**
1.00
1.00
-
Senior Veterinary Technician
1.00
1.00
1.00
Veterinarian
1.00
1.00
1.00
Veterinary Assistant
1.00
1.00
1.00
Veterinary Technician
2.00
2.00
2.00
Total Animal Services
19.00
19.00
23.00
Community Improvement
Community Improvement Manager
1.00
1.00
1.00
Community Improvement Officer I* (3)
1.00
1.00
1.50
Community Improvement Officer II
2.00
2.00
2.00
Management Analyst I (4)
-
0.25
0.25
Senior Community Improvement Officer
1.00
1.00
1.00
Total Community Improvement
5.00
5.25
5.75
TOTAL PUBLIC SAFETY 145.00 146.25 159.75
PAGE 236
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
CIVIC AND CULTURAL SERVICES
Records Management
Administrative Assistant
City Clerk Records Management Analyst
City Clerk Services Director
Deputy Director of City Clerk Services
Executive Assistant I
Management Analyst I* (5)
Total Records Management
ADOPTED
2020/21 2021/22 2022123
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
1.00
5.00 5.00 6.00
Community Services
Administrative Assistant
1.00
1.00
1.00
Box Office Coordinator
1.00
1.00
1.00
Community Services Coordinator*
10.00
10.00
11.00
Community Services Director
1.00
1.00
1.00
Community Services Manager
-
-
-
Community Services Superintendent*
1.00
2.00
3.00
Community Services Supervisor*
4.00
4.00
6.00
Community Services Technician
1.00
1.00
1.00
Deputy Community Services Director
1.00
1.00
1.00
Event & Rental Services Coordinator
1.00
1.00
1.00
Executive Assistant II (1)
1.00
1.00
1.00
Front of House Coordinator
1.00
1.00
1.00
Management Aide
1.00
1.00
1.00
Management Analyst I
1.00
1.00
1.00
Management Analyst II** (16)
2.00
1.00
-
Management Analyst III
-
1.00
1.00
Park Ranger
-
1.00
1.00
Patron and Events Supervisor
1.00
1.00
1.00
Procurement Technician*
-
-
1.00
Theater Productions Supervisor
1.00
1.00
1.00
Theatre Production Coordinator*
-
-
1.00
Theatre Technician III*
-
-
1.00
Total Community Services
29.00
31.00
37.00
PAGE 237
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
Library Services
Deputy Director of Library Services
Executive Assistant II
Librarian I (7)
Librarian II
Library Assistant I*
Library Assistant II
Library Clerk
Library Director
Library Services Manager
Library Technician*
Senior Librarian
Total Library Services
TOTAL CIVIC AND CULTURAL SERVICES
ADOPTED
2020/21 2021/22 2022/23
1.00
1.00
1.00
1.00
1.00
1.00
7.00
7.00
7.00
4.00
4.00
4.00
-
-
2.00
2.00
2.00
2.00
3.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
4.00
5.00
2.00
2.00
2.00
26.00 26.00 29.00
60.00 62.00 72.00
PAGE238
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
ADMINISTRATIVE SERVICES
Administration/ Procurement
DCM/Administrative Services
Procurement Manager (8)
Procurement Technician (8)
Total Admin/Procurement
Finance
Account Clerk
Account Technician
Accounts Payable Supervisor
Budget Analyst
Business License Clerk
Business License Program Supervisor
Business License Technician
Community Improvement Officer I* (3)
Customer Services Representative
Deputy Director of Finance (9)
Executive Assistant I
Finance Director*
Finance Manager
Management Aide
Management Analyst II
Payroll Supervisor
Principal Accountant
Revenue Manager
Senior Accountant
Senior Business License Clerk
Special Districts Analyst
Total Finance
ADOPTED
2020/21 2021/22 2022/23
1.00 1.00 1.00
- - 1.00
- - 2.00
1.00 1.00 4.00
4.00
4.00
4.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
1.00
1.00
1.00
1.00
1.00
1.00
-
-
0.50
2.00
2.00
2.00
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
-
-
1.00
1.00
1.00
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
2.00
2.00
2.00
-
1.00
1.00
1.00
1.00
1.00
23.00 23.00 24.50
PAGE239
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
DEPARTMENT AND POSITION TITLE
2020/21
2021/22
2022/23
Human Resources
Administrative Assistant*
-
-
1.00
Deputy Human Resources Director
1.00
1.00
1.00
Human Resources Business Partner*
-
2.00
3.00
Human Resources Director
1.00
1.00
1.00
Human Resources Technician**
3.00
2.00
1.00
Management Analyst I** (5)
1.00
1.00
0.50
Risk Management Analyst
1.00
-
-
Senior Human Resources Business Partner* (5)
-
-
0.50
Senior Risk Management Analyst
1.00
1.00
1.00
Total Human Resources
8.00
8.00
9.00
Innovation and Technology
Administrative Assistant
2.00
2.00
2.00
Chief Information Security Officer*
-
-
1.00
Deputy Director of Innovation and Technology
1.00
1.00
1.00
GIS Analyst
2.00
2.00
2.00
GIS Specialist (10)
2.00
2.00
2.00
GIS Supervisor
1.00
1.00
1.00
Information Technology Analyst I (11)
3.00
3.00
3.00
Information Technology Analyst II* (12)
3.00
3.00
4.00
Information Technology Operations Supervisor*
-
-
1.00
Information Technology Specialist II
2.00
2.00
2.00
Information Technology Technician
-
1.00
1.00
Innovation and Technology Director
1.00
1.00
1.00
Management Analyst I*
-
-
1.00
Procurement Manager (8)
1.00
1.00
-
Procurement Technician (8)
2.00
2.00
-
Senlor GIS Analyst (13)
1.00
1.00
1.00
Senior Information Technology Analyst
2.00
2.00
2.00
Senior Information Technology Specialist**
1.00
1.00
-
Total Innovation and Technology
24.00
25.00
25.00
TOTAL ADMINISTRATIVE SERVICES
56.00 57.00 62.50
PAGE240
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
DCM/Economic & Community Development
Deputy Director of Economic Development*
Economic Development Manager*
Management Aide
Management Analyst I*
Management Analyst II
Total Administration
Building and Safety Services
Administrative Assistant*
Building and Safety Director
Building Inspection Supervisor
Building Inspector
Building Safety Manager
Community Development Technician II* (14)
Deputy Director of Building and Safety*
Executive Assistant II
Management Analyst I (4)
Plans Examiner I
Plans Examiner II
Public Service Technician I
Public Service Technician II
Public Service Technician III
Senior Building Inspector
Senior Plans Examiner
Total Building and Safety Services
ADOPTED
2020/21 2021/22 2022/23
1.00 1.00 1.00
- - 1.00
- - 1.00
1.00 1.00 1.00
- - 1.00
1.00 1.00 1.00
3.00 3.00 6.00
1.00
1.00
2.00
-
1.00
1.00
1.00
1.00
1.00
4.00
4.00
4.00
1.00
-
-
-
1.00
3.00
-
-
1.00
1.00
1.00
1.00
-
0.25
0.25
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
15.00 16.25 20.25
PAGE 241
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
Engineering Services
Administrative Assistant
Assistant Engineer
Associate Engineer
Customer Services Specialist III*
Deputy Director of Engineering
Deputy Director of Engineering/Assistant City Eng.
Deputy Director of Engineering/Utilities & Environ. Svcs
Deputy Director of Engineering/Utility Manager
Engineering Services Director/City Engineer
Engineering Technician
Environmental Programs Coordinator
Environmental Programs Inspector
Environmental Programs Manager
Executive Assistant I*
Management Aide
Management Analyst I (4)
Principal Engineer
Public Services Technician III**
Public Works Inspector I
Public Works Inspector II
Senior Civil Engineer (15)
Supervising Public Works Inspector
Traffic Engineer (16)
Utilities Operations Supervisor
Utility Marker*
Total Engineering Services
Planning
Assistant Planner
Associate Planner
Deputy Director of Planning*
Executive Assistant II
Management Analyst II (16)
Planning and Economic Development Director*
Planning Director**
Planning Technician
Principal Planner
Senior Planner
Total Planning
ADOPTED
2020/21 2021/22 2022123
1.00
1.00
1.00
5.00
6.00
6.00
6.00
6.00
6.00
-
-
2.00
-
1.00
1.00
1.00
-
-
1.00
-
-
-
1.00
1.00
1.00
1.00
1.00
3.00
3.00
3.00
1.00
1.00
1.00
2.00
2.00
2.00
1.00
1.00
1.00
-
-
1.00
2.00
2.00
2.00
2.00
2.50
2.50
1.00
1.00
1.00
2.00
2.00
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
-
1.00
35.00 36.50 38.50
2.00
2.00
2.00
2.00
2.00
2.00
-
-
1.00
1.00
1.00
1.00
1.00
1.00
2.00
-
-
1.00
1.00
1.00
-
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
11.00
11.00
13.00
PAGE 242
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
DEPARTMENT AND POSITION TITLE
Public Works Services
Administrative Assistant
Assistant Engineer**
Associate Engineer*
Deputy Director of Public Works
Electrician
Equipment Operator
Executive Assistant I
Facilities Superintendent
Fleet Supervisor
Inventory Specialist Equipment/Materials
Lead Maintenance Worker*
Lead Mechanic
Maintenance Coordinator*
Maintenance Supervisor**
Maintenance Worker* (17)
Management Analyst I
Management Analyst III
Mechanic*
Parks/Landscape Maintenance Superintendent
Public Works Safety Coordinator
Public Works Services Director
Senior Maintenance Worker
Signal & Lighting Coordinator
Signal & Lighting Technician
Streets/Storm Drain Maintenance Superintendent
Supervising Traffic Systems Specialist*
Total Public Works Services
ADOPTED
2020/21 2021/22 2022/23
1.00
1.00
1.00
1.00
1.00
-
-
-
1.00
1.00
1.00
1.00
2.00
2.00
2.00
5.00
5.00
5.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
15.00
15.00
16.00
1.00
1.00
1.00
9.00
10.00
11.00
10.00
10.00
9.00
50.00
50.00
55.00
2.00
2.00
2.00
1.00
1.00
1.00
2.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
11.00
11.00
11.00
1.00
-
-
2.00
2.00
2.00
1.00
1.00
1.00
-
-
1.00
122.00 122.00 130.00
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 186.00 188.75 207.75
TOTAL FULL-TIME POSITIONS
471.00 478.00 527.00
PAGE243
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Funded Positions by Department - Detail
ADOPTED
DEPARTMENT AND POSITION TITLE
2020/21
2021/22
2022123
PART-TIME EMPLOYEES FTEs (FULL TIME EQUIVALENTS)
GOVERNANCE
City Management
-
-
0.46
TOTAL CITY MANAGEMENT
-
-
0.46
PUBLIC SAFETY
Fire District
3.51
2.76
2.76
Animal Services
14.90
14.52
14.39
Community Improvement
-
0.46
0.46
TOTAL PUBLIC SAFETY
18.41
17.74
17.61
CIVIC AND CULTURAL SERVICES
Records Management
-
-
0.40
Community Services
63.00
64.16
63.87
Library Services
28.60
18.87
23.60
TOTAL CIVIC AND CULTURAL SERVICES
91.60
83.03
87.87
ADMINISTRATIVE SERVICES
Administration/Procurement (8)
-
-
0.60
Innovation and Technology (8)
0.70
0.77
0.24
Finance
0.30
0.33
-
TOTAL ADMINISTRATIVE SERVICES
1.00
1.10
0.84
ECONOMIC AND COMMUNITY DEVELOPMENT
Building and Safety Services
0.50
0.46
-
Engineering Services
0.80
0.72
0.72
Planning
-
-
0.35
Public Works Services
13.20
31.78
28.16
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
14.50
32.96
29.23
TOTAL PART-TIME POSITIONS
125.51
134.83
136.01
Changes in staffing levels for Fiscal Year 2022/23 Adopted Budget
*Position(s) funded for FY 2022/23
**Position(s) defunded for FY 2022/23
(1) Position underfilled by Executive Assistant I
(2) Nine positions funded for second half of fiscal year; three Fire Captain and three Fire Engineer positions underfilled by Firefighter positions
(3) One position split between Community Improvement (50%) and Finance (50%)
(4) One position split between Building and Safety Services (25%), Community Improvement (25%), and Engineering Services (25%)
(5) Position funded half fiscal year
(6) Position transferred from Community Services to Planning
(7) One position underfilled by Library Technician
(8) Procurement Division transferred from Innovation and Technology to Administration
(9) Position funded approximately two-thirds of fiscal year.
(10) One position underfilled by Information Technology Technician
(11) One position underfilled by Information Technology Specialist II
(12) Two positions underfilled by Information Technology Analyst I
(13) Position underfilled by GIs Analyst
(14) Three positions underfilled by Community Development Technician I
(15) Position underfilled by Associate Engineer
(16) Position underfilled by Senior Civil Engineer
(17) One position overfilled by Senior Maintenance Worker
PAGE 244
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
FUND BALANCE SUMMARIES
PAGE245
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE246
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Spendable Fund Balances
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 (inherentlynonsnendable)
• 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, the 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 $19,006,176
Working Capital $ 5,372,993
Funds 281-283 — Fire District Operating Funds:
Working Capital $26,665,330
Changes in Economic Circumstances $ 8,623 493
Employee Leave Payouts $ 4,658,716
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. As indicated in the Glossary of Budget Terms,
a balanced budget is a budget in which the amount of budgeted expenditures is equal to or less than
the amount of budgeted revenues plus available fund balance. 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.
PAGE 247
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Spendable Fund Balances
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July 1, 2022
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2023
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND
$ 37,020,684
$ 105,716,810
$ 1,816,130 $ 4,106,330 $
103,426,610
$ 37,020,684
TOTAL GENERAL FUND
$ 37,020,684
$ 105,716,810
$ 1,816,130 $ 4,106,330 $
103,426,610
$ 37,020,684
OTHER GENERAL RINDS
003 - REIMB ST/COUNTY PARKING CIT
$ 3,826
$ 95,930
$ - $ - $
95,930
$ 3,826
006 - CVWD REIMBURSEMENTS
673,132
510,900
278,600
339,630
565,802
016 - COMM DEV TECHNICAL SRVCS FUND
3,711,230
399,700
-
709,000
3,401,930
017 - LAW ENFORCEMENT RESERVE
5,354,682
56,830
394,560
5,016,952
018 - TRAFFIC SAFETY
144,850
409,650
409,650
144,850
020 - CITY TECHNOLOGY FEE FUND
2,162,738
335,750
152,710
2,345,778
022 - MOBILE HOME PARK PROGRAM
197,717
34,720
33,740
198,697
023 - SB1186 CERT ACCESS SPEC PROG
201,158
49,600
- -
31,940
218,818
025 -CAPITAL RESERVE
90,365,490
704,370
1,369,340 1,355,970
9,486,810
81,596,420
030 - COMMUNITY BENEFIT PROJECT FUND
4,935,816
-
- -
-
4,935,816
073 - BENEFITS CONTINGENCY
3,970,253
35,660
- -
1,139,460
2,866,453
TOTAL OTHER GENERAL RINDS
$ 111,720,892
$ 2,633,110
$ 1,369,340 $ 1,634,570 $
12,793,430
$ 101,295,342
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 869,254
$ 704,550
$ - $ - $
792,950
$ 780,854
101 - AD 93-1 MASI COMMERCE CENTER
-
-
-
-
105 - AB2766 AIR QUALITY IMPROVEMENT
538,578
236,760
312,120
463,218
106 - MSRC AIR POLLUTION REDUCT GRNT
95
-
-
95
109 - PUBLIC ART TRUST FUND
558,967
106,050
48,510
616,507
110 - BEAUTIFICATION
576,006
5,910
400
581,516
111 - PARK LAND ACQUISITION
6,935,138
1,062,320
2,850
7,994,608
112 - DRAINAGE FAC/GENERAL
2,658,268
110,200
156,700
2,611,768
113 - COMMUNITY/REC CENTER DEVELPMNT
2,786,109
543,860
690
3,329,279
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
400,760
2,950
130
403,580
115 - HENDERSON/WARDMAN DRAINAGE
938,655
-
-
938,655
116 - ETIWANDA DRAINAGE
1,998,323
19,340
103,310
1,914,353
118 - UPPER ETIWANDA DRAINAGE
586,647
6,020
-
592,667
119 - PARK IMPROVEMENT
4,533,458
325,260
1,911,860
2,946,858
120 - PARK DEVELOPMENT
7,161,424
75,020
518,580
6,717,864
122 - SOUTH ETIWANDA DRAINAGE
1,073,528
11,010
460
1,084,078
123 -LIBRARY IMPACT FEE
1,311,209
227,530
1,150
1,537,589
124-TRANSPORTATION
49,694,012
3,692,020
8,790,260
44,595,772
125 - ANIMAL CENTER IMPACT FEE
260,553
47,420
20,630
287,343
126 - LOWER ETIWANDA DRAINAGE
1,091,588
7,770
290
1,099,068
127 - POLICE IMPACT FEE
921,324
132,650
171,280
882,694
128 - ETIWANDA NO. EQUESTRIAN FACIL.
696,045
7,140
-
703,185
129 - UNDERGROUND UTILITIES
11,253,331
124,350
- -
4,980
11,372,701
130 - LMD #1 GENERAL CITY
1,437,056
1,321,880
102,010 90,000
1,674,620
1,096,326
131-LMD #2 VICTORIA
4,273,562
3,904,590
318,570 -
6,330,540
2,166,182
132 - LMD #3A HYSSOP
-
-
-
-
-
133 - LMD #3B MEDIANS
2,467,906
917,460
1,153,460
2,231,906
134 - LMD #4R TERRA VISTA
7,383,646
2,878,040
3,477,670
6,784,016
135 - LMD #5 ANDOVER
26,005
2,750
-
9,420
19,335
136 - LMD #6R CARYN COMMUNITY
788,298
566,390
40,120
679,620
715,188
137 - LMD #7 NORTH ETIWANDA
1,103,043
1,019,250
-
1,345,500
776,793
138 - LMD #8 SOUTH ETIWANDA
58,308
35,210
47,720
45,798
139 - LMD #9 LOWER ETIWANDA
1,740,165
697,990
691,600
1,746,555
140 - LMD #10 RANCHO ETIWANDA
1,452,361
664,130
-
784,140
1,332,351
141 - LMD 1 CAPITAL REPLACEMENT FUND
511,128
4,330
101,320
166,760
450,018
PAGE 248
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Spendable Fund Balances
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July 1, 2022
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2023
141 - LMD 1 CAPITAL REPLACEMENT FUND
511,128
4,330
101,320
166,760
450,018
150 - GENERAL CITY STREET LIGHTS
(881)
-
354,830 -
350,000
3,949
151 -SLD #1 ARTERIAL
574,706
844,970
11,320 113,200
798,810
518,986
152 - SLD #2 RESIDENTIAL
977,829
385,850
111,510 110,860
386,500
977,829
153 -SLD #3 VICTORIA
504,201
390,380
- 43,960
211,670
638,951
154 -SLD #4 TERRA VISTA
91,819
168,480
- 20,410
136,510
103,379
155 - SLD #5 CARYN COMMUNITY
(107,551)
44,640
25,160 9,690
47,110
(94,551)
156 - SLD #6 INDUSTRIAL AREA
63,409
138,630
- 15,170
103,640
83,229
157 - SLD #7 NORTH ETIWANDA
164,683
133,450
39,240 30,720
141,970
164,683
158 - SLD #8 SOUTH ETIWANDA
1,796,997
90,370
- 10,820
79,250
1,797,297
174 - STATE GAS TAX
10,154,999
5,209,510
-
7,756,680
7,607,829
176 - MEASURE I 1990-2010
65,247
770
230
65,787
177 - MEASURE I 2010-2040
6,587,361
3,757,390
3,935,700
6,409,051
178 - SB 140
35,104
-
-
35,104
179 - ROAD MAINT & REHAB ACCT
6,190,848
4,061,830
1,604,350
8,648,328
181 - SB 1 - TCEP
-
62,352,350
62,352,350
-
182 - AB 2928 TRAFFIC CONGEST RELIEF
281,335
-
-
281,335
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
-
-
(1,433)
188 - INTEGRATED WASTE MANAGEMENT
4,671,006
1,831,310
5,000 218,390
1,336,170
4,952,756
194 - PROPOSITION 113 STATE FUNDING
249,002
2,560
- -
110
251,452
195 - STATE ASSET SEIZURE
54,223
700
- 2,680
1,470
50,773
196 - CA ASSET SEIZURE 15%
6,336
50
2,680 -
3,020
6,046
198 - CITYWIDE INFRASTRUCTURE IMPRV
25,043,331
268,110
-
1,446,540
23,864,901
204 - COMMUNITY DEVELOPMENT BLK GRNT
758,515
1,132,350
1,132,350
758,515
209 - FEDERAL SAFETEA-LU
468,295
4,810
-
473,105
211 - PROP 1B - SLPP
42,343
230
-
42,573
214 -PEDESTRIAN GRANT/ART 3
(9,236)
403,000
403,000
(9,236)
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
-
-
-
-
225 - CA RECYC/LITTER REDUCTION GRNT
54,580
43,480
57,070
40,990
226 - USED OIL RECYCLING GRANT
365
-
-
365
227 - USED OIL RECYCLING PROGRAM
24,209
23,490
26,450
21,249
239 - FEDERAL GRANT FUNDS-DREIER
(529)
-
-
(529)
258 - SENIOR OUTREACH GRANT
(5,267)
-
(5,267)
272 - FREEDOM COURTYARD RSRC GRANTS
49
10
-
-
59
274 - STATE GRANTS FUND
-
102,360
6,150
96,210
-
275 - FEDERAL GRANTS FUND
2,464
1,000,000
-
1,000,000
2,464
290 -LIBRARY FUND
10,460,472
6,973,300
800,000
6,153,610
10,480,162
291 - CA STATE LIBRARY
93,633
20,000
-
20,610
93,023
292 - STAFF INNOVATION FD (CA ST LB)
254,330
2,570
8,700
248,200
302 - LIBRARY SERVICES & TECH. ACT
-
-
-
-
310 - PUBLIC LIBRARY BOND ACT-2000
31,252
-
-
-
31,252
329 - LIBRARY CAPITAL FUND
4,205,949
6,890
800,000
3,899,840
1,112,999
340 - DRUG ABATEMENT ACT
28,767
-
-
-
28,767
354 - COPS PROGRAM GRANT -STATE
1,214,557
435,250
309,400
1,340,407
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
10
-
43
361 - JUSTICE ASSISTANCE GRANT(JAG)
20,437
-
20,437
380 - HOMELAND SECURITY GRANT -FIRE
-
-
-
-
381 - HOMELAND SECURITY GRANT -POLICE
37,300
37,300
383 - EMERGENCY MGMT PERFORMNCE GRNT
-
28,020
28,020
-
396 - HOUSING SUCCESSOR AGENCY
2,712,545
29,550
383,600
2,358,495
399 -EIFD
(241,798)
-
51,350
(293,148)
838 - AD 91-2 REDEMPTION -DAY CANYON
80,814
27,370
-
24,110
84,074
847 - PD 85 CAPITAL REPLACEMENT FUND
597,119
2,330
131,890 -
700,920
30,419
848 -PD 85 REDEMPTION FUND
2,704,150
1,322,540
192,420 116,800
1,214,730
2,887,580
PAGE 249
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Spendable Fund Balances
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July 1, 2022
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2023
868 - CFD 2000-03 PARK MAINTENANCE
488,385
570,650
526,910
532,125
875 - CFD 2017-01 NO. ETIWANDA
3,591
3,020
1,220
5,391
876 - CFD 2018-01 EMPIRE LAKES
23,797
257,650
-
258,820
22,627
877 - CFD 2018-01 CAPITAL RESERVE
166,386
2,200
99,960 -
-
268,546
TOTAL SPECIAL REVENUE
$ 199,667,528
$ 111,569,880
$ 2,336,030 $ 1,588,850
$ 126,224,500
$ 185,760,088
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
602 - AD 84-1 DAY CREEK/MELLO
606 - AD 86-2 R/C DRAINAGE DISTRICT
607 - CFD 2000-01 SOUTH ETIWANDA
612 - CFD 2001-01
614 - CFD 2003-01 PROJECT FUND
615 - CFD 2003-01 CULTURAL CENTER
617 - CFD 2004-01 RANCHO ETIWANDA ES
680 - CFD 2006-01 VINTNER'S GROVE
681 - CFD 2006-02 AMADOR ON ROUTE 66
TOTAL CAPITAL PROJECTS
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
705 - MUNICIPAL UTILITY
706 - UTILITY PUBLIC BENEFIT FUND
708 - RCMU CAPITAL REPLACEMENT FUND
709 - RCMU CAP AND TRADE FUND
711 - FIBER OPTIC NETWORK
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT
714 - COMP EQUIP/TECH REPLCMENT FUND
TOTAL INTERNAL SERVICE RINDS
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 RINDS
$ 13,575 $
140 $ $ $
$ 13,715
1,153,205
11,830
1,165,035
(41,128)
-
(41,128)
63
-
63
536,858
30,360
567,218
174,540
-
174,540
12,270
12,270
50,138
60
50,198
1,848
20
1,868
6,301
70
6,371
$ 1,907,670 $
42,480 $ $ $
$ 1,950,150
$ 1,904
$ 418,750 $ 1,987,170 $
- $ 2,405,920 $
1,904
14,450,172
14,286,340 -
1,474,290 14,742,670
12,519,552
421,834
301,970
- 451,340
272,464
7,590,702
74,450
-
7,665,152
3,374,503
456,600 -
-
3,831,103
8,595,235
295,710 934,100
- 1,544,960
8,280,085
$ 34,434,350
$ 15,833,820 $ 2,921,270 $
1,474,290 $ 19,144,890 $
32,570,260
$ 2,372,909 $ 1,276,760 $ 156,300 $ $ 1,459,500 $ 2,346,469
8,314,699 783,050 527,340 6,616,840 3,008,249
$ 10,687,608 $ 2,059,810 $ 683,640 $ $ 8,076,340 $ 5,354,718
$ 395,438,731 $ 237,855,910 $ 9,126,410 $ 8,804,040 $ 269,665,770 $ 363,951,241
$ 43,281,179 $ 41,331,380 $ - $ 3,563,840 $ 37,767,540 $ 43,281,179
3,399,525 6,392,310 1,240,940 - 9,254,360 1,778,415
- 422,020 2,322,900 2,744,920 -
24,455 220 - - - 24,675
46,614,360 12,883,780 - 105,470 20,222,300 39,170,370
$ 93,319,519 $ 61,029,710 $ 3,563,840 $ 3,669,310 $ 69,989,120 $ 84,254,639
$ 93,319,519 $ 61,029,710 $ 3,563,840 $ 3,669,310 $ 69,989,120 $ 84,254,639
$ 488,758,250 $ 298,885,620 $ 12,690,250 $ 12,473,350 $ 339,654,890 $ 448,205,880
PAGE250
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 10%
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND
TOTAL GENERAL FUND
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
006 -CVWD REIMBURSEMENTS
016 - COMM DEV TECHNICAL SRVCS FUND
017 - LAW ENFORCEMENT RESERVE
018 -TRAFFIC SAFETY
020 - CITY TECHNOLOGY FEE FUND
022 - MOBILE HOME PARK PROGRAM
023 - SB1186 CERT ACCESS SPEC PROG
025 - CAPITAL RESERVE
030 - COMMUNITY BENEFIT PROJECT FUND
073 - BENEFITS CONTINGENCY
TOTAL OTHER GENERAL RJNDS
Estimated Estimated
Spendable Spendable
Fund Balance Fund Balance $
July 1, 2022 June 30, 2023 Change Change Reason for Changes >$500,000 and 10%
$ 37,020,684 $ 37,020,684 $ 0.00%
$ 37,020,684 $ 37,020,684 $ 0.00%
$ 3,826
$ 3,826
$ -
0.00%
673,132
565,802
(107,330)
-15.94%
3,711,230
3,401,930
(309,300)
-8.33%
5,354,682
5,016,952
(337,730)
-6.31%
144,850
144,850
-
0.00%
2,162,738
2,345,778
183,040
8.46%
197,717
198,697
980
0.50%
201,158
218,818
17,660
8.78%
Use of funds accumulated over a period of time for
90,365,490
81,596,420
(8,769,070)
-9.70% capital projects
4,935,816
4,935,816
-
0.00%
Use of funds accumulated over a period of time for
3,970,253
2,866,453
(1,103,800)
-27.80% employee leave payouts
$ 111,720,892
$ 101,295,342
$ (10,425,550)
-9.33%
SPECIAL REVENUE
100 -ASSESSMENT DISTRICTS ADMIN $
869,254 $
780,854
$ (88,400)
101 - AD 93-1 MASI COMMERCE CENTER
-
-
105 AB2766 AIR QUALITY IMPROVEMENT
538,578
463,218
(75,360)
106 - MSRC AIR POLLUTION REDUCT GRNT
95
95
-
109 - PUBLIC ART TRUST FUND
558,967
616,507
57,540
110 - BEAUTIFICATION
576,006
581,516
5,510
111 - PARK LAND ACQUISITION
6,935,138
7,994,608
1,059,470
112 - DRAINAGE FAC/GENERAL
2,658,268
2,611,768
(46,500)
113 - COMMUNITY/REC CENTER DEVELPMNT
2,786,109
3,329,279
543,170
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
400,760
403,580
2,820
115 - HENDERSON/WARDMAN DRAINAGE
938,655
938,655
-
116 - ETIWANDA DRAINAGE
1,998,323
1,914,353
(83,970)
118 - UPPER ETIWANDA DRAINAGE
586,647
592,667
6,020
119 - PARK IMPROVEMENT
4,533,458
2,946,858
(1,586,600)
120 - PARK DEVELOPMENT
7,161,424
6,717,864
(443,560)
122 - SOUTH ETIWANDA DRAINAGE
1,073,528
1,084,078
10,550
123 - LIBRARY IMPACT FEE
1,311,209
1,537,589
226,380
124 - TRANSPORTATION
49,694,012
44,595,772
(5,098,240)
125 - ANIMAL CENTER IMPACT FEE
260,553
287,343
26,790
126 - LOWER ETIWANDA DRAINAGE
1,091,588
1,099,068
7,480
127 - POLICE IMPACT FEE
921,324
882,694
(38,630)
128 - ETIWANDA NO. EQUESTRIAN FACIL.
