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Home My WebLink About1998/06/18 - Agenda Packet - Adj (Budget) AGENDA CITY OF RANCHO CUCAMONGA CITY COUNCIL, REDEVELOPMENT AGENCY & FIRE BOARD Pledge of Allegiance Roll Call: Alexander __, Biane ~ Adjourned Meeting June 18, 1998- 5:30 p.m. Tri Communities Room 10500 Civic Center Drive Rancho Cucamonga, California A. CALL TO ORDER , Curatalo , Williams__ B. ITFM OF DISCUSSION DISCUSSION OF PROPOSED BUDGETS FOR FISCAL YEAR 1998/99 C. COMMUNICATIONS FROM THE PUBLIC This is the time and place for the general public to address the City Council, Redevelopment Agency and Fire Board. State law prohibits the Council, Agency and Fire Board from addressing any issue not previously included on the agenda. The Council, Agency and Fire Board may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to five minutes per individual. D. ADJOURNMENT I, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the foregoing agenda was posted on June 15, 1998, seventy-two (72) hours prior to the meeting per Government Code 94954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California. CAPITAL IMPROVEMENT PROGRAM HIGHLIGHTS BEAUTIFICATION · Haven Ave. - West side Church St. to Base Line Rd. Provide parkway landscaping. (Design and construct) Metrolink Corridor - Archibald Ave. to Haven Ave. and near Milliken Ave. Provide landscaping. (Design and construct) Haven Avenue Median Retrofit DRAINAGE · Foothill Blvd. and Hermosa Ave. - Deer Creek Channel to Church St. Install portion of Master Plan storm drain. (Design and construct) FACILITIES · Facilities Expansion & Renovation: a. RCSC (Senior Center) - (Design Only) b. Library. o Expansion of West Corners · Lions East Center Renovations · Lions West Center Renovations PARKS · Tot Lot Modifications (Primarily ADA Compliance) - Renovation of existing tot lots at various parks to provide ADA accessibility and equipment repair. (Design and construct) STREETS · 4th St. - Santa Anita Ave. to 2300' easterly. Rehabilitate existing failed pavement. (Construct) · 4th St. - Utica Ave. to Pittsburgh Ave. Rehabilitate existing failed pavement. (Design and construct) · Carnelian St. - Vivero St. to 1,000 ft. to the South. Realign the existing substandard curve and install necessary drainage facilities. (Design and construct) · Day Creek Blvd. - Base Line Rd. to Highland Ave. Construct major portion of west roadbed and portions of Highland Ave. to be realigned to conform to the Rte. 30 Freeway. (Design and construct) · Etiwanda from ATSF RR Xing to Arrow · Foothill Blvd./Hermosa Ave. intersection. Reconstruct intersection to ultimate alignment. · Foothill Blvd. - Vineyard Ave. to Haven Ave. Install landscaped median island. (Design and construct) · Foothill Blvd. Median Island from Grove Avenue to Vineyard - Preliminary Design Only STREETS (continued) · Haven Ave. - Base Line Rd. to Highland Ave. Widen west roadbed including replacing existing channel with an underground storm drain and rehabilitate existing pavement. (Design. Construct, if federal funds are available) Haven Ave. - Foothill Blvd. to Dear Creek Channel. Rehabilitate west roadbed existing pavement. (Construct) Haven Ave. - Foothill Blvd. to Base Line Rd. Rehabilitate east roadbed existing pavement. (Construct) Local Street Rehabilitation- various locations. Rehabilitate local street pavement at various locations throughout the City in accordance with the Pavement Management Program. (Design and construct) Sapphire St. - Hillside Rd to south of Almond St. Rehabilitate existing pavement. (Design and construct) Sapphire St. - Moon Ct. to Hillside Rd. Rehabilitate existing pavement. (Design and construct) Summit .Ave. - East Ave. to east end of school property. Construct north side street improvements in conjunction with Etiwanda School District. (Design and construct) Tapia Via - Grove Ave. to Rancheria Dr. Construct missing sidewal 'ks. (Design and construct) TRAFFIC · Arrow Route & Baker Ave. Install traffic signal. (Design and construct) · Archibald Ave. & Church St. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and construct) · Archibald Ave. & Tryon St. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and Construct) · Base Line