696,045
703,185
7,140
129 - UNDERGROUND UTILITIES
11,253,331
11,372,701
119,370
130 - LMD #1 GENERAL CITY
1,437,056
1,096,326
(340,730)
131 - LMD #2 VICTORIA
4,273,562
2,166,182
(2,107,380)
132 - LMD #3A HYSSOP
-
-
133 - LMD #3B MEDIANS
2,467,906
2,231,906
(236,000)
134 - LMD #4R TERRA VISTA
7,383,646
6,784,016
(599,630)
135 - LMD #5 ANDOVER
26,005
19,335
(6,670)
136 - LMD #6R CARYN COMMUNITY
788,298
715,188
(73,110)
137 - LMD #7 NORTH ETIWANDA
1,103,043
776,793
(326,250)
-10.17%
0.00%
-13.99%
0.00%
10.29%
0.96%
15.28% Results of operations, for use in future period
-1.75%
19.50% Results of operations, for use in future period
0.70%
0.00%
-4.20%
1.03%
Use of funds accumulated over a period of time for
-35.00% capital projects
-6.19%
0.98%
17.26%
Use of funds accumulated over a period of time for
-10.26% capital projects
10.28%
0.69%
-4.19%
1.03%
1.06%
-23.71%
Use of funds accumulated over a period of time for
-49.31% capital projects
0.00%
-9.56%
-8.12%
-25.65%
-9.27%
-29.58%
PAGE 251
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 100/o
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
July 1, 2022
June 30, 2023
Change
Change Reason for Changes >$500,000 and 10%
138 - LMD #8 SOUTH ETIWANDA
58,308
45,798
(12,510)
-21.46%
139 - LMD #9 LOWER ETIWANDA
1,740,165
1,746,555
6,390
0.37%
140 - LMD #10 RANCHO ETIWANDA
1,452,361
1,332,351
(120,010)
-8.26%
141 - LMD 1 CAPITAL REPLACEMENT FUND
511,128
450,018
(61,110)
-11.96%
150 - GENERAL CITY STREET LIGHTS
(881)
3,949
4,830
-548.24%
151 - SLD #1 ARTERIAL
574,706
518,986
(55,720)
-9.70%
152 - SLD #2 RESIDENTIAL
977,829
977,829
-
0.00%
153 - SLD #3 VICTORIA
504,201
638,951
134,750
26.73%
154 - SLD #4 TERRA VISTA
91,819
103,379
11,560
12.59%
155 - SLD #5 CARYN COMMUNITY
(107,551)
(94,551)
13,000
-12.09%
156 - SLD #6 INDUSTRIAL AREA
63,409
83,229
19,820
31.26%
157 - SLD #7 NORTH ETIWANDA
164,683
164,683
-
0.00%
158 - SLD #8 SOUTH ETIWANDA
1,796,997
1,797,297
300
0.02%
Use of funds accumulated over a period of time for
174 - STATE GAS TAX
10,154,999
7,607,829
(2,547,170)
-25.08% capital projects
176 - MEASURE I 1990-2010
65,247
65,787
540
0.83%
177 - MEASURE I 2010-2040
6,587,361
6,409,051
(178,310)
-2.71%
178 - SB 140
35,104
35,104
-
0.00%
179 - ROAD MAINT & REHAB ACCT
6,190,848
8,648,328
2,457,480
39.70% Results of operations, for use in future period
181 - SB 1 - TCEP
-
-
-
0.00%
182 - AB 2928 TRAFFIC CONGEST RELIEF
281,335
281,335
0.00%
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
(1,433)
0.00%
188 - INTEGRATED WASTE MANAGEMENT
4,671,006
4,952,756
281,750
6.03%
194 - PROPOSITION 1B STATE FUNDING
249,002
251,452
2,450
0.98%
195 - STATE ASSET SEIZURE
54,223
50,773
(3,450)
-6.36%
196 - CA ASSET SEIZURE 15%
6,336
6,046
(290)
-4.58%
Use of funds accumulated over a period of time for
198 - CITYWIDE INFRASTRUCTURE IMPRV
25,043,331
23,864,901
(1,178,430)
-4.71% capital projects
204 - COMMUNITY DEVELOPMENT BLK GRNT
758,515
758,515
-
0.00%
209 - FEDERAL SAFETEA-LU
468,295
473,105
4,810
1.03%
211 - PROP 1B - SLPP
42,343
42,573
230
0.54%
214 - PEDESTRIAN GRANT/ART 3
(9,236)
(9,236)
-
0.00%
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
-
-
-
0.00%
225 - CA RECYC/LITTER REDUCTION GRNT
54,580
40,990
(13,590)
-24.90%
226 - USED OIL RECYCLING GRANT
365
365
-
0.00%
227 - USED OIL RECYCLING PROGRAM
24,209
21,249
(2,960)
-12.23%
239 - FEDERAL GRANT FUNDS-DREIER
(529)
(529)
0.00%
258 - SENIOR OUTREACH GRANT
(5,267)
(5,267)
0.00%
272 - FREEDOM COURTYARD RSRC GRANTS
49
59
10
20.41%
274 - STATE GRANTS FUND
-
-
0.00%
275 - FEDERAL GRANTS FUND
2,464
2,464
0.00%
290 - LIBRARY FUND
10,460,472
10,480,162
19,690
0.19%
291 - CA STATE LIBRARY
93,633
93,023
(610)
-0.65%
292 - STAFF INNOVATION FD (CA ST LB)
254,330
248,200
(6,130)
-2.41%
302 - LIBRARY SERVICES & TECH. ACT
-
-
0.00%
310 - PUBLIC LIBRARY BOND ACT-2000
31,252
31,252
0.00%
Use of funds accumulated over a period of time for
329 - LIBRARY CAPITAL FUND
4,205,949
1,112,999
(3,092,950)
-73.54% capital project
340 - DRUG ABATEMENT ACT
28,767
28,767
-
0.00%
354 - COPS PROGRAM GRANT -STATE
1,214,557
1,340,407
125,850
10.36%
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
43
10
30.30%
361 - JUSTICE ASSISTANCE GRANT(JAG)
20,437
20,437
-
0.00%
380 - HOMELAND SECURITY GRANT -FIRE
-
-
0.00%
381 - HOMELAND SECURITY GRANT -POLICE
0.00%
383 - EMERGENCY MGMT PERFORMNCE GRNT
-
-
0.00%
396 - HOUSING SUCCESSOR AGENCY
2,712,545
2,358,495
(354,050)
-13.05%
PAGE 252
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Summary of Changes in Spendable Fund Balances - Greater Than $500,000 and 100/o
Estimated
Spendable
Fund Balance
July 1, 2022
Estimated
Spendable
Fund Balance
June 30, 2023
$
Change
%
Change Reason for Changes >$500,000 and 10%
399 - EIFD
(241,798)
(293,148)
(51,350)
21.24%
838 - AD 91-2 REDEMPTION -DAY CANYON
80,814
84,074
3,260
4.03%
Use of funds accumulated over a period of time for
847 - PD 85 CAPITAL REPLACEMENT FUND
597,119
30,419
(566,700)
-94.91% capital project
848 - PD 85 REDEMPTION FUND
2,704,150
2,887,580
183,430
6.78%
868 - CFD 2000-03 PARK MAINTENANCE
488,385
532,125
43,740
8.96%
875 - CFD 2017-01 NO. ETIWANDA
3,591
5,391
1,800
50.13%
876 - CFD 2018-01 EMPIRE LAKES
23,797
22,627
(1,170)
-4.92%
877 - CFD 2018-01 CAPITAL RESERVE
166,386
268,546
102,160
61.40%
TOTAL SPECIAL REVENUE
$ 199,667,528
$ 185,760,088
$ (13,907,440)
-6.97%
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
$ 13,575 $
13,715 $
140
1.03%
602 - AD 84-1 DAY CREEK/MELLO
1,153,205
1,165,035
11,830
1.03%
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
536,858
567,218
30,360
5.66%
614 - CFD 2003-01 PROJECT FUND
174,540
174,540
-
0.00%
615 - CFD 2003-01 CULTURAL CENTER
12,270
12,270
-
0.00%
617 - CFD 2004-01 RANCHO ETIWANDA ES
50,138
50,198
60
0.12%
680 - CFD 2006-01 VINTNER'S GROVE
1,848
1,868
20
1.08%
681 - CFD 2006-02 AMADOR ON ROUTE 66
6,301
6,371
70
1.11%
TOTAL CAPITAL PROJECTS
$ 1,907,670 $
1,950,150 $
42,480
2.23%
ENTERPRISE RINDS
700 - SPORTS COMPLEX
$
1,904
$ 1,904
$ -
0.00%
Use of funds accumulated over a period of time for
705 - MUNICIPAL UTILITY
14,450,172
12,519,552
(1,930,620)
-13.36% capital projects
706 - UTILITY PUBLIC BENEFIT FUND
421,834
272,464
(149,370)
-35.41%
708 - RCMU CAPITAL REPLACEMENT FUND
7,590,702
7,665,152
74,450
0.98%
709 - RCMU CAP AND TRADE FUND
3,374,503
3,831,103
456,600
13.53%
711 - FIBER OPTIC NETWORK
8,595,235
8,280,085
(315,150)
-3.67%
TOTAL ENTERPRISE FUNDS
$
34,434,350
$ 32,570,260
$ (1,864,090)
-5.41%
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT
$
2,372,909
$ 2,346,469
$ (26,440)
-1.11%
Use of funds accumulated over a period of time for
714 - COMP EQUIP/TECH REPLCMENT FUND
8,314,699
3,008,249
(5,306,450)
-63.82% ERP software system replacement
TOTAL INTERNAL SERVICE FUNDS
$
10,687,608
$ 5,354,718
$ (5,332,890)
-49.90%
TOTAL CITY OF RANCHO CUCAMONGA $ 395,438,731 $ 363,951,241 $ (31,487,490) -7.96%
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
$ 43,281,179
$ 43,281,179 $
-
0.00%
Use of funds accumulated over a period of time for
282 - COMMUNITY FACILITIES DIST 85-1
3,399,525
1,778,415
(1,621,110)
-47.69% capital projects
283 - COMMUNITY FACILITIES DIST 88-1
-
-
-
0.00%
285 - FIRE TECHNOLOGY FEE FUND
24,455
24,675
220
0.90%
Use of funds accumulated over a period of time for
288 - FIRE PROTECTION CAPITAL FUND
46,614,360
39,170,370
(7,443,990)
-15.97% capital projects
TOTAL SPECIAL REVENUE
$ 93,319,519
$ 84,254,639 $
(9,064,880)
-9.71%
TOTAL R.C. FIRE PROTECTION DISTRICT $ 93,319,519 $ 84,254,639 $ (9,064,880) -9.71%
TOTAL ALL FUNDS $ 488,758,250 $ 448,205,880 $ (40,552,370) -8.30%
PAGE 253
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE254
RANCHO
CUCAMONGA
CALIFORNIA
DEPARTMENTAL
BUDGET DETAILS
PAGE255
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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 City Council is elected
by geographic districts with the Mayor being elected at large. They each 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 boards and commissions.
Mission Statement
The Mission of the City Council of Rancho Cucamonga is to:
• Ensure and advance the quality of life for the community through inclusive decision making.
Core Values
As the City Council carries out its mission and works towards its vision, it will be guided by these Core
Values:
• Providing and nurturing a high quality of life for all
• Promoting and enhancing a safe and healthy community for all
• Building and preserving a family -oriented atmosphere
• Intentionally embracing and anticipating the future
• Equitable prosperity for all
• Working together cooperatively and respectfully with each other, staff, and all stakeholders
• Continuous improvement
• Actively seeking and respectfully considering all public input
'Al/"is meant to be inclusive of residents, businesses, non profits, schools, other government
institutions — truly all Rancho Cucamonga stakeholders.
Vision Statement
• The City Council's vision is to build on our success as a world class community, to create an
equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.
PAGE 256
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
City Council — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 153,463
$ 153,460
$ 153,460
Operations and Maintenance
3,678
25,700
29,300
Capital Outlay
-
-
-
Cost Allocation
(41, 560)
(41, 560)
(54, 510)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
115,581
137,600
128,250
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Ca pita I Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
Subtotal
-
-
-
All Funds
Personnel Services
153,463
153,460
153,460
Operations and Maintenance
3,678
25,700
29,300
Ca pita I Outlay
-
-
-
Cost Alocation
(41, 560)
(41, 560)
(54, 510)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$115,581
$137,600
$128,250
Staffing Summary (Budgeted)
Full-time
Pa rt-tim e
Total Staffing
5.00 5.00 5.00
5.00 5.00 5.00
PAGE257
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
City Clerk — Department Budget Summary
Overview of Department
The statutes of the State of California prescribe the essential functions and duties of the City Clerk, and
the Government Code, Election Code, and City Municipal Code provide precise and specific responsibilities
and procedures to follow. The City Clerk is an elected position and works with the City Clerk Services
Director, responsible for the day-to-day operations of the office.
FY 2022/23 Budget Highlights
Maintain an accurate record of City Council proceedings and official City documents
Administer the Oath of Office
PAGE258
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
City Clerk — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 2,926
$ 2,870
$ 2,870
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
(890)
(890)
(860)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
2,036
1,980
2,010
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
Pa rt-tim e
Total Staffing
2,926 2,870 2,870
(890) (890) (860)
$ 2,036 $ 1,980 $ 2,010
1.00 1.00 1.00
1.00 1.00 1.00
PAGE259
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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 Department staff to handle treasury functions needing daily attention.
FY 2022/23 Budget Highlights
• Maintain funds in secure and liquid investments
• Structure maturities to meet City cash flow needs throughout the year
• Work in conjunction with the City's third -party investment advisor to further diversify the City's
portfolio and make progress towards achieving the City's established benchmark
• 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
California Municipal
Treasurers Association
PAGE 260
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
City Treasurer — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/ 21
2021/ 22
2022/ 23
Operating Budget
Personnel Services
$ 2,926
$ 2,870
$ 2,870
Operations and Maintenance
12,931
8,920
36,870
Capital Outlay
-
-
-
Cost Allocation
(5,650)
(5,650)
(11, 850)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
10,207
6,140
27,890
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
2,926
2,870
2,870
Operations and Maintenance
12,931
8,920
36,870
Capital Outlay
-
-
-
Cost Allocation
(5,650)
(5,650)
(11,850)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 10,207
$ 6,140
$ 27,890
Staffing Summary (Budgeted)
Full-time
Pa rt-tim e
Total Staffing
1.00 1.00 1.00
1.00 1.00 1.00
PAGE 261
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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 Council. One such effort is the nationally recognized Healthy RC
initiative, which encourages a healthy and environmentally sustainable
lifestyle for those who live, work, and play in Rancho Cucamonga. Another is
the management of the City's award -winning Community Affairs Network
(CAN) including publication of various newsletters, department/program e-
newsletters, media relations, community outreach and engagement, social
media platforms, and other public information efforts.
The City Manager's Office also manages the Legislative Advocacy Program to
ensure that Rancho Cucamonga's interests are heard at the local, state, and
federal levels. These efforts are governed by our Legislative Platform, which
promotes the principle of local control and protection of local revenue.
FY 2022/23 Budget Highlights
• Lead efforts and collaborate with community partners to
prevent and address homelessness
• Establish Rancho Cucamonga as the cultural hub of the
Inland Empire by enhancing the public realm and creatively
connecting communities through innovative arts and
cultural amenities and programming
• Build on creating a world -class community that is safe,
equitable, and resilient by reducing contributions to climate
change and encouraging the community to join in this future
• Provide support to City departments through the cultivation of meaningful and equitable community
engagement, strategic communications, and integration of comprehensive and inclusive health and
sustainability approaches to strategic decisions and the equitable distribution of resources and
services
• Safeguard and elevate City interests, advance its strategic goals, and ensure an equitable quality
of life for all who live, learn, work, and play in Rancho Cucamonga
• Cultivate an inclusive organization dedicated to equitable practices
• Assess the community's needs to tailor policy, systems, and built environment changes and provide
an equitable quality of life for all
• Cultivate meaningful and equitable community engagement by providing resources and support
that encourages transparent communication, builds trust, and supports Team RC in connecting with
our community
PAGE 262
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
City Management — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 2,367,684
$ 2,527,160
$ 2,818,460
Operations and Maintenance
138,259
292,210
294,600
Capital Outlay
-
-
-
Cost Allocation
(571,390)
(571,390)
(715,340)
Debt Service
-
-
-
Transfer Out
-
-
-
Su btota 1
1,934,553
2,247,980
2,397,720
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
10,951
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
10,951
-
-
AII Funds
Personnel Services
2,367,684
2,527,160
2,818,460
Operations and Maintenance
149,210
292,210
294,600
Capital Outlay
-
-
-
Cost Allocation
(571,390)
(571,390)
(715,340)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,945,504
$ 2,247,980
$ 2,397,720
Staffing Summary (Budgeted)
Full-time
17.00
17.00
18.00
Part-time
-
-
0.46
Total Staffing
17.00
17.00
18.46
PAGE 263
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
City Management — Performance Measures
Equitable prosperity for O Providing and nurturing a highContinuous Intentionally embracing and
all quality of life for all tyj�a improvement 0 anticipating the future
e Building and preserving a family- Promoting and enhancing a safe and who
seeking and respectfully
oriented atmosphere healthy community for all considering all public input
*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
..
-�D
O
Strive towards a greener, cleaner Rancho Cucamonga by adopting
1
policies and implementing programs and strategies that advance
✓
✓
✓
✓
environmental sustainability in the community and in City operations
Offer a wide variety of classes, activities, and special programs that
2
encourage healthy eating and active living, with a special emphasis on
✓
✓
✓
✓
✓
reaching at risk populations (e.g., low income
3
Continue to operate the Legislative Advocacy Program to ensure the
✓
✓
✓
Ci 's interests are heard at the local, state, and federal level
Support all programs, services, and initiatives by increasing community
4
awareness and promoting the City as a premier place to live, work, and
✓
✓
play in the Inland Empire
Dept.
Actual
Actual
Target
Department Performance Measures
..
Percent of DC Fast Charger sessions achieving daily goal
1
44%*
82%
100%
Dally goal of 5 charge sessions
Percent of extremely low to moderate income
2
87%
94%
95%
participants in healthy eating programs
Percent of advocacy success rate
Measures the outcome of a legislative bill in
3
57%
72%
60%
comparison with the CY" official position
Community Engagement
➢ Number of social media followers
Includes Facebook, Instagram, and Twitter
43,699
47,531
50,000
➢ Percent increase/(decrease) in social media
followers
4
11%
9%
5%
➢ Number of City website views
241,620*
253,476
266,000
➢ Percent increase/(decrease) of City website
(7%)*
5%
5%
views
*Number was lower due to the COVID-19 Pandemic
PAGE 264
City Management
Quality of Life Survey
Healthy RC Youth Leaders
Healthy RC Steering
Committee
' Campeones pars la
Healthy RC Comunidad
LOW (Community Champions)
Community Affairs
Legislative Affairs
Administration
Public Art
Climate Action
Community Engagement
Communication Support
Social Media
Website
Community Engagement
Legislative
Support/Advocacy
Staff Support
Staff Development
Finance
Grants
Personnel
RED1/DRIVE
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Police (Contract) — Department Budget Summary
Overview of Department
i he San Bernardino County sheritt's Department has been a proud
partner with the City of Rancho Cucamonga since its incorporation in
1977. Throughout the course of this partnership, the city continues - —
to be one of the safest cities in California. This is a continued effort
b the dedicated men and women of the Police Department. Services �J''�,•` #` -
Y p
provided by the Department include the following:
Patrol. This division provides basic emergency response services to
the citizens of Rancho Cucamonga, which includes the use of two K9
units to assist with tracking suspects or missing persons.
Traffic Safety. This division investigates traffic collisions, provides proactive enforcement to reduce
collisions, and performs dedicated DUI enforcement. The traffic division also presents the DUI education
program "Every 15 Minutes"to local high schools.
Investigations. This division works in conjunction with patrol and performs felony case follow-up, also
tracks sex registrants and emerging crime trends.
Victoria Gardens. The Department's satellite station is located at the Victoria Gardens Regional Mall.
Personnel assigned to the mall conduct retail theft investigations and work proactively with the various
retail establishments to prevent crime.
Crime Prevention. This division works to educate the public on various crime trends, and coordinates
programs and events such as Neighborhood Watch, Rancho Cucamonga Police Department Open House,
Citizen Advisory Group, and National Night Out.
Specialized Units. Included in this division are the Multiple Enforcement Team (MET), Solution -Oriented
Policing (SOP) Team, and School Resource Officers (SROs). The SOP team works to address quality of life
issues and provides active shooter training to the community and local public safety agencies.
FY 2022/23 Budget Highlights
• Continue to implement the Crime Free Multi -Housing Program to enhance awareness, prevent
crime, and improve safety for all residents
• Continue interaction with the transient population to limit quality of life crimes, such as loitering,
panhandling, and trespassing
• Continue to host events to educate the public on human trafficking, teen self-defense, and internet
safety through the Crime Prevention Unit
• Add additional ALPR cameras to the intersections of 4th Street/Interstate 15 Freeway (on both
sides of the freeway), Haven Avenue/Foothill Boulevard, Baseline Avenue/Milliken Boulevard, and
Baseline Avenue /Archibald Avenue
• Continue with the PSVN program and add 23 cameras at the Rancho Cucamonga Municipal Utilities
and Public Works locations
• Provide additional security surveillance by adding two cameras at City Hall, covering the Police
Station and the Council Chambers
• Projects: Create a Real -Time Crime Center at the main station on Civic Center Drive to provide real-
time information and assistance with crimes in progress to the Detectives and Deputies, begin the
station's lobby improvement project for enhanced efficiency, and upgrade Mobile Command vehicle
and ATV
PAGE 266
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Police (Contract) — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ -
$ -
$ -
Operations and Maintenance
42,911,856
46,958,580
48,954,570
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
42,911,856
46,958,580
48,954,570
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
595,572
896,130
922,010
Capital Outlay
4,075,532
670,070
500,600
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
2,680
2,680
Subtotal
4,671,104
1,568,880
1,425, 290
All Funds
Personnel Services - - -
Operations and Maintenance 43,507,428 47,854,710 49,876,580
Capital Outlay 4,075,532 670,070 500,600
Cost Allocation - - -
Debt Service - - -
Transfer Out - 2,680 2,680
Total Cost $ 47,582,960 $ 48,527,460 $ 50,379,860
Staffing Summary (Budgeted)
Safety Personnel
141.00
141.00
143.00
Non -Safety Personnel
41.00
42.00
43.00
Total Staffing
182.00
183.00
186.00
PAGE267
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Police (Contract) — Performance Measures
Equitable prosperity for O Providing and nurturing a high ijyjyj� Continuous Intentionally embracing and
all quality of life for all 4� improvement 0 anticipating the future
eBuilding and preserving a family- Promoting and enhancing a safe and �� Actively seeking and respectfully
oriented atmosphere healthy community for all considering all public input
,.,^, Working together cooperatively and respectfully with each other, staff, and all stakeholders
101*00 ickleln11,10l'
To maintain order and security in the community through effective
1 deployment of officers and equipment throughout the City; by ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
responding to calls for service on a 24/7 basis
Department Performance Measures
Dept.
Goal #
2020/21
Maintain appropriate levels of response times to calls for
service
➢ Number of calls for service
1
142,667
142,923
148,092
➢ Response time for emergency calls
4:09
4:11
4:13
Maintain Part One (Murder, Rape, Robbery Aggravated
Assault, Burglary, etc.) and Two Crimes (Forgery,
Counterfeit, Fraud, Stolen Property, Vandalism, etc.) per
1,000 population at equal to existing levels
➢ Number of Part One Crimes
1
4,293
4,754
4,450
➢ Number of Part One Crimes per 1,000 population
24.51
26.65
25.50
➢ Number of Part Two Crimes
5,081
7,724
5,642
➢ Number of Part Two Crimes per 1,000 population
29.01
43.30
32.33
Maintain traffic collisions per 1,000 population equal to
existing levels
1
➢ Number of traffic collision reports processed
910
1,637
1,871
➢ Number of traffic collisions per 1,000 population
5.20
9.17
10.72
Maintain reports and calls for service per officer equal to
existing levels
➢ Number of reports processed
1
13,618
14,556
15,551
➢ Number of reports per sworn position
97
103
108
➢ Number of calls for service per sworn position
1,012
1,013
1,035
Number of Arrests
1
3,341
4,716
4,240
*Performance Measure data reported for Fiscal Years 2021/22 and 2021/22 reflect/based on official data for calendar years
2021 and 2022, respectively. Numbers for FY 2020/21 are lower due to the COVID-19 Pandemic.
**Performance Measure data reported for Fiscal Year 2022/23 reflect/based on average official data for last five calendar years.
PAGE 268
Police (Contract)
Patrol
Crime Prevention
Emergency Response
Two K9s
Volunteers
Citizen Advisory
Public Information
Officer
Neighborhood Watch
Targeted Proactive
Enforcement to Reduce
Collisions
Traffic Safety MR
11001 ` Bicycle Safety Classes
Dedicated DUI Enforcement
Felony Case Follow-up
Investigations IM Crime Analyst
Pawn Shop Liaison
Victoria Gardens I� Retail Theft Investigations
Multiple Enforcement Team
Children and Family
Services/Adult Protective
Services
Specialized Units Solution Oriented Policing
Team
Crime Free Multi -Housing
Active Shooter Program
School Resource Officers
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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.
The foundation for the Fire District's traditional and innovative services is focused
on three premier services: Community Risk Reduction, Emergency Response and
A Emergency Management. 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, technical rescue and
tactical response. 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 provides emergency and non -emergency 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 remain cutting edge through innovative,
passionate and fiscally responsible program management, which further enhances the quality of life for
those we serve. The Fire District's goal is to deliver these services in an effective, efficient and professional
manner while maintaining financial stability.
FY 2022/23 Budget Highlights
• Conduct a Master Plan and Standards of Cover (SOC) assessment to evaluate current and future
planning needs for emergency and non -emergency services
• Rebuild Fire Station 171 and complete ADA improvements to Fire Station 173 and 174 in order
t th d f ; 1 A kf
mee a nee s o an increasing y averse wor orce
• Deploy an electric fire engine, one of the first in North America, in
support of the City's environmental sustainability efforts
• Deploy a Type VI fire engine provided by Cal OES through the state
Mutual Aid System
• Hire nine firefighters to staff Fire Station 178 in early FY 2023/24
• Replace one Tiller Truck and one Type 1 engine
• Continued partnership with the City on projects, including: crossing
guard services; replacement of the Heritage Park bridge to support the wildland staging area; a
new mechanic position and coordination of vehicle maintenance and repair needs of District and
City fleets; technology replacement and upgrade projects; and Urban Forest Management Plan.
• Continue to fund proposed operations and capital projects while holding assessment levels for both
Community Facilities Districts (CFDs)
• For the tenth consecutive year, Fire Prevention permit and inspection fees will be suspended
PAGE 270
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Fire District — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 28,857,022
$ 32,028,190
$ 34,113,220
Operations and Maintenance
13,224,342
13,041,570
14,398,610
Capital Outlay
-
-
855,000
Cost Allocation
-
-
-
Debt Service
47,559
399,990
399,990
Transfer Out
1,954,205
2,175,200
3,563,840
Subtotal
44,083,128
47,644,950
53,330,660
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
743,971
797,470
2,283,800
Capital Outlay
7,325,587
18,243,000
17,966,520
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
113,346
105,470
105,470
Subtotal
8,182, 904
19,145, 940
20, 355, 790
All Funds
Personnel Services
28,857,022
32,028,190
34,113,220
Operations and Maintenance
13,968,313
13,839,040
16,682,410
Capital Outlay
7,325,587
18,243,000
18,821,520
Cost Allocation
-
-
-
Debt Service
47,559
399,990
399,990
Transfer Out
2,067,551
2,280,670
3,669,310
Total Cost
$ 52,266,032
$ 66,790,890
$ 73,686,450
Staffing Summary (Budgeted)
Full-time
Pa rt-tim e
Total Staffing
121.00 122.00 131.00
3.51 2.76 2.76
124.51 124.76 133.76
PAGE 271
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Fire District — Performance Measures
Equitable prosperity for
all0
Providing and nurturing a high �
quality of life for all
Continuous
improvement
Intentionally embracing and
0 anticipating the future
eBuilding
and preserving a family- 0Promoting and enhancing a safe and ��
oriented atmosphere healthy community for all
Actively seeking and respectfully
considering all public input
A Working together cooperatively and respectfully with each other, staff, and all stakeholders
City CouncilAlignment with
.•.
or�.,,.
1 Provide vital fire and life safety services to the community in
✓
✓
✓
✓
✓
✓
✓
an efficient and effective manner
Assure that all personnel receive comprehensive training,
2 consistent with the highest professional standards of the fire
✓
✓
✓
✓
✓
service
3 Encourage community participation in fire safety and
✓
✓
✓
✓
✓
✓
emergency preparedness
Department
•.l #
2i i
Average response time at 90th percentile
1
0:08:47
0:09:13
0:08:45
Measurement of turnout and travel time to incidents
Percent of cardiac patients with pulsatile rhythms
1
42%
39%
45%
upon delivery to a hospital
Number of incidents
Includes tires, emergency medical services,
1
16,907
18,250
18,500
hazardous materials, technical rescue, extrication,
ublic assist alarms and false alarms and other
Fires contained to room of origin
1
63%
70%
70%
Number of inspections
Includes building, business, and weed abatement
1
4,308*
5,259
5,500
inspections
Total personnel training hours
2
23,578*
23,031*
27,000
Community members trained with public
education events
3
186*
585
600
Includes In -person and virtual trainin
Community engagement through social media
interactions
3
21832,466
2,349,827**
2,500,000**
Includes Likes, Shares, and Comments on
Facebook, Instagram, and Twitter
*Numbers are significantly lower due to the COVID-19 Pandemic
**Numbers have decreased following the peak of COVID-19 Pandemic and as users shift to other social media platforms
PAGE 272
Fire District
Fire Supression Structural
Wildland Front Country
Fire Investigations
Emergency Response Emergency Medical Services
Technical Rescue Haz Mat Tacti
Response
Response Planning
Ready RC
Mitigation
Preparedness
Emergency Response
Management M
Recovery
1 Community and Business
Emergency Response Training
Volunteer Coordination
Prevention Inspections
Community Risk 11Weed Abatement/Brush Clearance
Reduction Public Education
New Construction Plan Review
Public Information
Community Affairs I!t Special Events
Engagement
Personnel Management a
Development
I` Planning/Finance
Administration
Maintenance Facility
Facility Maintenance
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Animal Services — Department Budget Summary
Overview of Department
The City of Rancho Cucamonga has an innovative Animal Services
Department whose mission is Creating PAWsitive impact by
enriching the lives of animals and people. The Animal Services
Department cares for nearly 5,000 homeless pets annually and
responds to approximately 6,000 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 promoting responsible pet ownership.
Community and Information Programs: Volunteer programs,
foster care, the RC aCATemy (formerly the neonatal kitten
nursery), 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.
Veterinary Services: Veterinary treatment for animals housed at the Center, contracts for outside
veterinary services for emergency, after hour, and specialized care; learning opportunities for Veterinary
and Veterinary Assistant students, and vouchers for low cost spay and neuter clinics.
FY 2022/23 Budaet Hiahliahts
• Community:
o Updating humane education material and promoting available pet resources
o The Animal Care Foundation will continue to enhance its safety net and diversion programs
such as vouchers for veterinary care, pet food, and dog grooming
• Programs:
o Offering services such as adoptions, microchips, spay and neuter vouchers, and surrender
of owned pets by appointment
o Open the RC aCATemy; cat program designed to provide one-on-one care for cats and
kittens with behavior and medical concerns
o Outsource animal licensing to increase compliance rates
• Personnel:
o Fund a Deputy Director and three full time frozen positions (Animal Caretaker, Customer
Care Assistant, Animal Services Officer II)
o Begin the design phase to reconfigure current office space and add a meeting space
o Develop a wellness program and resources familiar with first responder concerns, crisis
counseling, and grief support
PAGE 274
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Animal Services — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 2,116,196
$ 2,711,380
$ 3,174,030
Operations and Maintenance
282,955
468,000
466,070
Ca pita I Outlay
-
10,000
10,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
2,399,151
3,189,380
3,650,100
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
368
60
630
Capital Outlay
-
-
20,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
368
60
20,630
All Funds
Personnel Services
2,116,196
2,711,380
3,174,030
Operations and Maintenance
283,323
468,060
466,700
Capital Outlay
-
10,000
30,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 2,399,519
$ 3,189,440
$ 3,670,730
Staffing Summary (Budgeted)
Full-time
Pa rt-tim e
Total Staffing
19.00
14.90
33.90
19.00
14.52
33.52
23.00
14.39
37.39
PAGE 275
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Animal Services — Performance Measures
i
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
PerformanceDepartment
•.ffiffi,20L217•O
Cats Dogs
Cats Dogs
Cats Dogs
Intake
1
1,044
1,096
1,297
1,014
1,266
993
Outcomes
➢ Adoptions
711
502
700
442
700
442
➢ Returned to owner
28
426
21
353
21
353
➢ Rescued
171
111
223
123
223
123
➢ Trap -Neuter -Return/
1
86
0
126
0
126
0
Shelter -Neuter -Return
➢ Euthanized
88
65
141
62
141
62
➢ Died
51
6
55
10
55
10
➢ Transfer correct shelter
0
4
0
1
0
1
➢ Escaped, missing, or other
2
0
0
2
0
2
Live release rate
Measures live outcomes as a percentage
of the animals admitted. Rate excludes
1
88%
94%
85%
93%
88%
94%
owner requested euthanasia for animals
that are unhealthy/untreatable
Total Field Service calls
1
4,390
4,899
4,899
*Performance Measure data reported for Fiscal Years 2020/21 and 2021/22 reflect official data for calendar years 2020 and
2021, respectively
PAGE 276
Administration
Administrative Services 1Q Reuniting Lost Pets with Owners
Community Programs and
Information
Community Cat Programs
Community Outreach
Volunteers
Foster Care
Kitten Nursery
I
Animal Services Animal Spay and Neuter Progra
Veterinary Services
F1,4 -
Animal Health and Wellness
Animal Care
Animal Care
Adoptions
Field Service Officers
Field Services I= Dispatcher
Animal Licensing
Animal Care Foundation
I�.
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Community Improvement — Department Budget Summary
Overview of Department
The Community Improvement Division focuses on solutions in response to nuisance conditions and other
violations of the Municipal Code, providing for a safer and more beautiful community, providing equitable
enforcement of the Municipal Code, and seeking cost recovery when appropriate.
FY 2022/23 Budget Highlights
• Recruit and develop a new shared Community Improvement Officer I position with Business
Licensing Division
• Support healthy neighborhoods in both residential and commercial areas of the City
• Invest in training for all staff to empower officers to make extra effort to build stronger relationships
with other departments and the community
• Focus on Community Clean-ups by organizing and providing services to neighbors in the most need
• Dedicate services to combating community blight collaboratively through the critical case team
focusing on abandoned and neglected properties throughout the City
rI RANCHO
4i. J CUCAMONGA
COMMUNITY IMPROVEMENT
PAGE278
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Community Improvement — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 496,349
$ 649,770
$ 674,380
Operations and Maintenance
136,052
200,050
200,550
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
632,401
849,820
874,930
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
AII Funds
Personnel Services
496,349
649,770
674,380
Operations and Maintenance
136,052
200,050
200,550
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 632,401
$ 849,820
$ 874,930
Staffing Summary (Budgeted)
Full-time
5.00
5.25
5.75
Pa rt-tim e
-
0.46
0.46
Total Staffing
5.00
5.71
6.21
PAGE279
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Community Improvement — Performance Measures
Equitable prosperity for O Providing and nurturing a highContinuous Intentionally embracing and
all quality of life for all tyj�a improvement 0 anticipating the future
e Building and preserving a family- Promoting and enhancing a safe and who
seeking and respectfully
oriented atmosphere healthy community for all considering all public input
*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
..
O
4
Provide equitable enforcement of the Municipal Code, seeking cost
1
recovery when appropriate, to maintain and improve the quality of life
✓
✓
✓
✓
✓
✓
✓
✓
for residents, businesses, and guests in Rancho Cucamonga
Strive to take strong actions against violations that present potentially
2
hazardous conditions to the community
✓
✓
✓
✓
✓
✓
✓
✓
Exercise and develop innovative ways to efficiently resolve long-term
3
problematic cases
✓
✓
✓
✓
IV/
✓
✓
✓
Department
..
i
Percent of Community Improvement cases resolved by
notification without enforcement (voluntary compliance)
1
79%
75%
80%
Percent of Community Improvement cases that have
resulted in forced compliance
1, 2, 3
10%
12%
15%
Percent of cases resolved
1, 2, 3
77%
78%
79%
PAGE 280
Pro -active Inspections
Case Management IM
and ResponseRe-active Inspections
Emergency Inspections
Community Clean -Ups
Community I�
Neighborhood Meetings
Engagement Services
Education
/ Blight, Neglected, Vacant
Community Improvement , l. Buildings
Community Safety
Special Teams
Health and Safety
Substandard
Receivership
Critical Case Team
Short Term Rental
Community Improvement and
Business License Inspections
Volunteer Program
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Records Management — Department Budget Summary
Overview of Department
The City Clerk/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, administering City Elections, and managing City Records with integrity, accuracy, impartiality, and
professionalism.
The Department is responsible for a vast array of administrative services that provide support for all City
Departments, including:
• Agenda & Legislative Management
• Boards, Committees & Commissions Recruitment
• Public Records Requests
• Contracts & Agreements
• Bid Openings
• Legal Public Noticing
• Process Citation Appeals for Community Improvement, Animal Services, and Fire
• City Hall Educational Tours
• City Election Administration
• Campaign/Economic Interest Filings
• Conflict of Interest Code
• Records Management including records imaging storage, destruction, and retention
• Municipal Code Codification
FY 2022/23 Budget Highlights
• Assess and increase the capacity, utilization, and training of the City's Electronic Document
Management System (Laserfiche) by departments for retaining current and permanent records,
ensuring preservation and accessibility of records by staff and the public
• Implement an electronic contract signature and attestation system and protocols for City Council
approved contracts to continue to provide high -quality services while decreasing expenditures and
reliance on inefficient manual paper -driven processes
• Plan and administer, in coordination with San Bernardino County Registrar of Voters, election services
for the City including voter outreach, ballot measures, candidate nomination and orientation, and as
well as handling campaign filing obligations per the Fair Political Practices Commission. The general
municipal election is scheduled on November 8, 2022 for two (2) Council Member seats voted by District
2 and 3 and for Mayor (elected at large)
• Conduct Bi-Annual Review and Update of the City and Fire District's Conflict of Interest Codes
• Serve as Secretary to the newly created Rancho Cucamonga EIFD Public Financing Authority Board,
duties include agenda preparation, meeting administration, and official record keeping of legislative
actions
• Begin transfer of official City Records to the new Records Facility at Fire Station 178 and implement a
bar coding system for managing City-wide record storage and retrieval
_ i Al
PAGE 282
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Records Management — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 659,566
$ 654,310
$ 756,470
Operations and Maintenance
122,084
86,590
611,000
Capital Outlay
-
-
-
Cost Allocation
(221,050)
(221,050)
(258,740)
Debt Service
-
-
-
Transfer Out
-
-
-
Su btota I
560,600
519,850
1,108, 730
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Ca pita I Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Su btota I
-
-
-
All Funds
Personnel Services
659,566
654,310
756,470
Operations and Maintenance
122,084
86,590
611,000
Ca pita I Outlay
-
-
-
Cost Allocation
(221,050)
(221,050)
(258,740)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 560,600
$ 519,850
$ 1,108,730
Staffing Summary (Budgeted)
Full-time
Part-time
Total Staffing
5.00 5.00 6.00
- - 0.40
5.00
5.00
6.40
PAGE283
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Records Management — Performance Measures
Equitable prosperity O Providing and nurturing a, Continuous Intentionally embracing
for all high quality of life for all 1W improvement 0 and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
* Working together cooperatively and respectfully with each other, staff, and all stakeholders
Mae" 1-117- 10 1 G) 1 16 1
1 Process agreements, resolutions, ordinances in a formal ✓
and timely manner
2 Ensure completion of Public Record Requests as ✓
established per California State Law
3 Ensure timely posting of City Council/Fire Board meeting ✓
aclendas per California State Law
4 Continue to scan and index City Council/Fire Board
records into Electronic Document Management System
Dept.
Actual
Actual
Target
Department Performance Measures
..
Number of City contracts processed
1
159
166
160
Number of Fire contracts processed
1
15
13
13
Number of City resolutions processed
1
132
210
200
Number of Fire resolutions processed
1
32
34
34
Number of ordinances processed
1
13
24
20
Number of City Council/Fire Board
1
31
30
30
meeting Minutes
Percent of Public Record Requests
2
98%
97%**
97%**
completed within 10 Days
Percent of compliant City Council/Fire
Board meeting agenda postings
3
100%
100%
100%
Scan and index City Council/Fire Board
documents into Laserfiche*
➢ In House
4
236
85,949
60,000
➢ Outsourced
2,334
156,952
100,000
*Scanning reported in total number of pages instead of files beginning in FY 2021/22
**Percentage is lower due to increasing number of extensive requests requiring additional time
PAGE 284
Records Management
(Disposition/Maintenance)
Records I_ Public Records Requests
Recorded Documents
RC Municipal Code
Agenda and Meeting/Minute
PEPreparation
Legal Notices
Bond Releases
1/1"
Contracts
Records Management Legislation
Claims/Subpoenas
Bid Openings
Administrative Appeals
Conflict of Interest Code
Board and Commission Recruitments
Administration
Nomination Filing
Candidate Handbook
Municipal Elections �\
Ballot Measures
atives/ Petitions
re of Campaign Finances a
Economic Interests
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Community Services — Department Budget Summary
Overview of Department
Within the Community Services Department we have
undergone a complete redesign making improvements
to better accomplish our mission to engage the
community by providing opportunities to play,
celebrate, grow, and be entertained through premiere
programs, outstanding services, and positive
environments creating life-long memories. The
Department coordinates programs and services
through seven divisions: Administration, Youth and
Adult Sports, Youth and Family Programs, Special
Events, Cultural Arts/Playhouse Operations, Senior
Services, and Human Services. In Fiscal Year 2022/23
We Department will be focusing on the following
priorities as former services are restored with improvements and new services are introduced.
FY 2022/23 Budget Highlights
• The Department will resume programs and services, while increasing the variety and offerings for all
ages with focused efforts towards service area gaps currently unmet within the community
• Annual performances will resume at Lewis Family Playhouse for the 2022/23 season and the
Department will evaluate best business opportunity/outcomes of the rental spaces of the Cultural
Center to meet the Action Plan Outcomes developed by consultant AMS
• The Department will utilize community survey results to fulfill items of high importance to our residents
such as, additional community special events, cultural arts, entertainment, health and wellness
programs, and adult based activities
• A consultant will continue to work alongside staff to finalize a cost recovery model and performance
goals to be included in the Department operational guide
• CSD will work alongside a consultant to develop a Citywide Parks and Recreation Facilities Master Plan
that reflects community input and goals for the next ten years
• Capital improvement projects include Beryl Park Inclusive Playground, VGCC Courtyard redesign, and
Quakes Scoreboard replacement
• Previously frozen full-time positions will be filled for Community Services Coordinator, Community
Services Superintendent, two (2) Community Services Supervisors, Procurement Technician, Theatre
Production Coordinator, and a Theatre Technician III
• Develop a competitive salary schedule for part-time wages to better recruit and retain staff to meet
the Department's service delivery needs
PAGE286
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Community Services — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 3,249,074
$ 5,883,070
$ 6,941,200
Operations and Maintenance
210,792
2,757,950
2,838,030
Ca pita I Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
3,459,866
8,641,020
9,779,230
Other Funds
Personnel Services
61,743
123,260
-
Operations and Maintenance
82,480
76,480
373,960
Capital Outlay
206,296
900,690
2,060,020
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
350,519
1,100,430
2,433,980
All Funds
Personnel Services
3,310,817
6,006,330
6,941,200
Operations and Maintenance
293,272
2,834,430
3,211,990
Capital Outlay
206,296
900,690
2,060,020
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 3,810,385
$ 9,741,450
$ 12,213,210
Staffing Summary (Budgeted)
Full-time
29.00
31.00
37.00
Part-time
63.00
64.16
63.87
Total Staffing
92.00
95.16
100.87
PAGE287
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Community Services — Performance Measures
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
M
P - I . "M
11�
%)1***
M
10,
ti
I
-Isw
F" 11: *
1
Provide quality recreation experiences to individuals,
✓
families, and the community
2 Provide quality events, programs, services, and facilities
✓
to strengthen community image and sense of place
Department Performance Measures Dept.j— Actual
..
Actual
Target
Provide opportunities for participation in
programs and services
➢ Total registrations
3,577
5,932
7,712"
Resident registrations 1 & 2
3,225
6,787
5,200
Non-resident registrations
352
732
925
Walk-in registrations
1,106
2,097
2,699
On-line registrations
2,471
3,835
5,013
Track engagement through Lewis Family
Playhouse ticket sales
➢ Total tickets distributed
1 & 2
0
16,268
40,013"
Resident tickets
0
9,950
16,005
Non-resident tickets
0
6,318
24,008
0
6,956
In person/phone tickets
12,004
On-line tickets
0
9,312
28,009
* Numbers are significantly lower due to the COVID-19 Pandemic and gradual return to programming
**Numbers are preliminary and dependent on continued COVID-19 Pandemic impacts
PAGE 288
Community Services
Administration
Central Park
Lions Centers
RC Family Resource Center
RC Sports Center
Special Events
VG Cultural Center
Contract Classes
Park Services
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Library Services — Department Budget Summary
Overview of Department
The Library Services Department's mission is to:
• Ignite Curiosity
• Transform Lives
• Create Community
The Department supports and encourages education and the love of reading in a welcoming atmosphere
with a knowledgeable, service -oriented staff.
Programs and services being offered include:
• In -person browsing
• Public computers and printers
• Study rooms
• Virtual storytimes and bookclubs
• Library of Things and Seed Library
• LINK+ (Interlibrary Loan Services)
• Zip Books
• Curbside Pickup Services
• Delivery of materials for homebound residents
• California Parks Pass Program
• Robust digital collections including books, audiobooks, streaming videos, and magazines
• Virtual Library providing free 24/7 access to research databases, online homework tutoring,
language learning software, resources for small businesses and job seekers
FY 2022/23 Budget Highlights
Restore in -person programs and information services for all
ages, including weekly and special event programs,
performing and cultural arts programs, and Reading
Enrichment Center
• Return of adult and family literacy services
• Career Online High School
• Book a Librarian Services
• Expand physical and digital collections including the
Library of Things
SECOND STORY
• Enhanced interactive activities highlighting Science, Technology, Engineering and Mathematics
(STEM), art and early learning development
• Support families experiencing early literacy learning gaps
• Provide and promote resources for small business and job seekers
• Final stages of the Second Story and Beyond° capital project including tenant improvements and
museum exhibits installation. Launch of new services anticipated June 2023
PAGE 290
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Library Services — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 2,440,729
$ 3,466,470
$ 4,123,300
Operations and Maintenance
1,140,211
1,588,310
1,841,000
Capital Outlay
280,582
50,000
189,310
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
1,100,000
500,000
800,000
Subtotal
4,961,522
5,604,780
6,953,610
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
46,338
38,400
30,960
Capital Outlay
296,612
1,225,000
3,899,340
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
37,040
-
-
Su btota 1
379,990
1,263,400
3,930,300
All Funds
Personnel Services
2,440,729
3,466,470
4,123,300
Operations and Maintenance
1,186,549
1,626,710
1,871,960
Capital Outlay
577,194
1,275,000
4,088,650
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
1,137,040
500,000
800,000
Total Cost
$ 5,341,512
$ 6,868,180
$ 10,883,910
Staffing Summary (Budgeted)
Full-time
26.00
26.00
29.00
Pa rt-tim e
28.60
18.87
23.60
Total Staffing
54.60
44.87
52.60
PAGE 291
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Library Services — Performance Measures
i
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
1
P
.•. ..
O..,,
- * 0
A highly accessible library that values equity and
1
inclusion while supporting the community's pursuit of
✓
✓
✓
✓
✓ ✓ ✓
✓
information, opportunity, and fulfillment
2
Offer diverse materials, programs, and activities that
✓
✓
✓
✓
✓ ✓ ✓
✓
ignite curiosity, transform lives, and create community
3
Create a sense of community pride through citizen
✓
✓
✓
✓
✓ ✓ ✓
✓
involvement
Use of Library facilities and resources
➢ Library visitors 25,099*
➢ Circulation of Library materials** 1 & 2 332,634*
➢ New Library Cards 3,214*
➢ Digital downloads 1 97,898
Number of volunteer hours 1 3 141*
*Numbers are significantly lower due to the COVID-19 Pandemic
**Circulation of Library materials includes Library's curbside pickup services for FY 2020/21
138,153* 237,000
479,395* 563,000
6,624 7,700
86,879 91,000
:r:
PAGE 292
Library Services
Programming
Adult and Teen Information Services
Services
Special Projects
Collection Services I= Physical & Digital Content
Programming
Children's Services IN Information Services
` Special Projects
Adult Literacy
Literacy Services
1464,
Back 2 Basics
Second Story and
Programming
Beyond®
Finance
Grants
Administration
`
11 Staff Development
Personnel
LINK+ and Zip Books
Services Technology Centers
Website
Technology Services
Social Media
Outreach Services House Calls
Passport Services
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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 2022/23 Budaet Hiahliahts
• Facilitate and support several key technology projects that will modernize work practices in
Administrative Services and throughout the various City departments
o Finance enterprise application replacement
o Wireless network upgrade
o Transition to Professional Development Plans for all employees
• Provide administrative support for the Community Parks and Landscape Citizens' Oversight
Committee
• Reviewing and refining procurement practices to match current marketplace dynamics, while
preserving transparency and accountability
PAGE 294
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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
Actua I s
2020/21
$ 1,123,483
3,667,744
(1,554,140)
8,195
5,185,181
8,430,463
1,168,191
4,992,087
3,642,223
5,078,200
14, 880, 701
2,291,674
8,659,831
3,642,223
(1,554,140)
8,195
10, 263, 381
$ 23,311,164
Adopted
Budget
2021/22
$ 857,940
4,092,060
(1,554,140)
106,450
3,827,870
7.330.180
1,122, 270
2,396,550
7,542,360
1,359,170
12,420,350
1,980,210
6,488,610
7,542,360
(1,554,140)
106,450
5,187, 040
$ 19,750,530
Adopted
Budget
2022/23
$ 921,520
6,375,720
(1,615,470)
106,450
4,106,330
9.894.550
1,338,940
3,081,000
9,601,070
1,362,120
15,383,130
2,260,460
9,456,720
9,601,070
(1,615,470)
106,450
5,468,450
$ 25,277,680
1.00 1.00 4.00
- - 0.60
1.00
1.00
0
PAGE 295
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Administrative Services — Performance Measures
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all � considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
Achieve Excellence in Procurement Award
from the National Procurement Institute
*Performance Measure data reported for Fiscal Years 2020/21, 2021/22, and 2022/23 reflects data for calendar years 2020,
2021, and 2022, respectively
**Due to staffing shortages, Department was unable to apply for award
Please see additional Performance Measures for
Administrative Services in each of the following
department sections:
Finance
Human Resources
Innovation and Technology
PAGE 296
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Administrative Services — Services to the Community
PAGE 297
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Finance — Department Budget Summary
Overview of Department
The overall mission of the Finance
Department is to provide excellent service
to both our internal and external
customers with the highest degree of
reliability and timeliness, while
maintaining appropriate financial control
of City resources.
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 principles, as well as applicable laws, regulations and City policies.
The Department consists of five divisions to accomplish its mission:
• Accounting and Financial Reporting: Comprised of the following sections: Accounts Payable,
Accounts Receivable, Debt Management, Fixed Assets, General Ledger, and Payroll. In addition,
this Division is responsible for preparing the City's annual financial report.
• 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.
• Revenue Management: The Revenue Management Division works with the City Treasurer and
the Deputy City Treasurer, and it is responsible for daily cash management and investment of funds
for the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. Other
responsibilities of the Division include coordinating and managing business licensing, revenue
collection, and cashiering functions for the City.
• 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.
FY 2022/23 Budget Highlights
• In conjunction with DoIT, implement a new Enterprise Resource Planning (ERP) software system
to replace the existing financial system to improve business processes and operational effectiveness
by implementing industry best practices and automation of manual processes
• Streamline current services in the Revenue Management and Special Districts Divisions by
implementing available technologies through our bank (Remote Deposit) and current software
providers
• Implement various process improvements in the Business Licensing Division to reduce customer
wait time and provide more readily available information for frequently asked questions
• In conjunction with the Community Improvement Division, hire a new Community Improvement
Officer that is shared between the Business Licensing and Community Improvement Divisions to
assist with compliance work for both divisions
PAGE 298
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Finance — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 2,439,882
$ 2,619,860
$ 2,933,980
Operations and Maintenance
46,534
65,480
74,050
Ca pita I Outlay
-
-
-
Cost Allocation
(708,050)
(708,050)
(727,620)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,778,366
1,977,290
2,280,410
Other Funds
Personnel Services
354,083
452,620
460,830
Operations and Maintenance
2,216,697
2,699,810
2,576,260
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
111,944
2,549,280
11,320
Transfer Out
199,970
354,830
354,830
Su btota 1
2,882,694
6,056,540
3,403,240
All Funds
Personnel Services
2,793,965
3,072,480
3,394,810
Operations and Maintenance
2,263,231
2,765,290
2,650,310
Capital Outlay
-
-
-
Cost Allocation
(708,050)
(708,050)
(727,620)
Debt Service
111,944
2,549,280
11,320
Transfer Out
199,970
354,830
354,830
Total Cost
$ 4,661,060
$ 8,033,830
$ 5,683,650
Staffing Summary (Budgeted)
Full-time
Part-time
Total Staffing
23.00 23.00
0.30 0.33
23.30 23.33
24.50
24.50
PAGE299
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Finance — Performance Measures
Equitable prosperity O Providing and nurturing a, Continuous Intentionally embracing
for all high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
.. ..
0�
e ��•�
.,,.
1
Practice sound fiscal management by living within our
✓
✓
✓
✓
✓
means
2
Manage and protect the City's financial assets
✓
✓
✓
✓
3
Be accountable to our residents through transparent
✓
✓
financial reporting
4
Effectively manage the City's investment portfolio
✓
✓
✓
✓
Department Performance Measures
Dept.
Actual
Actual
Target
..
•
Achieve Government Finance Officers
Association's (GFOA) Distinguished Budget
1, 2 & 3
Yes
Yes
Yes
Presentation Award
Achieve GFOA's Certificate of Excellence in
Financial Reporting for the prior year's
1, 2 & 3
Yes
Yes
Yes
Annual Comprehensive Financial Report
Investment yield at market vs. benchmark
➢ City of Rancho Cucamonga
-4.66%
managed portfolio
3 & 4
.43%
.79%
➢ Benchmark - ICE BofAML 1-5 Year
41%
-4.61%
79%
U.S. Treasury Index
Percent of businesses paying license on or
2
74%*
83%
85%
before expiration date - quarterly average
Percent of special district parcels accurately
2
9956%
99.99%
99.97%
submitted to the tax rolls
*Percentage is lower due to the COVID-19 Pandemic
PAGE 300
Finance
Accounts Payable
Accounts Receivable
Cashiering
Accounting and Financial
Reporting 1!1 Fixed Assets
General Ledger
Payroll
Prepare Annual
Financial Report
- Coordinate City's Annual
Budget Management I.. Budget
Business Licensing
Generate Quarterly Budget
Updates for City Council
Iss d Renew
Business Licenses
Ensure Compliance with City's
TOT and Admissions Tax
Ordinances
Daily Cash Management
Investment of Excess Funds
Revenue Management Ilk Investment Reporting
Revenue Collection and
Forecasting
mmm�" Administer 37 Special Districts
in the City
Special Districts
Manage Special District
Formations
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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 MIA-
engagement.
The
Human Resources Team provides a wide range of services
to City staff in the areas of Total Compensation, Employee and
Labor Relations, Training and Organizational Development,
Talent Acquisition, Risk Management, Safety, Workers
Compensation, and Employee Wellness.
FY 2022/23 Budget Highlights
• Focus on workplace safety initiatives to ensure our
employee's safety and business continuity for the community
• Focus on programs and services that enhance the 'Employee Experience" including the Baby on
Board program, Take your Co -Worker to Work program, Annual Staff Development Day, RC Cares
program, Remote Work policy, Dress For Your Work Day policy, HR2U, Annual New Employee
Mixer, and Doggy Day Fair
• Provide ongoing small group learning experiences including Brene Brown's Rising StrongT" and
Daring GreatlyTM programs focused on communication, self-confidence and resiliency
• Support and continue to participate in the City's REDI initiative. Foster a diverse, respectful,
inclusive, valued, and equitable workforce
• Resume employee wellness programs including "Know Your Numbers" campaign, Flu Shots, Biggest
Loser Challenge, Annual Employee Health Fair, Peloton, Healthy Newsletters, and Lunch and Learn
sessions
• Continue utilization of TeleHealth services, an employee assistance program, which allows
employees' access to mental health professionals using videoconferencing
• Transition from a backward -looking performance evaluation system to a future focused professional
development plan and ongoing coaching
• Foster and facilitate employee development, organizational development and succession planning
through innovative and cooperative programs
• Continue to utilize NEOGOV's LEARN platform to assign and track staff certifications and training,
and attendance of professional conferences
• Continue transformational efforts towards a Business Partner business model
• Use drivers of retention to focus on talent management
• Continued communications with employees on COVID-19 and the important role they play on
stopping the spread
PAGE 302
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Human Resources — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 1,088,726
$ 1,080,330
$ 1,200,680
Operations and Maintenance
194,083
322,810
329,650
Capital Outlay
-
-
-
Cost Allocation
(449,120)
(507,950)
(456,450)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
833,689
895,190
1,073,880
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Su btota I
-
-
-
All Funds
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
Staffing Summary (Budgeted)
1,088,726
194,083
(449,120)
1,080,330
322,810
(507,950)
1,200,680
329,650
(456,450)
$ 833,689 $ 895,190 $ 1,073,880
Full-time 8.00 8.00 9.00
Pa rt-tim e - - -
Total Staffing 8.00 8.00 9.00
PAGE 303
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Human Resources — Performance Measures
Equitable prosperity O Providing and nurturing a, Continuous Intentionally embracing
for all high quality of life for all 1W improvement 0 and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
. ,. ..1170�
a
o���
..,.
1 Recruit and retain a highly skilled workforce dedicated
✓
✓
✓
✓
to public service
2 Enhance citywide training program
✓
✓
✓
✓
3 Enhance citywide safety program to reduce workers'
✓
✓
✓
✓
compensation and risk liability claims
Department Performance Measures
Dept.
Actual
Actua I
Target
..
Number of recruitments
➢ Full-time
53*
146
156
➢ Part-time
1
39*
114
125
➢ Internal
9*
33
36
Number of new hires
➢ Full-time
26*
55
59
➢ Part-time
1
26*
90
100
➢ Full-time promotions
17*
10
12
➢ Part-time promotions
2*
6
8
Average number of days from opening of
recruitment to hire
1
159
123
120
Quality of hire
Percentage of new hires and promotions
1
92%
90%
94%
achieving a satisfactory appraisal at their first
review
Voluntary turnover rate
1
6%
12%
10%
Employee participation in training programs
1, 2 & 3
93%
70%**
75%**
*Numbers are significantly lower due to the COVID-19 Pandemic
**Percentage is lower due to training program participation including part-time staff and volunteers, along with full-time staff
PAGE 304
Human Resources
Talent Management
Benefits Management
Policies and Procedures
Employee Experience
Organizational
Development
Labor Relations
Risk Management
r
Employee Wellness
Attract
Develop/ Motivate
10.
AK Reta i n
Culture
Diversity, Equity, and Inclusio
Enhance Employee Lifecycle
MOU/Negotiations
Liability
Workers Compensation
Safety/Loss Control
Insurance
Physical and Psychological
Programs and Services
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Innovation and Technology — Department Budget Summary
Overview of Department
The Department of Innovation and Technology facilitates the impactful use of technology across all City
departments, allowing for increased efficiency, improved transparency, and overall enhanced service to
the community. In 2021, Rancho Cucamonga was once again
ranked among the top ten cities nationwide in our population
category by Government Technology's Digital Cities Survey
for our use, management, and imaginative application of DIGITAL
technology to solve complex challenges and ensure the
seamless operation of governance. The Department is
comprised of five divisions including Systems and Network,
Enterprise Applications, Geographic Information Services •
(GIS), Operations, and Cybersecurity. GOV
The Department's technology strategy covers four key areas:
1. Maintaining and securing current technology, including infrastructure, hardware, and applications.
2. Managing user experience with technology through training and continued quality improvement on
existing platforms.
3. Continued planning for the evolution of technology lines and services.
4. Facilitating the innovative application of technology in business practices and service delivery to
the community.
FY 2022/23 Budget Highlights
• Develop our workforce by providing opportunities for professional growth and building leadership
skills to positively influence the future success of DoIT
• Implementation of a 3-tiered backup system built on a combination of on -premises and cloud
architecture to provide resiliency and improved disaster recovery
• In conjunction with Finance and HR, implement a new Enterprise Resource Planning (ERP) software
system to replace the existing financial system to improve business processes and operational
effectiveness by implementing industry best practices and automation of manual processes
• Continued addition of cybersecurity measures including implementation of a modern firewall,
deployment of an enterprise digital password management solution, and an update of Information
Technology policies to include the cybersecurity best practices, as well as applicable laws and
regulations
• Implementation of VMware NSX software security that will reduce the ability for malware to spread
in our virtual server environment in the event one server is infected by limiting east/west network
traffic among servers. This software also has an intrusion prevention feature that monitors
communication and blocks it from well-known attack signatures
• Upgrade of our citywide wireless infrastructure that has reached its end -of -life. The upgrade to Wi-
Fi 6 will provide for increased speed and support of newer devices while enhancing security for the
internal and public wireless network
PAGE 306
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Innovation and Technology — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 2,895,673
$ 2,960,680
$ 3,387,980
Operations and Maintenance
2,670,681
3,135,660
3,513,490
Capital Outlay
-
-
-
Cost Allocation
(1,897,320)
(1,937,300)
(2,043,580)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
3,669,034
4,159, 040
4,857,890
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
1,449,846
283,570
4,969,510
Ca pita I Outlay
46,058
190,000
1,120, 000
Cost Allocation
-
-
-
Debt Service
47,428
527,340
527,330
Transfer Out
-
-
-
Subtotal
1,543,332
1,000,910
6,616,840
All Funds
Personnel Services
2,895,673
2,960,680
3,387,980
Operations and Maintenance
4,120,527
3,419,230
8,483,000
Ca pita I Outlay
46,058
190,000
1,120, 000
Cost Allocation
(1,897,320)
(1,937,300)
(2,043,580)
Debt Service
47,428
527,340
527,330
Transfer Out
-
-
-
Total Cost
$ 5,212,366
$ 5,159,950
$ 11,474,730
Staffing Summary (Budgeted)
Full-time
24.00
25.00
25.00
Part-time
0.70
0.77
0.24
Total Staffing
24.70
25.77
25.24
PAGE 307
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Innovation and Technology — Performance Measures
Equitable prosperity O Providing and nurturing a, Continuous Intentionally embracing
for all high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
116 011,1111111
1 Oversee the Citywide information systems and ✓
infrastructure to improve efficiency and security
2 Provide excellent customer service to internal City
technoloav users
PerformanceDepartment
Number of completed work orders
..
1 & 2
i
3,446
3,927
3,689
➢ Hardware
799
1,101
950
➢ Account management
584
634
609
➢ Software -desktop
446
376
411
➢ File management
41
51
46
➢ Telephone
205
171
188
➢ Software -enterprise
900
791
846
➢ Network
116
117
117
➢ Audio/video
91
112
102
➢ Virus and malware
45
36
41
➢ Internet
36
65
51
➢ Other
183
473
328
PAGE 308
Innovation and
Technology
Applications
Systems
Geographic Information
Services (GIS)
Operations
Cybersecurity
Enterprise Application
Management
User Interface Development
Data Hosting Solutions
Network Security and
Management
Data Center Management
Information Security Practices
Spatial Data Visualization
Business Intelligence
Development
Enterprise GIS
Help Desk Requests
End User Support
Hardware Implementation
Data Governance
Security Education and
Awareness
Oversight and Reporting
Security
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Economic and Community Development — Department Budget Summary
Overview of Department
The Economic and Community Development Group encompasses the activities of the Building and Safety,
Engineering, Planning (including Economic Development), 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 Group coordinates implementation of the City's Economic and
Community Development goals and objectives and capital projects planning programs.
FY 2022/23 Budget Highlights
• Continue to provide support to the business community through the City's Economic Development
liaisons and to partner with other agencies to provide business services such as workforce
development, small business consultation, and education
• Revise and implement the Economic Development Strategic Plan
• Provide professional consulting services and deliver advice, assistance, and guidance relative to
business -related issues through partnership with the Inland Empire Small Business Development
Center (SBDC)
• Deliver services of Building and Safety, Engineering, Planning, and Public Works under a common
philosophy of innovation and excellent customer service
• Provide effective coordination and monitoring of all Economic and Community Development
programs and budgets that cross -over department lines
• 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
PAGE 310
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Economic and Community Development — Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Ca pita I 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
Ca pita I Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
Staffing Summary (Budgeted)
Full-time
Part-time
Total Staffing
Adopted Adopted
Actuals Budget Budget
2020/21 2021/22 2022/23
$ 393,944 $ 427,090 $ 946,640
297,776 459,380 514,090
691,720 886,470 1,460,730
1,713,433 247,450
39,546 -
1,752,979 247,450
910,220
910,220
393,944 427,090 946,640
2,011,209 706,830 1,424,310
39,546 - -
$ 2,444,699 $ 1,133,920 $ 2,370,950
3.00 3.00 6.00
3.00
3.00
N
PAGE 311
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Economic and Community Development — Performance Measures
Please see Performance Measures for
Economic and Community Development
in each of the following department sections:
Building and Safety Services
Engineering Services
Planning
Public Works Services
PAGE 312
Oversee Services of:
Building and Safety
Engineering
Planning
Public Works
r Assist in Implementing City
Economic and f Council's Goals
Community Oversight of Key Capital
Development Projects
Foster Economic
Development through
Focused Programs that
Promote the Quality of Life
and Economic Health of the
Community
Housing Services
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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 check, 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 assists other
City
departments in managing building
and
structural capital improvement projects
and
enforcing accessibility regulations for
City
facilities
• Works closely with the Police Department in illegal business activity bringing uses and structures
within safe standards
• Provide emergency response and damage assessment during and after disaster events
Building and Safety Services enforces nationally recognized standards and
construction codes as well as mandates from the State regulatory agencies, in
matters pertinent to building construction, site development, and the permit
process. In addition, Building and Safety Services also enforces compliance to
codes as it relates to energy, accessibility laws, places of assembly, and
housing requirements. Field inspections and safety assessments are performed
by building/fire inspectors. In-house plan review staff manage and review all
building and fire plans utilizing assistance of contract experts when necessary.
The Department also assists the Community Improvement Division in
evaluation and enforcement of substandard construction or property use.
FY 2022/23 Budget Highlights
• Further develop online services and communication with the public
• Continue to integrate Building and Safety, Planning, and Engineering to create a seamless flow of
information and process in Community Development
• Re -align Public Service Technician staff within Community Development to better meet needs of
the large and small projects, improving processing times, and streamlining issuance of permits
• Community outreach programs producing informative videos regarding inspections, permits, code
requirements, and various City information topics
PAGE 314
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Building and Safety Services — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 1,639,828
$ 1,811,640
$ 2,320,180
Operations and Maintenance
79,069
99,690
102,010
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,718,897
1,911,330
2,422,190
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
31,898
38,090
65,680
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
31,898
38,090
65,680
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
1,639,828
110,967
1,811,640 2,320,180
137,780 167,690
$ 1,750,795 $ 1,949,420 $ 2,487,870
15.00 16.25
0.50 0.46
15.50
16.71
20.25
20.25
PAGE 315
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Building and Safety Services — Performance Measures
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment
with
Core
Values
owl
M..*+
17
Enforce a series of nationally recognized standards and
1
construction codes as well as mandates from the State
✓
✓
✓
✓
✓
✓
regulatory agencies, in matters pertinent to building
construction, site development, and the permit process
2
Maintain a standard of excellent customer service
✓
✓
✓
✓
✓
✓
✓
✓
Create tutorial videos available to the public aimed at educating
3
the community about services, and explain how to use tools
✓
✓
✓
✓
✓
✓
✓
and systems necessary to navigate the permitting process
4
Utilize virtual methods of performing inspections and remote
✓
✓
✓
✓
✓
✓
evaluations saving time for both the public and staff
Develop a queuing system for the public lobby focused on
5
connecting staff with City Hall visitors in an expedient and
✓
✓
✓
✓
✓
✓
✓
v
efficient manner
Department Performance Measures
*
I
.-
I c
Number of inspections performed
1 & 2
13,422
12,291
13,520
Percent of inspections completed virtually using
various technologies such as drones, video, and
1, 2 & 4
12%
20%
25%
photo imagery
Complete projects submitted for initial plan check
1 & 2
96%
96%
100%
within ten business days
Number of permits issued
1 & 2
4,976
5,010
5,511
Process electrical, plumbing, and mechanical permits
1 & 2
100%
100%
100%
not requiring plan submittals on the same day
Process building, electrical, plumbing, and
mechanical permits requiring plan submittals within
1 & 2
100%
98%
100%
ten business days
Achieve Department accreditation through the
1' 4
International Code Council becoming one of the top
& 5'
*
*
Yes*
1% of departments in the nation
*Department seeking accreditation with International Code Council for the first time by the end of FY 2022/23.
PAGE 316
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Building and Safety Services — Services to the Community
PAGE 317
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Engineering Services — Department Budget Summary
Overview of Department
The Engineering Services Department in partnership with departments citywide strives to build a City where
the infrastructure supports a community that is a great place to live, work, and play through strategic
design, well planned maintenance, and fiscal and environmental sustainability. The department provides
a number of services in support of building a world -class community. Among these are planning and
implementation of capital improvements, development related services, traffic and transportation
management, environmental programs, and utility services such as electric power, high-speed municipal
broadband, and streetlight management. The department seeks to continue providing excellent service in
these areas in service to the community.
FY 2022/23 Budget Highlights
Fiscal Year 2022/23 will prove to be another exciting year for the City's Engineering Services Department.
We continue to move forward on a number of major projects and activities that will help to pave the way
for the future of our community. Major construction projects such as the Etiwanda Grade Separation and
the Advanced Traffic Management System (ATMS) projects seek to address community concerns about
traffic capacity, Utility projects such as the Etiwanda Line Extension and the Resort development will
provide the opportunity to service new residents and businesses with electricity and municipal broadband
internet. Also, planning projects such as the reduction in organic waste, ADA Transition Plan, and Healthy
RC Active Transportation Plan will help guide current and future infrastructure needs to better serve the
needs of residents and businesses in our City. Some of the key projects and activities planned for this fiscal
year include:
• Design continues for the Etiwanda Grade Separation project with construction expected to begin in
December 2022
• We are continuing to facilitate the development of large industrial projects
on vacant parcels in our southeast industrial area as well as beginning to
work with developers to implement the vision set out in our new General
Plan
• Continuation of the ATMS program with Phase 2, which will incorporate
five additional corridors into our traffic management system
• Completion of the ADA Transition Plan Update
• Completion of our Local Road Safety Plan to identify opportunities for street safety improvements
and for continued eligibility for federal HSIP grant funding
• Preparation of the Healthy RC Active Transportation Infrastructure Assessment and Improvement
Plan that will identify and prioritize pedestrian and bicycle infrastructure improvements and lay the
foundation for future grant applications
• Continued coordination with SBCTA to complete the design of the 6th Street Cycle Track with
anticipated construction in Spring of 2023
• Development of plans to reduce organic waste and increase edible food recovery in compliance
with SB1383
• Strategic expansion of the Rancho Municipal Broadband program to serve a larger number of
businesses and residents in the City
• Continue to provide reliable, green, and cost-effective power to more than 2,500 residential and
business customers including new developments forthcoming at the Resort and the Southeast
industrial area of the City
PAGE 318
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Engineering Services — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 2,082,212
$ 2,426,700
$ 2,773,190
Operations and Maintenance
169,877
142,990
600,800
Ca pita I Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Su btota 1
2,252,089
2,569,690
3,373,990
Other Funds
Personnel Services
4,633,292
4,726,690
4,720,970
Operations and Maintenance
12,363,856
13,231,570
16,753,580
Capital Outlay
16,661,303
33,741,860
82,305,500
Cost Allocation
-
-
-
Debt Service
442,007
937,300
934,100
Transfer Out
4,081,650
1,632,400
1,692,680
Subtotal
38,182,108
54,269,820
106,406,830
All Funds
Personnel Services
6,715,504
7,153,390
7,494,160
Operations and Maintenance
12,533,733
13,374,560
17,354,380
Capital Outlay
16,661,303
33,741,860
82,305,500
Cost Allocation
-
-
-
Debt Service
442,007
937,300
934,100
Transfer Out
4,081,650
1,632,400
1,692,680
Total Cost
$ 40,434,197
$ 56,839,510
$ 109,780,820
Staffing Summary (Budgeted)
Full-time
Pa rt-tim e
Total Staffing
1 :1
35.80
36.50
0.72
37.22
38.50
0.72
39.22
PAGE319
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Engineering Services — Performance Measures
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
Alignment with
City
Council Core
Values
Partner with departments in an effort to build a City
where the infrastructure supports a community that is a
1
great place to live, work, and play through strategic
✓
✓
✓
✓ ✓
✓
✓
✓
design, well planned maintenance, and fiscal and
environmental sustainabilit
Strive to protect and conserve natural resources through
2
education, planning, waste reduction, recycling, and
✓
✓
✓
✓
✓
✓
✓
✓
ollution orevention
3
Provide safe, reliable, and cost-effective fiber and
✓
✓
✓
✓
✓
✓
✓
✓
electric services to City customers
Department Performance Measures
Dept.
Actual
Actual
Target
..
Average Pavement Condition Index (PCI)
70
70
72
Pavement Condition Index is the standard of
practice measure of effectiveness used to
assess pavement.,
-Very Good (86-100 PCI)
1
-Good (70-85 PCI)
-Fair (50-69 PCI)
-Poor (30-49 PCI)
- Vely Poor 0-29 PCI
Number of permits issued
1
3,762
3,779
3,900**
Number of inspections
1
4,222
4,854
4,400**
Household Hazardous Waste Collection Facility
1 & 2
5,421*
6,354
6,672
participation
Number of Rancho Fiber customers
1 1 & 3
1 308
480
1 730
*Number is significantly lower due to the COVID-19 Pandemic
**Services are dependent on existing demand and economy
PAGE 320
Engineering Services
Land Development &
Inspection
Capital Project
Management &
Transportation
Environmental Programs
Rancho Cucamonga
Municipal Utility
Permit Processing
Tract/Parcel Maps
Public and Private
Improvement Design Review
Inspection Services
Project Administration
CIP Budget Implementation
Traffic Signal Coordination
Project Design
Vehicle/Pedestrian Safety
Integrated Waste
Storm Water
Household Hazardous Waste
Billing/Payment Processing
Program Administration
Customer Outreach
Clerical/Administration
Budget/Finance
Streetlight Management
RC Fiber Program
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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; 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.
FY 2022/23 Budget Highlights
• Phase 2 Development Code Updates to make refinements to the new Code
• Develop focused plans for specific areas of the City, such as Civic Center and Epicenter area
• Partner with Public Works on an Urban Forest Master Plan
• Partner with CSD on a Parks Master Plan
• Continue evaluating regulations from the state regarding housing and other land use issues and
evaluate if development standards need to be updated to reflect these changes
• Develop a plan to address housing growth that meets our desire for high -quality development for
the City
• Implement a new customer service system for Community Development services to provide an
excellent customer service experience
• Invest in staff through training and innovation to reduce attrition and develop the Planning team
to address development challenges as an infill city
PAGE 322
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Planning — Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2020/21
2021/22
2022/23
Operating Budget
Personnel Services
$ 1,378,285
$ 1,380,800
$ 1,862,370
Operations and Maintenance
294,696
616,180
344,730
Ca pita I Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,672,981
1,996,980
2,207,100
Other Funds
Personnel Services
272,478
270,730
163,340
Operations and Maintenance
650,254
423,030
426,130
Capital Outlay
1,209,228
1,532,370
926,480
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
2,131,960
2,226,130
1,515,950
All Funds
Personnel Services
1,650,763
1,651,530
2,025,710
Operations and Maintenance
944,950
1,039,210
770,860
Capital Outlay
1,209,228
1,532,370
926,480
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 3,804,941
$ 4,223,110
$ 3,723,050
Staffing Summary (Budgeted)
Full-time
11.00
11.00
13.00
Part-time
-
-
0.35
Total Staffing
11.00
11.00
13.35
PAGE 323
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Planning — Performance Measures
i
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a �) Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
_T_IOI�ICI6101F"-1vw
Developing and implementing comprehensive plans
1 that reflect the goals, policies, and General Plan of the ✓ ✓ ✓ ✓ ✓
City
Number of Planning Applications submitted
1
500
461
461**
Number of Plan Checks performed
1
3,792
3,828
3,500**
Planning Counter visits
1
1,040*
1,576
1,700
Planning phone calls
1
7,359
6,030
6,000
Planning emails
1 1
1,636
1,856
1,500
*Number is significantly lower due to the COVID-19 Pandemic
**Services are dependent on existing demand and economy
PAGE 324
Planning
Economic Development
Public Information
Land Use Entitlements
Development Review
Environmental Review (CEQA)
Historic Preservation
Community Development Block
Grant (CDBG)
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
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 15 City facilities and 8 Fire District facilities;
Parks and Landscape: Maintains 31 parks, Adult Sports Park and baseball
stadium, 125 street front miles of landscape, and a comprehensive
inventory of trees, paseos and trails; Street/Fleet/Storm Drain: Maintains
534 roadway miles, including 4,004 catch basins and 226 signalized
intersections, and provides fleet maintenance for 181 vehicles and over
140 pieces of on and off -road equipment.; and Administration/Project
Management: Manage departmental support services, contracts, safety
and risk management, budget, and capital maintenance projects.
FY 2022/23 Budget Highlights
• Urban Forest Management Plan (UFMP) — The UFMP will
provide staff with a long-term plan to mitigate future state mandates, drought, urban heat effects,
and wildfires while creating a roadmap for the City's urban forest over the next 50 years. The UFMP
will assist City staff with incorporating urban forest management best practices, including setting
Greenhouse Gas (GHG) emission reduction goals, wildfire prevention, a long-term City tree canopy
cover goal, and incorporate urban forest management best practices.
• Water Conservation Projects — Multiple water conservation projects will be completed during
the fiscal year, including drought tolerant landscape renovations in Landscape Maintenance Districts
2 and 4R and conceptual design work for drought tolerant landscape in Landscape Maintenance
Districts 1 and 6R.
• Family Resource Center Remodel — The Resource Center will be updated with a new energy
efficient HVAC System, interior and exterior paint, new flooring, and an enhanced interior courtyard.
• Other Projects
o Traffic signal equipment replacements, including the replacement of 30+ year old cabinets at
Milliken Ave. and Jersey Blvd. and Hermosa Ave. and Arrow Route
o Civic Center HVAC Plant Replacement — Design work is underway, and construction will begin
in FY 2022/23. The new plant will increase energy efficiency and reduce operational costs
o Sidewalk Repair — Additional funds have been allocated to address a backlog of resident
requests for sidewalk repairs throughout the City
PAGE 326
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Public Works Services — Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Ca pita I 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
Ca pita I Outlay
Cost Allocation
Debt Service
Transfer Out
Total Cost
Staffing Summary (Budgeted)
Full-time
Part-time
Total Staffing
Actua I s
2020/21
Adopted
Budget
2021/22
Adopted
Budget
2022/23
$ 4,942,480
$ 5,482,440
$ 5,994,780
5,066,053
6,115,190
7,501,620
226,984
300,000
600,000
(1,015,740)
(1,015,740)
(1,057,630)
9,219,777
10, 881, 890
13, 038, 770
4,375,969
5,006,210
5,082,800
10, 475, 483
10, 986, 990
11, 825, 340
734,896
3,312,870
4,090,140
17,907
142,570
142,570
737,210
777,670
702,300
16, 341, 465
20, 226, 310
21, 843,150
9,318,449
10,488, 650
11, 077, 580
15, 541, 536
17,102,180
19, 326, 960
961,880
3,612,870
4,690,140
(1,015,740)
(1,015,740)
(1,057,630)
17,907
142,570
142,570
737,210
777,670
702,300
$ 25,561,242
$ 31,108,200
$ 34,881,920
122.00
13.20
135.20
122.00
31.78
153.78
130.00
28.16
158.16
PAGE 327
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Public Works Services — Performance Measures
Equitable prosperity Providing and nurturing a Continuous Intentionally embracing
for all 0 high quality of life for all 1W improvement C and anticipating the future
eBuilding and preserving a Promoting and enhancing a safe Actively seeking and respectfully
family -oriented atmosphere v and healthy community for all E* considering all public input
J*A Working together cooperatively and respectfully with each other, staff, and all stakeholders
'�IOI�ICI^elvl��l
Efficient stewardship of the City's infrastructure,
1 including all facilities, fleet, streets, storm drains, ✓
sidewalks, parks, landscaping, traffic signals, urban
forest, and trails
Department Performance Measures
Dept.
Actual
Actual
Target
Average number of days to complete RC2GO
requests
RC2GO is a mobile application with a feature
1
2
3
1
that allows users to report graffiti, potholes,
streetlight outages, and other issues in the
community
Number of potholes repaired
1
3,419
4,881
3,000
Number of square feet of graffiti removed
1
150,185
157,710
160,000
Number of square feet of asphalt
1
8,745
5,945
7,000
removed/replaced
Number of square feet of asphalt overlays
1
15,570
8,024
10,000
Number of square feet of concrete sidewalk
16,358
15,578
17,000
removed/replaced (In -House)
Number of square feet of concrete sidewalk
1
18,957
19,153
25,000
removed/replaced (Contracted)
Number of linear feet of concrete curb and
1
571
722
800
gutter removed/replaced
PAGE 328
Public Works Services
Facilities Maintenance
City Buildings
Fire Stations
Sports Lighting
Urban Forestry
Water Management
Parks and Landscape parkways, Medians and Trails
Maintenance,10
Park Facilities and Amenities
Park Landscape and Sports Tu
Traffic Signals and Si
Lighting
Street Sweeping
Street Maintenance ; - t =
Graffiti Removal
Storm Drain Maintenance
City Fleet Maintenance
Concrete and Asphalt
Clerical/Administration
Safety/Training
Administration Capital Projects
ct
Contracts
Budget/Finance
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE 330
RANCHO
CUCAMONGA
CALIFORNIA
CAPITAL IMPROVEMENT
PROGRAM
PAGE 331
THIS PAGE INTENTIONALLY LEFT BLANK
PAGE 332
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Summary by Department
The City's Capital Improvement Program (CIP) for Fiscal Year 2022/23 will provide needed infrastructure
improvements city-wide. The CIP summarizes the projects planned for the upcoming fiscal year by
Department.
Following is the total budgeted by Department for Fiscal Year 2022/23:
Animal Services $ 20,000
Community Services 5,480,020
Engineering Services 82,390,870
Fire District 14,650,520
Library Services 5,299,340
Police 463,300
Public Works Services 8,462,950
Total Capital Improvement Program 116,767,000
Some of the more significant capital improvement projects for each Department are discussed below.
Animal Services projects include:
• The Animal Center Office Reconfigure project will reconfigure the Animal Center offices to add
more work spaces.
Community Services projects include:
• The Beryl Park East Inclusive Playground project will provide for the replacement of the existing
playgrounds with themed, inclusive playground equipment. The City anticipates receiving
reimbursable grant funds of approximately $286,750.
• The Cultural Center -Courtyard Redesign project is intended to take a primarily passive, outdoor
space with little shade or seating areas and redesign it to encourage greater pede strian access
and use. Amenities will include shade and lighting as well as a permanent outdoor stage to
facilitate outdoor events, concerts, library programming and rentals as well as improvements to
spectator comfort.
• The Quakes Scoreboard replacement will replace a failing scoreboard that has reached the end
of its useful life and requires replacement.
Engineering Services projects include:
• The Advance Traffic Management System -Phase 2 project will install Closed Circuit Television
(CCTV) cameras, video detection system (VDS), fiber optic cable and conduit, communication
networking equipment, upgrade and integrate over 50 traffic signals into the Traffic Management
Center (TMC) located at City Hall and implement traffic signal coordination timing. A Network
Monitoring System will be purchased to help troubleshoot and maintain the traffic fiber network.
Additional licenses will be purchased to add 39 CCTV cameras to the new IT/PD Video Monitoring
System. Overall, this project will improve monitoring, retiming, and coordination of the City's
traffic signal system.
■ The Day Creek Channel bike Trail project from Jack Benny Drive to Base Line Road will provide
an ADA accessible paved pathway for pedestrians and bicyclists to enhance quality of life.
PAGE 333
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Summary by Department
• The Etiwanda Avenue East Side Widening project will involve street widening on the east side of
Etiwanda Avenue including curb and gutter, sidewalk, streetlight, and utility relocation, as well as
pavement rehabilitation. The project is intended to enhance pedestrian and vehicular safety.
■ The Etiwanda Avenue Grade Separation project from Whittram Avenue to Napa Street will provide
an elevated four lane roadway crossing intended to improve safety and traffic circulation.
■ The Heritage Park Bridge Replacements project will replace the main drive, pedestrian and
equestrian bridges that span the Demens Creek Channel, to the equestrian arenas, with one
multi -use bridge at Heritage Community Park.
• The Local Overlay Pavement Rehabilitation project is intended to restore the existing road surface
at various locations to a substantially new condition, extending pavement life, use and rideability.
Fire District projects include:
• The Amethyst Avenue Fire Station 171 project will construct a replacement two-story fire station.
Fire Station 171 is the oldest and smallest fire station in the City. The replacement station will
continue to house an all-risk apparatus and crew that will work on a 24/7/365 day cycle.
■ The Fire District Town Center Station 178 project will result in a new two-story station that will
be centrally located in an area of the city planned for high -density residential and large-scale
office building developments. It will house an all-risk apparatus and crew that will work on a
24/7/365-day cycle.
Library Services projects include:
• The Paul A. Biane Library Second Story and Beyond Project will build out the second floor of the
Paul A. Biane Library at Victoria Gardens. Second Story is envisioned as a interactive discovery
space combined with traditional library services to create a new type of learning experience that
will appeal to children and users of all ages.
Police Department projects include:
■ The Automated License Plate Reader (ALPR) Cameras project will install ALPR camaras at three
intersections throughout the City to help deter criminal activity in the City and to detect suspect
and stolen vehicles.
• The Police Station Operational and COVID-Related Lobby Improvements will reconfigure the lobby
and front office area in the Police Department's Civic Center Station. The improvements are
intended to improve efficiency, customer service, security, and circulation in these areas.
Public Works Services projects include:
• The Citywide Concrete Repair project is intended to repair sections of concrete sidewalks, curbs
and gutters, and drive approaches damaged by tree roots, etc. in the public right of way. The
project location is the Victoria Area, East of Haven to Deer Creek Area, South of the 210 Freeway
and various locations.
■ The Civic Center HVAC Plant Replacement project will replace three 150-ton chillers and related
pumps that have exceeded their expected service life.
■ The LMD 2-Paseo Lighting Retrofits project will replace existing paseo lighting with new energy
efficient LED lighting.
PAGE 334
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Summary by Department
• The LMD 2 Water Conservation/Landscape Renovation project is a continuation of previous year's
turf removals and replacement with drought tolerant landscaping to reduce water usage.
■ The LMD 4R Water Conservation/Landscape Renovation project is a continuation of previous
year's turf removals and replacement with drought tolerant landscaping to reduce water usage.
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.
Details of the cost and funding source(s) for each project budgeted for Fiscal Year 2022/23 are included
in the following pages.
PAGE 335
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Detail by Department
Department / Project Description
Animal Services
Animal Center Office Reconfigure
Community Services
Beryl Park East Inclusive Playground
Citywide Parks & Recs Master Plan
Cultural Center -Courtyard Redesign
Etiwanda Creek Park Phase II
Quakes Scoreboard Replacement
Engineering Services
6th Street at BNSF Spur Crossing West of Etiwanda
6th Street Cycle Track
Active Transportation/SRTS Program
ADA Ramps at Various Locations
ADA Transition Plan Improvement Program
Advance Traffic Management System -Phase 2
Almond Street Extension Street Improvements
Almond Trail Improvement Project
Amethyst Fire Station 171 Fiber Extension
Arbor Substation Exterior Design and Storage Improvements
Banyan Street Pavement Rehabilitation
Funding Source Amount
Animal Center Impact Fee $
20,000
Animal Services Total:
20,000
Park Improvement $
286,750
Park Improvement (Grant Opportunity)
623,270
910,020
Park Improvement
300,000
Capital Reserve
3,120,000
Park Development
450,000
Park Improvement
700,000
Community Services Total:
5,480,020
Transportation
150,000
Municipal Utility
25,000
175,000
Citywide Infrastructure Impry
286,000
State Gas Tax
150,000
Measure I 2010-2040
355,000
Capital Reserve
150,000
Transportation
7,260,500
Citywide Infrastructure Impry
100,000
LMD #1 General City
272,000
Fiber Optic Network
10,000
Municipal Utility
300,000
Road Maint & Rehab Acct
700,000
Measure I 2010-2040
550,000
1,250,000
PAGE 336
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Detail by Department
Department / Project Description
Base Line Road Pavement Rehabilitation Project
Day Creek Channel Bike Trail
Etiwanda Avenue - East Side Widening
Etiwanda Avenue Grade Separation
Foothill Blvd: Grove Ave to San Bernardino Rd
Local Overlay at Various Locations
Local Slurry Seal Pavement Rehabilitation at Various Locations
General Plan Implementation
Heritage Park Bridge Replacements
Hermosa Avenue from Foothill Blvd to Church Street
Hermosa Avenue from Wilson to North City Limit
Hermosa Avenue Street Widening/Arte Parking
Highland Avenue Pavement Rehabilitation Project
Lemon Avenue Pavement Rehabilitation Project
Milliken Avenue Pavement Rehabilitation Project.
RCMU EV Semi Truck and Car Charging Station
Funding Source
Amount
Road Maint & Rehab Acct
900,000
Pedestrian Grant/Art 3
403,000
AB2766 Air Quality Grant Mgmt
217,000
620,000
Transportation
605,000
SB 1 - TCEP
62,350,000
Citywide Infrastructure Impry
240,000
State Gas Tax
2,800,000
Measure I 2010-2040
600,000
3,400,000
State Gas Tax
505,000
Capital Reserve
150,000
Fire Protection Capital Fund
600,000
PD 85 Capital Replacement Fund
459,870
1,059,870
State Gas Tax
562,500
State Gas Tax
550,000
Citywide Infrastructure Impry
370,000
State Gas Tax
40,000
Measure I 2010-2040
645,000
State Gas Tax
35,000
Municipal Utility
50,000
Engineering Services Total:
82,390,870
PAGE 337
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Detail by Department
Department / Project Description
Fire District
Amethyst Avenue Fire Station 171
Morgan Ranch Improvements
Station 173 ADA Improvements
Station 173 Urban Park
Station 174 ADA Improvements
Town Center Station 178
Library Services
Paul A. Biane Library -Second Story and Beyond Project
Funding Source Amount
Fire Protection Capital Fund
11,550,000
Fire Protection Capital Fund
300,000
Capital Reserve
20,000
320,000
Fire Protection Capital Fund
855,000
Fire Protection Capital Fund
125,000
Community Facilities Dist 85-1
855,000
Fire Protection Capital Fund
945,520
Fire District Total:
14,650,520
Library Capital Fund
1,899,340
Library Capital Fund (County Grant)
2,000,000
Federal Grants Fund
1,000,000
Capital Reserve
400,000
5,299,340
Library Services Total: 5,299,340
Police
ALPR Cameras Law Enforcement Reserve 293,300
Police Station Operational and COVID-Related Lobby Improvements Police Impact Fee 170,000
Police Total: 463,300
Public Works Services
Beryl Park East -Tennis Court LED Light Replacement LMD 1 Capital Replacement Fund 69,000
Citywide Concrete Repair General Fund 600,000
Citywide Infrastructure Impry 425,000
Measure I 2010-2040 100,000
1,125,000
Citywide HVAC & Lighting Controls Capital Reserve 150,000
Civic Center HVAC-Plant Replacement Capital Reserve 2,300,000
Civic Center Waterproofing Capital Reserve 150,000
Council Chamber- Carpet & Seating Replacement Facilities Capital Reserve 30,000
PAGE 338
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Detail by Department
Department / Project Description
Family Resource Center Remodel- Facilities
Fleet Shop -Rental Space
LMD 1-Drought Tolerant Landscaping -Project Scoping Phase
LMD 2 Park Upgrades RIRE Grant
LMD 2 Paseo Lighting Retrofits
LMD 2-Water Conservation/Landscape Renovation
LMD 4R-Water Conservation/Landscape Renovation
LMD 6-Drought Tolerant Landscaping -Project Scoping Phase
Red Hill Park -Solar Pathway Lighting
Traffic Signal Battery Backup System Replacement
Traffic Signal Modification
Funding Source
Amount
Capital Reserve
775,000
Capital Reserve
300,000
LMD 1 Capital Replacement Fund
50,000
LMD #2 Victoria
250,000
LMD #2 Victoria
250,000
LMD #2 Victoria
1,586,450
LMD #4R Terra Vista
700,000
LMD #6R Caryn Community
50,000
PD 85 Capital Replacement Fund
200,000
Equip/Vehicle Replacement
150,000
State Gas Tax
127,500
277,500
State Gas Tax
200,000
Public Works Services Total:
8,462,950
Total Capital Improvement Projects: $ 116,767,000
PAGE 339
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Annual Operating Costs/(Savings)
CategoryExpenditure Description
Community Service=
Beryl Park East Inclusive Playground
y Operations and Maintenance
$ 2,500
$ 2,500
$ 2,500
$ 2,500
► Annual maintenance for new equipment
Cultural Center Courtyard Redesign
Personnel Services
-
30,000
30,000
30,000
► Additional staff for pop up performances
Operations and Maintenance
-
50,000
50,000
50,000
► Rental equipment, marketing, and supplies
Community Services Total
$ 2,500
$ 82,500
$ 82,500
$ 82,500
Engineering Services
6th Street Cycle Track
Operations and Maintenance
$ -
$ 7,500
$ 7,500
$ 7,500
► Additional street sweeping and landscaping
material replacement
Almond Street Extension Street
Improvements
Personnel Services
-
500
500
500
► Additional administrative costs
Operations and Maintenance
-
960
960
960
► Additional street sweeping
Heritage Park Bridge Replacements
Operations and Maintenance
-
(1,500)
(1,500)
(1,500)
► Reduction in maintaining former bridge
structures
Engineering Total
$ -
$ 7,460
$ 7,460
$ 7,460
Town Center Station 178
Personnel Services
$ 1,240,940
$ 2,116,500
$ 2,116,500
$ 2,116,500
► Salary and benefits for additional staff
Operations and Maintenance
-
50,000
50,000
50,000
► Station and crew expenses
Fire District Total
$1,240,940
$2,166,500
$2,166,500
$2,166,500
PAGE 340
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Capital Improvement Program — Annual Operating Costs/(Savings)
Library
Paul A. Biane Library -Second Story and
Beyond® Project
Personnel Services
$ 273,260
$ 648,380
$ 724,150
$ 749,410
► Management and operation of space,
programming, rentals, and maintenance
Operations and Maintenance
12,760
180,000
383,090
402,250
► Expenses related to programming,
maintenance, rentals, ticketing, and
marketing
Library Services Total
$ 286,020
$ 828,380
$1,107,240
$1,151,660
Automated License Plate Reader (ALPR)
Cameras
Operations and Maintenance
$ 2,700
$ 5,471
$ 5,471
$ 5,471
► Replacement of SIM Cards
Police Total
$ 2,700
$ 5,471
$ 5,471
$ 5,471
Grand Total
$ .0
$3,090,311
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PAGE 342
RANCHO
CUCAMONGA
CALIFORNIA
APPENDIX
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PAGE 344
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
BUDGETING POLICY
■ The City will adopt an annual budget for the fiscal year beginning July 1 no later than June 30 of the
same year.
■ The adopted budget will be balanced with current year operating expenditures fully funded by current
year revenues and available fund balance.
• Fund balance reserves of the Operating Budget will be used only for non -recurring expenditures such
as capital projects and not for on -going operations, with the exception of the Reserve for Changes in
Economic Circumstances. The usage of that specific reserve is governed by the City's Fund Balance
Policy.
• 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 life
expectancy of more than one year and costing $5,000 or more.
• Capital projects are funded by a variety of sources including Special Funds (such as developer impact
fees and grants), Enterprise Funds, 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, unless the current
economic climate has triggered the use of the Changes in Economic Circumstances Reserve. 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.
PAGE 345
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
PURCHASING POLICY
Purchasing Limits: Less than $5,000
$5,001 to $20,000
$20,001 up to $50,000
More than $50,000
Public Works Bids:
Up to $45,000
Up to $175,000
$175,000 and over
Contract Signing Limits: $50,000 or less
$75,000 or less
$100,000 or less
Public Works Contracts:
$175,000 or less
$175,001 or more
No bid necessary, may use P-Card
Purchase order required for vendor of
choice; comparative shopping is strongly
advised
Request for Quote (RFQ) required with
three (3) viable bids
Formal bid
Force account
Informal bids
Formal advertisement
City Manager will have full discretion on
designating below his/her authority. Staff
signature authority limits will be updated
and reviewed on an annual basis.
Assistant City Manager and Deputy City
Managers
City Manager
City Manager
City Council
PAGE 346
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
FUND BALANCE/RESERVE POLICY
Adequate fund balance, or 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.
Fund balance is essentially the difference between the assets and liabilities reported in a governmental
fund. There are five separate components of fund balance, each of which identifies the extent to which
the City/Fire District is bound to honor constraints on the specific purposes for which amounts can be
spent.
• Nonspendable fund balance (inherently nonspendable)
• Restricted fund balance (externally enforceable limitations on use)
• Committed fund balance (self-imposed limitations on use)
• Assigned fund balance (limitation resulting from intended use)
• Unassigned fund balance (residual net resources)
The first two components listed above are not addressed in this policy due to the nature of their
restrictions. An example of nonspendable fund balance is inventory. Restricted fund balance is either
imposed by law or constrained by grantors, contributors, or laws or regulations of other governments.
This policy is focused on financial reporting of unrestricted fund balance, or the last three components
listed above. These three components are further defined below.
Committed Fund Balance
The City Council (which also acts as the Board of Directors for the Rancho Cucamonga Fire Protection
District), as the City's highest level of decision -making authority, may commit fund balance for specific
purposes pursuant to constraints imposed by formal actions taken, such as an ordinance or resolution.
These committed amounts cannot be used for any other purpose unless the City Council/Fire Board
removes or changes the specified use through the same type of formal action taken to establish the
commitment. City Council/Fire Board action to commit fund balance needs to occur within the fiscal
reporting period; however, the amount can be determined subsequently.
■ Changes in Economic Circumstances
The City's General Fund balance committed for changes in economic circumstances is established at
a goal of a nine -month reserve, or 75% of the City General Fund operating budget for the upcoming
fiscal year. The Fire District's fund balance committed for changes in economic circumstances is
established at a goal of a nine -month reserve, or 75% of the Fire District's operating budget for the
upcoming fiscal year. The specific uses of this commitment 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.
PAGE 347
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
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, excluding assets owned by the Rancho Cucamonga Fire Protection District.
■ Fire District Facilities Capital Repair
The Fire District's fund balance committed for the Fire District facilities capital repair is hereby
committed to a minimum goal of 50% of capital assets value comprised of construction in progress
(excluding infrastructure), building improvements, and improvements other than building for public
safety -fire activities.
■ Working Capital
The City's General Fund balance committed for Working Capital is established at a goal of a minimum
of 5% of the City's General Fund operating budget for the upcoming fiscal year. The Fire District's
fund balance committed for Working Capital is established at a goal of a minimum of 50% of the
District's operating budget for the upcoming fiscal year.
• Self -Insurance
The City's General Fund balance and the Fire District's fund balance committed for payment of
Worker's Compensation, General Liability, and Employment Practices Liability claims is established at
a minimum goal of eight times the City's and the District's total yearly SIRS for all types of insurance
coverage.
• 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,
including applicable fringe benefits (Medicare) and the annual allocation from the City's Cost
Allocation Plan (City only).
• 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.
PAGE 348
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
■ Law Enforcement
The City's General Fund balance committed for public safety purposes, including operations,
equipment, capital outlay, capital facilities, personnel, and booking fees. The funding goal for this
reserve is the equivalent of 100% of the most recently approved Schedule A from the San Bernardino
County Sheriffs Department.
• Economic Development Strategic Reserve
The City's General Fund balance committed for the acquisition and development of key properties to
promote economic development that will benefit the City as a whole and, potentially, generate
ongoing revenues to the City whenever feasible through negotiated agreements with third parties
(including but not limited to land leases or public -private partnerships). Establishment of this reserve
is a City Council goal, established in the spring of 2021. The funding goal for this reserve is the
equivalent of the current value of a 10-acre mixed -use site on Foothill Boulevard as of January 1 of
each year.
■ Seasonal Weather Emergency Reserve
The City's General Fund balance committed for unanticipated costs incurred due to damage resulting
from severe weather emergencies such as wind, flood, fire, extreme heat, extreme cold, and other
forces of nature. The reserve will provide funding for these costs without impacting the City's
operating budget and will be appropriated by the City Council on an as needed basis when extreme
seasonal weather emergencies occur.
• Community Benefit Projects
A portion of the City's General Fund balance, received from projects that include a development
agreement, which is committed for addressing projects' expected impacts on affordable housing
demand, future greenhouse gas emissions, fire protection services, electric vehicle charging,
reduction in vehicle miles traveled, pedestrian safety improvements, carbon capture, alternative
energy production, noise reduction, environmental justice, and related impacts typically associated
with, but not limited to, large warehouse, industrial, and commercial developments.
• Public Safety Personnel Affordable Housing
A portion of the Fire District's fund balance committed to provide additional funding to match the
City's contributions to help with the creation of affordable for -sale housing for public safety personnel
including but not limited to Fire District employees. Funding may be used for silent seconds, closing
costs, assistance with obtaining financing, or to help buy down the cost of design and construction
of single-family housing units. The funding goal for this reserve is established as the value of the
affordability gap to construct 50 housing units that are affordable at the 60% California Tax Credit
Allocation Committee (TCAC) median income with a 4% tax credit scenario per unit, or $192,600 per
unit, for a total funding goal of $9,630,000. The affordability gap was determined as part of the Non -
Residential Linkage Fee Nexus Study dated October 5, 2021, prepared by Keyser Marston Associates,
Inc.
PAGE 349
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
Assigned Fund Balance
Amounts that are constrained by the City/Fire District's intentto be used for specific purposes, but are
neither restricted nor committed, should be reported as assigned fund balance. This policy hereby
delegates the authority to assign amounts to be used for specific purposes to the City Manager and/or
Finance Director for the purpose of reporting these amounts in the annual financial statements. The
following are a few non-exclusive examples of assigned fund balance.
■ Economic and Community Development Special Services
The City's General Fund balance assigned for contracts, special services, or projects associated with
Economic and Community Development (ECD) special projects or ECD initiatives/Council goals (such
as economic strategy and Development Code contract services) as well as a one-year value of staffing
costs for Planning, Building and Safety, and Engineering (not including capital and project
management).
■ Habitat Mitigation and Sphere of Influence Issues
This reserve provides for ancillary costs related to annexation of the sphere area, including mitigation
issues and legal challenges. Another area covered by this reserve is the creation of a multi -species
habitat conservation plan as well as acquisition of habitat conservation land.
• Community Services Programs -Recreation
The City's General Fund balance assigned for non -recurring costs to support community services
programs, including a wide variety of classes, special events, and recreational activities sponsored by
the Community Services Department. The initial funding of this reserve resulted from the combining
of the Department's recreational and community activities that were accounted for in a separate
Special Fund into the General Fund effective with the Fiscal Year 2020/21 Budget. The fund balance
remaining in the Recreation Services Fund as of June 30, 2020 was closed out to the City's General
Fund.
• Community Services Programs -Cultural Arts
The City's General Fund balance assigned for non -recurring costs to support community services
programs, including a wide variety of classes, theatrical performances, and cultural activities
sponsored by the Community Services Department. The initial funding of this reserve resulted from
the combining of the Department's cultural and theatrical activities that were accounted for in a
separate Special Fund into the General Fund effective with the Fiscal Year 2020/21 Budget. The fund
balance remaining in the Victoria Gardens Cultural Center Fund as of June 30, 2020 was closed out
to the City's General Fund.
PAGE 350
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
Unassigned Fund Balance
These are residual positive net resources of the General Fund and Fire District funds in excess of what
can properly be classified in one of the other four categories.
Fund Balance Classification
The accounting policies of the City/Fire District consider restricted fund balance to have been spent first
when an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is
available. Similarly, when an expenditure is incurred for purposes for which amounts in any of the
unrestricted classifications of fund balance could be used, the City/Fire District considers committed
amounts to be reduced first, followed by assigned amounts and then unassigned amounts.
This policy is in place to provide a measure of protection for the City/Fire District against unforeseen
circumstances and to comply with GASB Statement No. 54. No other policy or procedure supersedes the
authority and provisions of this policy.
PAGE 351
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
INVESTMENT POLICY
1.0 INTRODUCTION
This Statement of Investment Policy ('Policy") provides guidelines for the prudent investment of the City
of Rancho Cucamonga's ('City") idle cash and outlines the policies essential to ensuring the safety and
financial strength of the City's investment portfolio. This Policy is based on the principles of prudent
money management and conforms to all federal, state, and local laws governing the investment of public
funds. The goal of this Policy is to enhance the economic status of the City by protecting its pooled cash
and to invest public funds to:
1. Meet the daily cash flow needs of the City;
2. Comply with all laws of the State of California regarding investment of public funds; and
3. Achieve a reasonable rate of return while minimizing the potential for capital losses arising
from market changes or issuer default.
2.0 SCOPE
This Policy applies to the investment activities of all funds of the City. These funds are accounted for in
the City's Annual Comprehensive Financial Report (ACFR) and include: General Fund, Special Revenue
Funds, Debt Service Funds, Capital Project Funds, Proprietary Funds, as well as Agency Funds and a
Private -Purpose Trust Fund.
Bond proceeds shall be invested in accordance with the requirements and restrictions outlined in bond
documents as approved by the City Council. If the bond documents are silent as to the permitted
investments, the bond proceeds will be invested in the securities permitted by this Policy.
Notwithstanding the other provisions of this Policy, the percentage limitations listed elsewhere in this
Policy do not apply to bond proceeds.
3.0 DELEGATION OF AUTHORITY
The City Council, as permitted under California Government Code §53607, delegates the responsibility to
manage the City's investment portfolio to the City Treasurer for a period of one-year, unless revoked.
Subject to review, the City Council may renew the delegation of authority each year. The City Treasurer
shall be responsible for all transactions undertaken and shall establish a system of controls to regulate
the activities of subordinate officials, and their procedures, in the absence of the City Treasurer. Pursuant
to Government Code §1190, the City Treasurer appoints the Deputy City Manager/Administrative Services
to act as Deputy Treasurer with responsibility to manage the City's investment portfolio on a daily basis.
The City Treasurer/Deputy Treasurer will maintain on file a written authorization designating those
individuals to whom daily investment activities, such as carrying out the City Treasurer's/Deputy
Treasurer's investment instructions, confirming treasury transactions, and other routine activities, have
been delegated.
PAGE 352
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
As authorized by the City Council, the City may also utilize the services of an independent investment
advisor to assist with the investment program under the supervision of the City Treasurer/Deputy
Treasurer. The investment advisor shall follow this Policy and such other written instructions as are
provided by the City. The investment advisor shall never take possession of the City's funds or assets.
4.0 PRUDENCE
All persons authorized to make investment decisions on behalf of the City are trustees and therefore
fiduciaries subject to the prudent investor standard, as described in Government Code section 53600.3
which states:
When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a
trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing,
including, but not limited to, the general economic conditions and the anticipated needs of the agency,
that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct
of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs
of the agency.
The City Treasurer/Deputy Treasurer and authorized persons acting in accordance with this Policy and
the "prudent investor" standard and exercising due diligence shall be relieved of personal responsibility
for an individual security's credit risk or market price changes, provided deviations from expectations are
reported in a timely manner and appropriate action is taken to control adverse developments, whenever
possible.
5.0 OBJECTIVE
The objective of the investment portfolio is to meet the short- and long-term cash flow demands of the
City. To achieve this objective, the portfolio will be structured to provide safety of principal and liquidity,
while then providing a reasonable return on investments.
The authority governing investments for municipal governments is set forth in Government Code Sections
53600 et seq. City strategy has been to limit investments more stringently than required under state law.
The primary objectives of investment activities, in order of priority are:
1. Safety - Safety and risk associated with an investment refers to the potential loss of principal,
interest, or combination thereof. The City only invests in those instruments that are considered
safe. Each investment transaction shall be undertaken in a manner that seeks to ensure,
whenever possible, that all capital losses are avoided, whether from securities default,
broker/dealer default, or erosion of market value. The City shall seek to preserve principal by
mitigating two types of risk: credit risk and market risk.
• Credit risk, defined as the risk of loss due to failure of the issuer of a security, shall be
mitigated by investing in only very safe securities and by diversifying the investment
portfolio so that the failure of any one issuer would not unduly harm the City's cash flow.
• Market risk, defined as the risk of market value fluctuations due to overall changes in the
general level of interest rates, shall be mitigated by structuring the portfolio to align with
the City's anticipated cash flow needs. It is explicitly recognized, however, that in a
PAGE 353
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
diversified portfolio, occasional measured losses may occur and must be considered within
the context of overall investment return and liquidity needs.
2. Liquidity - Liquidity is an important investment quality especially when the need for unexpected
funds occasionally occurs. The City's investment portfolio will remain sufficiently liquid to enable
the City to meet operating requirements that might be reasonably anticipated.
3. Yield - The City's investment portfolio shall be designed with the objective of attaining a
reasonable market rate of return throughout budgetary and economic cycles, commensurate with
the City's investment risk constraints as long as it does not diminish the objectives of Safety and
Liquidity.
6.0 ETHICS AND CONFLICTS OF INTEREST
The City Treasurer/Deputy Treasurer and employees involved in the investment process shall refrain
from personal business activity that could conflict with proper execution of the investment program, or
which could impair their ability to make impartial investment decisions. Employees and investment
officers shall disclose any material financial interest in financial institutions that conduct business with
the City, and they shall further disclose any personal financial/investment positions that could be affected
by the performance of the City's operations and functions or by the management of the City's investment
program. The Treasurer/Deputy Treasurer and investment employees are required to file annual
disclosure statements as required by the Fair Political Practices Commission (FPPC).
7.0 AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
The City Treasurer/Deputy Treasurer shall only execute investment transactions with those direct issuers
authorized by this Policy (LAIF, LGIPs, money market funds, and banks). All other investment
transactions will be conducted through the City's investment advisor who will maintain their own list of
approved issuers, brokers/dealers, and financial institutions with which to conduct transactions on the
City's behalf.
8.0 AUTHORIZED AND SUITABLE INVESTMENTS
The City is further governed by California Government Code Sections 53600 et. seq. to invest in specific
types of securities. The City has further limited the types of securities in which it may invest. In the
event an apparent discrepancy is found between this Policy and the Government Code, the more
restrictive parameters will take precedence. Percentage holding limits listed in this Policy apply at the
time the security is purchased. Credit ratings, where shown, specify the minimum credit rating category
required at purchase. In the event a security held by the City is subject to a credit rating change that
brings it below the minimum credit ratings specified in this Policy, the City Treasurer/Deputy Treasurer
should notify the City Council of the change in the next monthly investment report. The course of action
to be followed will then be decided on a case -by -case basis, considering such factors as the reason for
the change, prognosis for recovery or further rate drops, and the market price of the security. Any
security not listed in Section 8.0 is not a valid investment for the City. The concise list of approved
securities is as follows:
PAGE 354
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
• United States Treasury Securities: United States Treasury Bills, Bonds, and Notes or those
instruments for which the full faith and credit of the United States are pledged for payment of
principal and interest.
There is no limit on the percentage of the portfolio that can be invested in this category.
• United States Federal Agencies: Obligations issued by Federal Agencies or United States
government -sponsored enterprise obligations, participations, or other instruments, including
those issued by or fully guaranteed as to principal and interest by federal agencies or United
States government -sponsored enterprises.
There is no limit on the percentage of the portfolio that can be invested in this category.
• Supranational Securities: United States dollar denominated senior unsecured unsubordinated
obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and
Development, International Finance Corporation, or Inter -American Development Bank. The
maximum remaining maturity for supranational obligations must be five years or less, and they
must be eligible for purchase and sale within the United States. These investments must be rated
in a rating category of "AA" or better by a NRSRO.
There is a 30% limit on the percentage of the portfolio that can be invested in this category.
The maximum remaining maturity of any investment in this category shall not exceed five -years
• Municipals Notes or Bonds: Registered state warrants or treasury notes or bonds of this state,
including bonds payable solely out of the revenues from a revenue -producing property owned,
controlled, or operated by the state or by a department, board, agency, or authority of the state.
Registered treasury notes or bonds of any of the other 49 states in addition to California, including bonds
payable solely out of the revenues from a revenue -producing property owned, controlled, or operated
by a state or by a department, board, agency, or authority of any of the other 49 states, in addition to
California.
Bonds, notes, warrants, or other evidences of indebtedness of a local agency within this state, including
bonds payable solely out of the revenues from a revenue -producing property owned, controlled, or
operated by the local agency, or by a department, board, agency, or authority of the local agency.
Purchases are limited to securities rated in a rating category of "A" (long-term) or "A-1" (short-term) or
their equivalents or better by a Nationally Recognized Statistical Rating Organization ("NRSRO"). (The
minimum rating shall apply to any issuer, irrespective of any credit enhancement).
There is a 30% limit on the percentage of the portfolio that can be invested in this category.
• Negotiable Certificates of Deposit: Negotiable certificates of deposit issued by a nationally
or state -chartered bank, a savings association or a federal association, a state or federal credit
union, or by a federally licensed or state -licensed branch of a foreign bank. Purchases are limited
to securities rated in a rating category of "A" (long-term) or "A-1" (short-term) or their equivalents
or better by an NRSRO.
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There is a 30% limit on the percentage of the portfolio that can be invested in this category.
• Asset -Backed Securities: A mortgage passthrough security, collateralized mortgage obligation,
mortgage -backed or other pay -through bond, equipment lease -backed certificate, consumer
receivable passthrough certificate, or consumer receivable -backed bond. Securities shall be rated
in a rating category of "AV or its equivalent or better by an NRSRO.
There is a 20% limit on the percentage of the portfolio that can be invested in this category. The
maximum remaining maturity of any investment in this category shall not exceed five -years.
• Medium -Term Notes: Medium -Term Notes are defined as all corporate and depository
institution debt securities. They must be issued by corporations organized and operating within
the United States. Notes eligible for investment shall be rated in a rating category of "A" or its
equivalent or better by an NRSRO.
There is a 30% limit on the percentage of the portfolio that can be invested in this category.
The maximum remaining maturity of any Investment in this category shall not exceed five -years
• Bankers' Acceptances: Bankers' acceptances, otherwise known as bills of exchange or time
drafts, that are drawn on and accepted by a commercial bank. Purchases are limited to issuers
that have short-term debt rated in a rating category of "A-1" or its equivalent or higher by an
NRSRO.
There is a 40% limit on the percentage of the portfolio that can be invested in this category. The
maximum maturity shall not exceed 180 days.
• Commercial Paper: Must be of "prime" quality of the highest ranking or of the highest letter
and number rating as provided for by an NRSRO.
The entity that issues the commercial paper shall meet all the following conditions: (i) is organized and
operating in the United States as a general corporation, (ii) has total assets in excess of five hundred
million dollars ($500,000,000), and (iii) has debt other than commercial paper, if any, that is rated in a
rating category of "A" or its equivalent or higher by an NRSRO.
There is a 40% limit on the percentage of the portfolio that can be invested in this category.
(The limit is 25% for agencies that have less than $100 million of in vestment assets).
The maximum maturity shall not exceed 270 days.
• Repurchase Agreements (Repos): An executed Master Repurchase Agreement is required
between the City and the broker dealer or financial Institution. The market value of securities
that underlies a repurchase agreement shall be valued at 102 percent or greater of the funds
borrowed against those securities and the value shall be adjusted no less than quarterly. Collateral
is restricted to U.S. Treasury and Federal Agency securities.
There is a 20% limit on the percentage of the portfolio that can be invested in this category.
The maximum maturity of any in vestment in this category shall not exceed one year.
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• State of California Local Agency Investment Fund (LAIF): The Local Agency Investment
Fund (LAIF) is a State of California managed investment pool established by the State Treasurer
for the benefit of local agencies.
There is no limit on the percentage of the portfolio that can be invested in this category. The maximum
investment in LAIF accounts is dependent upon limits established under the Local Agency Investment
Fund guidelines and not Government Code.
• Joint Powers Authority (JPA) Investment Pool: Shares of beneficial interest issued by a
joint powers authority organized pursuant to Section 6509.7 that invests in the securities and
obligations authorized in Government Code. Whenever the City has any funds invested in a LGIP,
the City Treasurer/Deputy Treasurer shall maintain on file a copy of the LGIP's current information
statement and periodically review the LGIP's investments.
There is no limit on the percentage of the portfolio that can be invested in this category.
• Money Market Funds ("MMF"): Government Money Market Funds meeting either of the
following criteria: (A) Attained the highest ranking or the highest letter and numerical rating
provided by not less than two NRSROs, or (B) Retained an investment advisor with not less than
five years' experience and registered or exempt from registration with the SEC, with assets under
management in excess of five hundred million dollars ($500,000,000). Whenever the City has any
funds invested in an MMF, the City Treasurer/Deputy Treasurer shall maintain on file a copy of
the MMF's current information statement. A maximum of 20% of the City's portfolio may be
invested in this category.
There is a 20 % limit on the percentage of the portfolio that can be invested in this category.
• Bank Deposits: FDIC insured or collateralized demand deposit accounts, savings accounts,
market rate accounts, certificates of deposits and other types of bank deposits in financial
institutions located in California. The amount on deposit in any financial institution shall not
exceed the shareholder's equity. To be eligible to receive City deposits, the financial institution
must have received a minimum overall satisfactory rating, under the Community Redevelopment
Act, for meeting the credit needs of California Communities in its most recent evaluation. Bank
deposits are required to be collateralized as specified under Government Code Section 53630 et
seq. The City Treasurer/Deputy Treasurer, at his/her discretion, may waive the collateralization
requirements for any portion that is covered by federal deposit insurance. The City shall have a
signed agreement with any depository accepting City funds per Government Code Section 53649.
There is no limit on the percentage of the portfolio that may be invested in this category.
There is no limit on the percentage of the portfolio that can be invested in this category. However, a
maximum of 10 percent of the portfolio may be invested in time deposits.
9.0 PROHIBITED INVESTMENTS
Any security type or structure not specifically approved by this policy is hereby specifically prohibited.
Security types which are thereby prohibited include, but are not limited to, inverse floaters, derivatives,
range notes, interest only strips that are derived from a pool of mortgages, or in any investment that
could result in zero interest accrual if held to maturity.
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10.0 REVIEW OF INVESTMENT PORTFOLIO
The securities held by the City must be in compliance with Section 8.0 "Authorized and Suitable
Investments" at the time of purchase. If, subsequent to the date of purchase, a security is determined
to be no longer in compliance with Section 8.0, the City Treasurer/Deputy Treasurer shall report the non-
compliant security to the City Council and shall include a disclosure in the monthly Investment Report if
the security is held at the date the report is prepared.
The City's external, independent auditors perform an annual review of the City's Investment Policy,
investment process, and related internal controls. The annual review process is performed as part of the
City's annual external financial audit.
11.0 INVESTMENT POOLS
The Local Agency Investment Fund (LAIF) is a voluntary investment alternative for California's local
governments and special districts authorized by the California Government Code. LAIF is a State of
California managed investment pool established by the State Treasurer for the benefit of local agencies.
The City's participation in LAIF was approved by the City Council with other authorized investments in
July 1987. It is a permitted investment with the knowledge that the fund may invest in some vehicles
allowed by statute but not otherwise authorized under the City's authorized investments. All securities
in LAIF are purchased under the authority of Government Code Sections 16430 and 16480. All
investments are purchased at market value, and market valuation is conducted monthly.
The City may also invest in shares of beneficial interest issued by a joint powers authority ("IPA")
organized pursuant to Section 6509.7 of the California Government Code that invests in the securities
and obligations specified in the code and which shall retain an investment advisor that meets the
following criteria:
1. Be registered or exempt from registration with the Securities and Exchange Commission;
2. Have assets under management in excess of five hundred million dollars ($500,000,000), and
3. Have not less than five (5) years of experience investing in the securities and obligations
authorized herein.
12.0 COLLATE RALIZATIO N
All bank deposits must be FDIC insured or collateralized in accordance with Government Code Section
53630 et seq.
13.0 SAFEKEEPING AND CUSTODY
To protect against potential losses by the collapse of individual securities dealers, all trades will be
transacted on a delivery -versus -payment (DVP) basis. This means that the securities shall be delivered
to the City's designated custodian upon receipt of the payment by the City. The securities shall be held
in safekeeping by a third -party custodian, acting as agent for the City under the terms of a custody
agreement executed by the bank and City. The third -party custodian shall be required to issue a monthly
safekeeping report to the City that lists the specific investment, rate, maturity and other pertinent
information.
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The only exception to the foregoing shall be depository accounts and security purchases made with
investment pools and certificates of deposit since the purchased securities are not deliverable. Evidence
of these investments will be held in the City's vault. No outside broker/dealer or advisor may have access
to City funds, accounts or investments, and any transfer of funds to or through an outside broker/dealer
must be approved by the City Treasurer/Deputy Treasurer.
The City strives to maintain the level of investment of all funds as near 100% as possible, through daily
and projected cash flow determinations. Idle cash management and investment transactions are the
responsibility of the City Treasurer/Deputy Treasurer.
14.0 DIVERSIFICATION
It is the policy of the City to diversify its investment portfolio. Assets shall be diversified to eliminate the
risk of loss resulting from over -concentration of assets in a specific issuer, security type, and maturities.
Diversification strategies shall be determined and revised periodically. The purpose of diversifying is to
reduce overall portfolio risks while attaining an average market rate of return; therefore, it needs to be
conceptualized in terms of maturity, instrument types and issuer. To promote diversification, no more
than 5% of the portfolio may be invested in the securities of any one issuer, regardless of security type;
excluding U.S. Treasuries, federal agencies, supranationals, and pooled investments such as LAIF, money
market funds, or local government investment pools.
15.0 MAXIMUM MATURITIES
To the extent possible, the City will attempt to match security maturities to anticipated cash flow
requirements. Where this Policy does not list a specific maturity limit, this Policy permits up to 10% of
the portfolio to be invested in securities with remaining maturities between five and ten years (this
provision takes effect three months after June 16, 2022).
16.0 INTERNAL CONTROL
The City Treasurer/Deputy Treasurer is responsible for establishing and maintaining an internal control
structure designed to ensure that the assets of the City are protected from loss, theft or misuse. The
procedures should include references to individuals authorized to execute transactions or transfers,
safekeeping agreements, repurchase agreements, wire transfer agreements, collateral/depository
agreements and banking services contracts, as appropriate. The internal control structure shall be
designed to provide reasonable assurance that these objectives are met. The concept of reasonable
assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived;
and (2) the valuation of costs and benefits requires estimates and judgement by management. The City
Treasurer/Deputy Treasurer shall establish an annual process of independent review by an external
auditor. This review will provide internal control by assuring compliance with policies and procedures set
forth in this Policy. Also, see Section 9.0 of this Policy.
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17.0 PERFORMANCE
The investment performance of the City's operating portfolio shall be evaluated and compared to an
appropriate benchmark in order to assess the success of the investment program relative to the City's
Safety, Liquidity, and Yield objectives. This review will be conducted annually with the City Treasurer,
City Manager, Deputy City Manager/Administrative Services, and Finance Director, and, if necessary,
consideration will be given to making adjustments to future investment strategies as market conditions
permit.
18.0 REPORTING
The City Treasurer shall prepare and submit a monthly investment report to the City Council and City
Manager, which shall include all securities, excluding those held by and invested through trustees. The
report shall include the following:
■ A monthly report of transactions.
• The type of investment, name of the issuer, date of purchase, date of maturity, par and dollar
amount invested in all securities.
■ The weighted average maturity of the investments.
• Any funds, investments, or programs including loans that are under the management of
contracted parties.
■ A description of the compliance with this Policy.
• A statement of the City's ability to meet its pooled expenditure requirements for the next six
months or provide an explanation as to why sufficient money shall or may not be available.
• The investment portfolio report shall include current market value information for all investments.
A monthly market value will be obtained for each security owned by the City. For purposes of
reporting, the market value of each security may be obtained from the City's custodian bank or
other pricing source(s) utilized by the City's investment advisor.
The City Treasurer shall be responsible for reviewing and modifying investment guidelines as conditions
warrant and is required to submit same for re -approval to the City Council on an annual basis with or
without changes. However, the City Treasurer may, at any time, further restrict the items approved for
purchase as deemed appropriate.
The basic premise underlying the City's investment philosophy is, and will continue to be, to ensure that
money is always safe and available when needed.
19.0 INVESTMENT POLICY ADOPTION
The City's Investment Policy shall be reviewed and approved annually by the City Council. Any
modifications made to the Investment Policy must be approved by the City Council.
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DEBT MANAGEMENT POLICY
I. PURPOSE
The purpose of this policy is to establish guidelines for the following objectives:
A. Minimize debt service and issuance costs
B. Provide a scheduling component (planning)
C. Maintain access to cost-effective borrowing
D. Achieve the highest practical credit rating
E. Full and timely repayment of debt
F. Balance use of pay-as-you-go and debt financing
G. Maintain full and complete financial disclosure and reporting
H. Ensure compliance with applicable State and Federal laws
II. SCOPE
This policy applies to debt issued by the City of Rancho Cucamonga and its related entities, as well
as debt issued by the City of Rancho Cucamonga on behalf of other parties.
III. GENERAL POLICIES
A. Designated Managers of City Debt
1. The Finance Department under the direction of the Finance Director issues and oversees the
ongoing administration of all the General Fund and special fund debt programs. These include
General Obligation Bonds, lease purchase obligations, tax allocation bonds, revenue
obligations, Mello -Roos and special assessment obligations. Other programs are added from
time to time as new debt instruments are developed.
B. Method of Sale. The City may utilize any methods of sale identified below.
1. There are two methods of issuing debt obligations, a competitive sale and a negotiated sale.
In a competitive sale, underwriters submit sealed bids and the underwriter or underwriting
syndicate with the lowest True Interest Cost (TIC) is awarded the sale. In a negotiated sale,
the underwriter or underwriting syndicate is selected through a Request for Proposal (RFP)
process. The interest rate and underwriter's fee are negotiated prior to the sale, based on
market conditions.
2. When determining whether to use a competitive or negotiated sale, the following criteria
should be used by the Finance Director to evaluate issuer and financial characteristics:
a. Market familiarity: The City can generally sell most issues through a competitive sale
since investors and underwriters are familiar with its credit quality. The Finance Director
should consider whether a successful sale will require extensive pre -marketing to
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investors. A negotiated sale may be appropriate if extensive pre -marketing to investors
is advantageous.
b. Credit strength: The higher the credit quality of the City, the less likely the need for a
negotiated sale due to the demand for high quality municipal bonds. A competitive bidding
may be appropriate with the credit rating above "A".
c. Policy goals: If the City chooses a negotiated sale for a policy reason, the City should
then clearly specify the rationale and criteria for the selection of the underwriters to avoid
the appearance of favoritism. Generally, the City should make a policy decision to proceed
with a negotiated sale when the composition and distribution of bonds for a particular
financing would be advantageous.
d. Type of Debt Instrument: Familiar debt instruments would be better suited to competitive
sales. New types of instruments may require an education process that is more conducive
to a negotiated sale. Thus, as the market becomes more familiar with the City's debt
instruments, the need to educate the market diminishes.
e. Issue Size: If the bond amount is too small or too large, then the City should consider a
negotiated sale. A small bond sale may not attract market attention without significant
sales effort while a large sale may be difficult for the market to absorb without the pre -
sale activity offered by the negotiated sale process.
f. Market Conditions: When the market has interest rate stability, flexibility in the timing of
the sale is not critical. However, the timing of the sale is critical when there is a volatile
market. If this is the case, then a negotiated sale could be more appropriate.
g. Story Bonds: When bonds are unique or have a "story" associated with them, then the
pre -marketing process is essential and suitable for a negotiated sale due to the additional
explanation.
3. A variation of a negotiated sale, a private placement or direct placement, allows the City to
sell bonds directly to a limited number of investors. Private placements are not subject to the
same laws and regulations that apply to registered offerings.
IV. DEBT CAPACITY
A. Debt Affordability
1. The determination of how much indebtedness the City should incur will be based on the long-
term financial plan. This plan should evaluate the long-term borrowing needs of the City and
the impact of planned debt issuances on the long-term affordability of all outstanding debt.
2. The long-term financial plan should integrate with the City's Capital Improvement Program
and include all presently known City financings to be repaid from the General Fund and
relevant special funds.
3. The affordability of the incurrence of debt will be determined by calculating various debt ratios
(itemized below) that would result after issuance of the debt and analyzing the trends over
time.
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B. Ceilings for Debt Affordability
1. Debt Ratios. Direct debt includes all debt that is repaid from the General Fund or from any
tax revenues deposited into special funds not supporting revenue bonds, such as General
Obligation bonds and city-wide parcel tax bonds. "General Revenues" consist primarily of the
General Fund, as well as the revenues to the special funds supporting direct debt.
Ratio Ceiling
Total Direct Debt Service as % of General Fund Revenues 10%
a. The debt ceiling may be exceeded if there is a guaranteed new revenue source for the
debt payments. Generally, this is common for Public Enterprise Revenue Bonds.
2. Rapidity of Debt Repayment. To prevent backloading debt service payments and provide
additional debt capacity through relatively rapid retirement of outstanding debt, debt
issuances will be structured to reach a target of 50% of debt being repaid within 15 years.
a. Back loading of debt service will be considered acceptable when one or more events occur
that make debt service payments in early years impracticable or prohibitive. The Finance
Director may make findings for any of the following:
1. Natural disasters, extraordinary, or unanticipated external factors.
2. The benefits derived from the debt issuance can clearly be demonstrated to be greater
in the future than in the present period.
3. Such structuring is beneficial to the City's aggregate overall debt payment schedule.
4. Such structuring will allow debt service to more closely match project revenues during
the early years of the project's operation.
C. Monitor Impact on City Taxpayer of All Fees and Taxes
1. In addition to the analysis of the City's debt affordability, the Finance Director will review the
impact of debt issuance on City taxpayers. This analysis will incorporate the City's tax levy,
other jurisdictions' tax levies, additional taxes for voter -approved debt, and assessments and
fees used by the City or related agencies to service revenue bonds.
V. REFINANCING OUTSTANDING DEBT
A. Types of Refundings (as applicable by Federal and state law)
1. Current Refunding: A refunding of bonds within 90 days of the bond's first optional
redemption or call date.
2. Advance Refunding: A refunding that occurs more than 90 days in advance of the first
optional redemption or call date of the refunded bonds.
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B. Monitor Potential Savings
1. Potential savings available by refinancing outstanding debt of the City should be evaluated on
a present value basis by using either a percent of maximum call option value or percentage
of the refunded paramount. All costs and benefits of the refinancing should be considered.
C. Target Savings Amounts
1. A present value analysis must be prepared by the Finance Department or the City's general
financial advisors to identify the economic effect of any proposed refunding. To proceed with
a refinancing, either of two methodologies may be used to analyze the targeted savings:
a. The net present value savings as a percentage of the refunded par amount with a
minimum average savings of 3% for any one refunding transaction.
i. For an advance refunding, the threshold goal will be 5% net present value savings.
D. Other Considerations:
1. A refunding may be executed for other than economic purposes, such as to restructure debt,
to change the type of debt instrument, or to retire a bond issue and indenture for more
desirable covenants. The Finance Director may recommend this type of refunding.
VI. DEBT USES AND LIMITATIONS
A. Legal Restrictions
1. The City must adhere to Section 18 of article XVI of the California Constitution.
2. Exceptions to the terms of Section 18 of article XVI of the California Constitution include:
a. Obligations of Special District Funds which are not legally enforceable against the City's
General Fund or its tax revenues. The City has developed separate guidelines that serve
as minimum requirements for the issuance of Mello -Roos Obligations.
b. Obligations imposed by law, such as tort damages or state and federal mandates that may
exceed current revenues.
c. Certain property or equipment leases and service contracts.
B. Long -Term Fixed -Rate Debt
1. Debt should be used to finance essential capital assets such as facilities, real property, and
certain equipment where it is appropriate to spread the cost of the asset over more than one
budget year. Projects that are not appropriate for spreading costs over future years will not
be debt financed.
2. Under no circumstances will long-term debt be used to fund City operations or maintenance.
3. The uses of long-term debt include:
a. Equipment Financing_ Lease obligations are a routine and appropriate means of financing
capital equipment. However, lease obligations also have the greatest impact on debt
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capacity and budget flexibility. Therefore, efforts will be made to fund capital equipment
with pay-as-you-go financing where feasible, and only the highest priority equipment
purchases will be funded with lease obligations. All equipment with a useful life of less
than five (5) years shall be funded on a pay-as-you-go basis.
b. Lease Financing of Real Property Lease financing for facilities and real property is
appropriate if the City desires to finance them from existing revenue sources, and not
through voter -approved bonds secured by an increase in property taxes. Such financings
will be structured in accordance with the above Other Lease Obligations paragraph.
c. Identified Repayment Source: The City will, when feasible, issue debt with a defined
revenue source to preserve the use of General Fund -supported debt for projects with no
stream of user -fee revenues. Examples of revenue sources include voter -approved taxes,
user fees, and other appropriate revenues.
d. Use of General Obligation Bonds: Voter -approved General Obligation Bonds provide the
lowest cost of borrowing to finance the acquisition or improvement of real property and
provide a new and dedicated revenue source in the form of additional ad valorem taxes
to pay debt service. In recognition of the difficulty in achieving the required two-thirds
voter -approval to issue General Obligation Bonds, such bonds will be generally limited to
facilities that provide wide public benefit and that have generated broad public support.
e. Use of Revenue Bonds: To preserve General Fund debt capacity and budget flexibility,
revenue bonds will be preferred to General Fund -supported debt when a distinct and
identifiable revenue stream can be identified to support the issuance of bonds.
C. Variable Rate and Short -Term Debt
1. Generally, the City will not issue variable interest rate debt instruments. The Finance Director
may decide to issue variable -rate debt when a synthetic fixed rate through a swap agreement
is determined to be a viable and cost-effective alternative, subject to the provisions of the
Derivatives section below.
2. Uses of short-term debt:
a. Tax and Revenue Anticipation Notes: Borrowing for cash flow purposes using tax and
revenue anticipation notes is often desirable to manage the timing mismatch between
revenues and expenditures over the course of a fiscal year.
b. Bond Anticipation Financing_ In certain circumstances, it may be appropriate for the City
to issue short-term obligations to finance a capital project, with this obligation refunded
with a more conventional long-term financing.
c. Commercial Paper: Commercial Paper (CP) is a short-term obligation with maturities
ranging from 1 to 270 days. It is often used as interim financing until a project is
completed to take advantage of lower interest rates. Once a project is completed, the
Finance Director may recommend refunding CP with a long-term financing obligation, if
appropriate.
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VII. STRUCTURE OF CITY DEBT INSTRUMENTS
A. General Obligation Bonds:
1. The final maturity of General Obligation bonds will be limited to the shorter of the average
useful life of the asset financed or 30 years.
2. Principal will be amortized in equal annual amounts or faster to meet the rapidity of debt
repayment goals. The bonds should be callable in no later than 10 years.
B. Other Lease -Purchase Obligations:
1. The final maturity of equipment obligations will be limited to the average useful life of the
equipment to be financed.
2. The final maturity of real property obligations will be determined by the size of the financing,
10 to 15 years for small issues, 20 to 25 years for large issues and 30 years for exceptional
projects or those with a direct revenue component, such as a special tax.
3. Principal will generally be amortized to result in level annual lease payments; however, more
rapid principal amortization may occur where permissible to meet debt repayment goals.
4. The obligations should be callable in no later than 10 years.
C. Revenue Obligations:
1. The final maturity of bonds or other debt obligations secured by enterprise or other special
revenues will be determined by the expected useful life of the financed project and the
revenues available to repay the debt.
2. Principal amortization will be appropriate for the project cash flows, based on the useful life
of the project and other revenue bonds outstanding. The obligations should be callable in no
later than 10 years.
D. Special Tax Obligations (excluding Mello -Roos Special Taxes):
1. The final maturity of special tax obligations will be limited to 30 years.
2. Principal will be amortized as quickly as feasible, with a preference for equal annual principal
payments.
3. The obligation should have optional redemption provisions that set out terms in the bond
documents which give the City the right to call all or a portion of an outstanding issue of
bonds, prior to their stated dates of maturity at a specified price.
a. The City should include these terms in the event a property owner intends to make a
prepayment of special taxes to reduce their overall tax burden.
4. The obligations should be callable in no later than 10 years.
E. Mello -Roos and Special Assessment Obligations:
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1. These obligations, although repaid through special taxes levied on a specific group of
taxpayers, constitute overlapping indebtedness of the City, and have an impact on the overall
level of debt affordability.
2. The City has developed separate guidelines for the issuance of Mello -Roos and Special
Assessment Obligations.
F. Capitalized Interest:
1. Capitalized interest increases the amount of debt to be issued and, therefore, will be avoided
unless deemed beneficial from a credit standpoint, as in the case of lease -purchase
obligations.
2. Interest on General Obligation Bonds will not be capitalized.
3. Interest on lease -purchase obligations will be capitalized for a maximum of 18 months
following a conservatively based estimate of project completion to provide a cushion for
project slippage.
G. Payment Dates:
1. It is preferable that new debt service payments occur in September and March to align with
past debt issuances.
VIII. INVESTMENT OF BOND PROCEEDS
A. All investments of bond proceeds shall adhere to the City's Investment Policy, approved
periodically by the City Council.
IX. CONDUIT DEBT
A. Conduit financing are securities issued by the City to finance a project of a non -governmental
third party, such as a non-profit organization or other private entity.
B. The City may sponsor conduit financings for those activities that may have a public purpose and
are consistent with the City's overall service and policy objectives.
C. The City will not in any way pledge the City's credit in any form.
D. No City funds shall be pledged to support the conduit debt and no appropriation will be made in
the event of a default of conduit debt.
X. DERIVATIVES
A. Use of Derivatives
1. The City may use derivative instruments to mitigate interest rate risk as specified in Section
5922(a) of the Government Code of the State of California. The Finance Director will
recommend the use of these instruments only in a manner consistent with the Government
Code and when the following findings can be made:
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a. The instrument reduces exposure to changes in interest rates in the context of a financing
or the overall asset/liability management of the City; or
b. The instrument achieves a lower net cost of borrowing with respect to the City's debt.
2. As required by the Government Code, the City Council must determine that the instrument
will reduce the amount or duration of payment, result in a lower cost of borrowing, or enhance
the relationship between risk and return.
3. Derivative instruments will not be used for speculative purposes.
B. Methods of Procurement
1. The Finance Director will solicit and procure derivative instruments by competitive bid
whenever feasible.
2. A negotiated transaction should only be used if the Finance Director determines that due to
the size or complexity that a competitive bid is impractical and a negotiated transaction. Such
findings will be based on advice from an independent financial advisor and with the assistance
of the City Attorney.
a. The independent financial advisor should make findings on the terms and conditions of
the derivative instrument and the fair market value of such agreement.
C. Aspects of Risk Exposure
1. Before entering into a derivative instrument, the Finance Director should evaluate the risk
inherent to the transaction. The risks to be evaluated should include:
a. Amortization Risk: The mismatch of the expiration of the underlying obligation and the
derivative instrument.
b. Basis Risk: The mismatch between the actual variable rate debt service and variable rate
index used to determine the derivative instrument.
c. Credit Risk: The occurrence of an event modifying the credit rating of the counterparty.
d. Counterparty Risk: The failure of the counterparty to make its required payments.
e. Rollover Risk: The potential need to find a replacement counterparty as part of the overall
plan of finance if the derivative instrument does not extend to the final maturity of the
underlying variable rate bonds.
f. Tax Events Risk: The risk created by potential changes to Federal and State income tax
codes on the interest rates to be paid by the City on its variable rate bonds.
g. Termination Risk: The possibility that, upon a default by the counterparty, the City may
be required to make a large payment to the counterparty if the derivative instrument is
terminated prior to its scheduled maturity pursuant to its terms.
PAGE 368
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
D. Counterparty
1. A counterparty, or the entity who takes the other side of the derivative instrument, exists for
every derivative agreement. The risk that the counterparty will default on its obligation must
be mitigated. Therefore, a counterparty should meet the following standards:
a. At least two of the counterparty's credit ratings are rated at least "Aa3" or 'AAA-", or
equivalent, by any two of the nationally recognized rating agencies (i.e. Moody's, Standard
and Poor's, or Fitch); or
b. The payment obligations of the counterparty are unconditionally guaranteed by an entity
with such a credit rating.
2. A counterparty should be collateralized at levels and with securities acceptable to the Finance
Director if the payment obligations are not unconditionally guaranteed.
E. Termination
1. Prior to making any termination payment due to the default of a counterparty, the Finance
Director will evaluate whether it is financially advantageous for the City to obtain a
replacement counterparty to avoid making such termination payment.
F. Legality
1. The City Attorney must receive an opinion reasonably acceptable to the market from a
nationally recognized law firm that any derivative instrument that the City enters, is a legal,
valid and binding obligation of the City.
XI. CONTINUING DISCLOSURE AND ADMINISTRATION
A. Continuing Disclosure
1. The City will comply with Rule 15(c)2-12 of the Securities and Exchange Commission by filing
an annual report that provides certain financial information and operating data relevant to
investors in City obligations.
a. The City will covenant to provide its annual disclosure report no later than 270 days
following the end of the fiscal year to the Electronic Municipal Market Access (EMMA) site
maintained by the Municipal Securities Rulemaking Board (MSRB).
b. The City will issue a material event notice in accordance with the provisions of Rule 15(c)2-
12 of the Securities and Exchange Commission. Prior to the issuance of any material
event, the Finance Director may convene a meeting of the Mayor, City Manager, City
Attorney and policymakers or outside professionals as appropriate, to discuss the
materiality of any event and the process for equal, timely and appropriate disclosure to
the marketplace.
PAGE 369
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
B. Arbitrage Rebate Compliance
1. The City will comply with all of its tax certificates for tax-exempt financings by monitoring the
arbitrage earned on bond proceeds and by rebating all positive arbitrage, pursuant to Internal
Revenue Code Section 148. The Finance Director may choose to hire an arbitrage consultant
to prepare the calculations required by the Internal Revenue Service. Contractor payments
shall be made from either the General Fund or from the special fund for which the calculation
was made.
C. Ratings
1. The City will secure underlying ratings on all newly issued obligations from at least one
national rating agency, if deemed beneficial for the financing.
a. Some forms of debts, such as equipment leases and private placements, will not require
ratings.
2. The Finance Director shall meet with a rating agency, either in person or via conference call
as deemed appropriate by the financing team, that rates City debt issues.
3. The Finance Director shall ensure prompt delivery to rating agencies of the Annual
Comprehensive Financial Report (ACFR) and adopted budgets when requested.
4. Certificates of Substantial Completion on projects financed with long term obligations shall be
delivered to the rating agencies and Bond Insurer, as relevant.
5. Any changes in ratings will be promptly noticed to the City Manager and the City Council.
XII. FINANCIAL CONSULTANTS
A. General
1. The Finance Director will be responsible for recommending the financial consultants and
professionals based on prior experience, recommendations, or a Request for Proposals (RFP)
or Request for Qualifications (RFQ) process, whichever is most appropriate given the
circumstances.
B. Independent Financial Advisors
1. The City will utilize an independent financial advisory team to assist in the structuring of its
debt offerings, to conduct its competitive bond sales, and to assist with a negotiated bond
sale to ensure that interest rates are appropriate.
C. Bond Counsel Services
1. The City will select bond counsel teams for its current bond programs.
2. As -needed bond counsel teams will be selected for those issuances that do not fall into any
other categories of City debt obligations.
PAGE 370
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Financial Policies
D. Underwriters
1. The City will select the underwriting firm to provide the City with market knowledge, assist
with credit analysis and preparation, premarketing of bonds, pricing and sale of bonds, and
trading of bonds, as applicable.
E. Trustee
1. The Finance Director shall have the discretion to select a commercial banking firm as trustee,
either through a request for qualifications process or by relying on existing banking
relationships.
PAGE 371
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Legal Debt Margin
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.
The City's debt limit for Fiscal Year 2021/22 is $1,137,989,277 while the City's debt subject to the
limitation is $0. As a result, the City has not exceeded its legal debt limit.
Assessed value
Debt limit (3.75% of assessed value)
Debt applicable to limit:
General obligation bonds
Legal debt margin
$ 30,346,380,711
1,137,989,277
$ 1,137,989,277
PAGE 372
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Debt Service Obligations
The following schedule summarizes the City's debt service obligation:
Capital Lease -Dell Blade
Servers
Issue Date: 2019
Description: Finance acquisition of hardware
equipment and software for the
replacement of the City's data
center infrastructure
Interest Rate:
Fund:
Bond Rating:
Debt Service Requirements to Maturity:
Year Ending
June 30
2023
4.715%
Internal Service Fund
Not Rated
Principal Interest
$ 507,340 $ 19,990
$ 507,340 $ 19, 990
PAGE 373
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 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.
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":
Adopted Budget:
The official budget as approved by the City Council at the start of each
fiscal year.
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.
Arbitrage:
The interest earned on the investment of the bond proceeds at a rate
above the interest rate paid on the debt.
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.
Audit:
An examination of systems, procedures, programs, and financial
data. The end product of an audit is a report issued by an independent
auditor describing how well a local government's financial statements
describe its financial condition and the results of its operations.
Balanced Budget:
The amount of budgeted expenditures is equal to or less than the amount
of budgeted revenues plus available fund balance.
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
PAGE 374
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Glossary of Budget Terms
Capital Expenditure:
An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year and costs more than $5,000.
Capital Improvement
A plan for capital improvements to be implemented each year over a
Program:
number of years to meet capital needs arising from the assessment of
long-term needs. It sets forth the estimated cost for each project and
specifies the resources required to finance the projected expenditures.
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.
Depreciation:
Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or
obsolescence.
Derivative:
A financial instrument created from or whose value depends upon (is
derived from) the value of one or more separate assets or indices of asset
values.
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.
PAGE 375
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Glossary of Budget Terms
Expenses:
Decreases in net total assets. Expenses represent the total cost of
operations during a period regardless of the timing of related
expenditures.
Fiscal Year:
A 12-month period to which the annual operating budget applies and at
the end of which an entity determines its financial position, the results of
its operations, and adopts a budget for the coming year. The City of
Rancho Cucamonga's fiscal year is from July 1 to June 30.
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 and
Accounting Principles
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.
Governmental Funds:
Typically, are used to account for tax -supported (governmental) activities.
These include the General Fund, Special Revenue Funds, Capital Projects
Funds, and Debt Service Funds.
Interfund Transfers:
Defined as "flows of assets" (such as good or services) without equivalent
flows of assets in return and without requirement for repayments.
PAGE 376
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Glossary of Budget Terms
Internal Service
Account for the goods or services provided by one fund and/or
Funds:
department to another fund and/or department on a cost reimbursement
basis.
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.
Performance
The regular measurement of outcomes and results, which generates
Measures:
reliable data on the effectiveness and efficiency of programs.
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 governments, 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.
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.
PAGE 377
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Glossary of Budget Terms
Underfill:
Filling an authorized position with a related classification that has a lower
salary range. Reasons to consider an underfill include, but are not limited
to: the department's internal promotional program would be enhanced;
there are no qualified candidates to fill said vacant position; or a critical
departmental reason exists.
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:
The cash available for day-to-day operations of an organization.
PAGE 378
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
List of Acronyms
ADA
Americans with Disabilities Act
HdL
Hinderliter de Llamas
AQMD
Air Quality Management District
HHW
Household Hazardous Waste
ALPR
Automated License Plate Reader
HR
Human Resources
ARPA
American Rescue Plan Act
HVAC
Heating, Ventilating, and Air
BERT
Business Emergency Response
Conditioning
Training
IAQ
Indoor Air Quality
BYB2RC
Bring Your Business 2 Rancho
IESBDC
Inland Empire Small Business
Cucamonga
Development Center
CAL -ID RAN
California Identification System
IPM
Integrated Pest Management
Remote Access Network
IPA
Joint Powers Authority
CaIPERS
California Public Employees'
KIDS
Kids Interactive Discovery Space
Retirement System
LAIF
Local Agency Investment Fund
C.A.N.I.N.E.
Campus Awareness, Narcotic
LED
Light -Emitting Diode
Intervention, Narcotic Education
LGIP
Local Government Investment Pool
CDBG
Community Development Block Grant
LMD
Landscape Maintenance District
CDTFA
California Department of Tax and
MMF
Money Market Funds
Fee Administration
NSRO
Nationally Recognized Statistical
CERT
Community Emergency Response
Rating Organization
Training
PASIS
Public Agencies Self Insurance
CFD
Community Facilities District
System
CIP
Capital Improvement Program
PCI
Pavement Condition Index
CNG
Compressed Natural Gas
PD
Park District
CONFIRE
Consolidated Fire Agencies, Joint
PEPRA
Public Employees' Pension Reform
Power Authority
Act
CPI
Consumer Price Index
PERS
Public Employees Retirement
CPR
Cardiopulmonary Resuscitation
System
CSD
Community Services Department
PLHA
Permanent Local Housing Allocation
CVWD
Cucamonga Valley Water District
PSVN
Public Safety Video Network
DRIVE
Diversity, Respect, Inclusion, Value,
RCLS
Rancho Cucamonga Library Services
Equity
RCMU
Rancho Cucamonga Municipal Utility
DVP
Delivery -Versus -Payment
REDI
Race, Equity, Diversity, Inclusion
EIFD
Enhanced Infrastructure Financing
REGIS
Rancho Enterprise Geographic
District
Information Systems
EIR
Environmental Impact Review
ROPS
Recognized Obligation Payment
ESRI
"Environmental Systems Research
Schedule
Institute
SBCERA
San Bernardino County Employee
FLSA
Fair Labor Standards Act
Retirement Association
FPPC
Fair Political Practices Commission
SBCTA
San Bernardino County
FTE
Full Time Equivalent
Transportation Authority
FY
Fiscal Year
SBOE
California State Board of
GFOA
Government Finance Officers
Equalization
Association
SCE
Southern California Edison
GIS
Geographic Information Systems
SIR
Self -Insured Retention
GOTMD
Greater Ontario Tourism Marketing
SLD
Street Lighting District
District
TOD
Transit Oriented Development
HCD
CA Dept. of Housing and
TOT
Transient Occupancy Tax
Community Development
VLF
Vehicle License Fees
PAGE 379
CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund #
Fund Description
GENERAL FUND
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 funds. 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 fund
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.
PAGE 380
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 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.
030 Community Benefit Project Fund — Established to account for Community Benefit
payments collected from developers in order to address certain industrial projects'
expected impacts on affordable housing demand, future greenhouse gas emissions,
fire protection services, environmental justice and related impacts typically associated
with large warehouse development.
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 accounted for in a separated fund.
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).
106 MSRC Air Pollution Reduction Grant - Established to account for the revenue and
disbursement of funds received from the Mobile Source Air Pollution Reduction
Committee (MSRC). These revenues are to be used to fund projects that reduce air
pollution from motor vehicles.
PAGE 381
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
109 Public Art Trust Fund - Established to account for the receipts of public art in -lieu
fees restricted for the selection, purchase, placement, and maintenance of art installed
by the City or on City property.
110 Beautification - Established to account for fees collected to provide proper
landscaping and irrigation systems after parkway and median improvements are made.
111 Park Land Acquisition - Established to account for the park land acquisition
development fees charged upon issuance of a building permit for development of
future park sites. This fee replaces the revenue previously collected in Fund 120.
112 Drainage Fac/General - Established to account for fees charged developers for
purposes of defraying the actual or estimated costs of constructing planned drainage
facilities.
113 Community/Rec Center Develpmnt - Established to account for community and
recreation center impact fees charged to developers. This fee replaces the revenue
previously collected in Fund 120.
114 Drainage-Etiwanda/San Sevaine - Established to account for development impact
fees collected in the Etiwanda/San Sevaine Drainage area for the construction of
regional and mainline flood control projects.
115 Henderson/Wardman Drainage - The Henderson/Wardman Drainage fund is a
developer impact fee supported fund for the construction of storm drain improvements
in the Henderson/Wardman drainage area.
116 Etiwanda Drainage - Established to account for development impact fees collected
in the Etiwanda area North of Base Line Road for the construction of Master Plan Storm
Drain projects.
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.
PAGE 382
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 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 #3113 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 #4111 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.
136 LMD #6111 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.
PAGE 383
CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
150 General City Streetlights - Established to account for installation and maintenance
of City -owned street lights.
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.
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.
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CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
157 SLD #7 North Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
158 SLD #8 South Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied against the
benefiting property owners.
174 State Gas Tax - 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 provides the financing.
176 Measure I 1990-2010 - Established to account for the revenue and disbursement of
county/local gasoline tax funds for the construction and maintenance of eligible street
projects.
177 Measure I 2010-2040 - Established to account for the revenue and disbursement of
county/local gasoline tax funds for the construction and maintenance of eligible street
projects.
178 SB 140 Fund - Established to account for the receipt and disbursement of state
matching funds that are restricted for the construction of eligible street construction
projects.
179 Road Maintenance and Rehab Acct - Established to account for the revenue and
disbursement of funds used for road maintenance, rehabilitation, and critical safety
projects of the City network system. The City's share of Road Maintenance and
Rehabilitation Account funding provides the financing.
181 SB 1 - TCEP - Established to account for the receipts and disbursements of SB 1 Trade
Corridor Enhancement Program (TCEP) funds which provide for the design and
construction of the Etiwanda Grade Separation Project.
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.
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
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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 1113 State Funding - Proposition 113 (Prop 113) provides state funding to
cities and counties to fund the maintenance and improvement of local transportation
facilities. The funding is allocated based on population.
195 State Asset Seizure - Established to account for the funds received from the State
for the equitable transfer of forfeited property and cash in which the City directly
participates in the law enforcement efforts leading to the seizure and forfeiture of the
property.
196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure (Fund
195) designated for the sole purpose of funding programs designed to combat drug
abuse and divert gang activity pursuant to the provisions of Health & Safety Code
Section 11489(b)(2)(A)(i).
197 Federal Asset Seizure - Established to account for the funds received from the
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.
204 Community Development Bilk Grant - Established to account for grants received
from the Department of Housing and Urban Development. These revenues must be
expended to accomplish one of the following objectives: elimination of slum or blight;
or benefit to low- and moderate -income persons by providing loans and grants to
owner -occupants and rental property owners to rehabilitate residential properties.
209 Federal SAFETEA-LU - Established to account for the Safe, Accountable, Efficient
Transportation Equity Act: A Legacy for Users (SAFETEA-LU) Federal funding for
surface transportation projects.
211 Prop 1B - SLPP - Established to account for the State -Local Partnership Program
utilizing Proposition 113 bond proceeds to fund eligible transportation projects. Funds
are allocated through formula and competitive sub -programs.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
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Description of Funds by Fund Type
Fund # Fund Description
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.
215 Energy Efficiency and Conservation Block Grant (EECBG) Fund - Established
to account for the receipts and disbursements of Federal grant monies received
through the U.S. Department of Energy under the EECBG program. The receipts are
restricted for funding projects that reduce energy consumption and promote energy
efficiency.
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.
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.
255 Victoria Gardens Cultural Center - Established to account for the various activities
that the Community Services Department facilitates at the Victoria Gardens Cultural
Center.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
272 VG Cultural Freedom Courtyard RSRC Grant - Established to account for revenues
and expenditures to support the operation and construction of the Freedom Courtyard.
274 State Grants - Established to account for the revenues and expenditures of State
grants which are not required to have segregated funds.
275 Federal Grants Fund - Established to account for the revenues and expenditures of
Federal grants which are not required to have segregated funds. For Fiscal Year
2021/22, the Federal Grants Fund accounts for funds from the American Rescue Plan
Act.
281 Fire Fund - Established to account for the revenue and disbursement of funds received
by the Rancho Cucamonga Fire Protection District in the course of that agency's fire
protection services. The source of revenue is primarily from property taxes.
282 Community Facilities Dist 85-1 - Established to account for the costs associated
with providing fire facilities and services. Financing is provided by special assessments
levied against the benefiting property owners.
283 Community Facilities Dist 88-1 - Established to account for the costs associated
with providing fire facilities and services. Financing is provided by special assessments
levied against the benefiting property owners.
285 Fire Technology Fee Fund - Established to set aside funds for technology equipment
replacement.
288 Fire Protection Capital Fund - Established to account for capital maintenance and
repairs as well as purchases of fixed assets for the Fire District separate from the Fire
District's Fire Fund which accounts for general maintenance and repairs.
290 Library Fund - Established to account for services provided by the City of Rancho
Cucamonga Library. Funding for this service is made possible through a transfer of
San Bernardino County library tax revenues to the City of Rancho Cucamonga for
library purposes.
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.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
340 Drug Abatement Act - Established to account for funds from the injunction to abate
and prevent the continuance or reoccurrence of public nuisance as defined under the
Drug Abatement Act in the California Health and Safety Code sections 11570 through
11587.
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.
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CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
380 Homeland Security Grant- Fire - This grant from the State Homeland Security Grant
Program is administered by the San Bernardino County Office of Emergency Services.
The grant is funded by the Federal Department of Homeland Security. The funds will
be utilized to purchase terrorism and weapons of mass destruction (WMDs) response
equipment and supplies in conjunction with an appropriate level of training cost funding
for national security. There are no matching funds required for this grant.
381 Homeland Security Grant- Police - The grant from the State Homeland Security
Grant Program administered by the San Bernardino County Office of Emergency
Services. The grant is funded by the Federal Department of Homeland Security. The
funds will be utilized to purchase terrorism and weapons of mass destruction (WMD's)
response equipment and supplies in conjunction with an appropriate level of training
costs funding for national security. There are no matching funds 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.
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.
399 Enhanced Infrastructure Financing District (EIFD) - Established to account for
the receipt and use of incremental property tax revenue to finance public facilities,
maintenance and operations of those public facilities, and administration of the EIFD
within a designated district boundary.
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.
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CITY OF RANCHO CUCAMONGA., CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund #
Fund Description
875 CFD 2017-01 No. Etiwanda - This fund accounts for special taxes related to the
North Etiwanda Community Facilities District No. 2017-01 which provides for the
maintenance of landscaped areas, parkways, medians, park and recreation
improvements, and other public infrastructure and improvements through the
boundary of the North Etiwanda CFD.
876 CFD 2018-01 Empire Lakes - This fund accounts for the special taxes related to the
Empire Lakes Community Facilities District No. 2018-01 which provides for the
maintenance of landscaped areas, parkways, medians, park and recreation
improvements, and other public infrastructure and improvements through the
boundary of the Empire Lakes CFD.
877 CFD 2018-01 Capital Reserve - This fund accounts for the capital reserves of the
Empire Lakes Community Facilities District No. 2018-01 to be used for the future
replacement and construction of public infrastructure and improvements through the
boundary of the Empire Lakes CFD.
CAPITAL PROJECTS
Capital Projects Funds are used to account for financial resources for the acquis ion or
construction of major capital facilities other than those financed by proprietary and trust
funds.
600 AD 82-1 6th Street Industrial - Established to account for revenues and
expenditures used in the construction of streets, storm drainage, and utility
improvements within the AD 82-1 project area.
602 AD 84-1 Day Creek/Mello - Established to account for the receipt and disbursement
of funds used in the construction and installation of public capital drainage facilities,
together with appurtenant work and incidental expenses, to serve and provide drainage
protection to property located within Assessment District No. 84-1 (Day Creek Drainage
System). Financing was provided by the sale of bonds under the Mello -Roos
Community Facilities Act of 1982.
612 CFD 2001-01 - This CFD was established to fund the necessary infrastructure
(streets, storm drains, sewer, water, landscaping, and traffic signals) integral to the
proposed mall located at Foothill Blvd. and the I-15 Freeway. The improvements are
located south of Base Line Rd., primarily north of Foothill Blvd., primarily east of Day
Creek Channel, and west of Etiwanda Ave. Financing was provided by the sale of
bonds under the Mello -Roos Community Facilities Act of 1982.
614 CFD 2003-01 Project Fund - Established to account for the funds to construct
integral to development of the Victoria Gardens Mall along Church Street, East of
Interstate 15, South on Arrow Route, and Day Creek Boulevard.
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CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
ENTERPRISE FUNDS
Enterprise Funds are used primarily to account for "business -like" activities that are
primarily financed through user charges
700 Sports Complex - Established to account for personnel and operating costs directly
associated with the operation of the baseball facility, which is the home of the Rancho
Cucamonga Quakes.
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.
708 RCMU Capital Replacement Fund - Established to account for the capital
replacement of RCMU infrastructure and improvements in future years.
709 RCMU Cap and Trade Fund - Established to account for the proceeds of quarterly
State -run auctions that sell Greenhouse Gas (GHG) credits to businesses in need of
GHG credits. The funds are restricted to use for GHG reducing programs.
711 Fiber Optic Network Fund - Established to account for costs associated with the
City's existing utility, information technology and traffic fiber conduits, and leases for
fiber access.
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CITY OF RANCHO CUCAMONGA,, CALIFORNIA
Fiscal Year 2022/23 Adopted Budget
Description of Funds by Fund Type
Fund #
Fund Description
INTERNAL SERVICE FUNDS
Internal service funds are used to account for the financing of goods or services provided
by one department or agency to other departments or agencies of the government and
to othergovernment units, on a cost reimbursement basis.
712 Equip/Vehicle Replacement - Established to account for the accumulation of user
charges to various City departments and the costs associated with replacing the City's
vehicles and equipment.
714 Comp Equip/Tech Replcment Fund - Established to account for the accumulation
of resources and the costs associated with replacing and maintaining the City's
computer equipment and technology.
PAGE 393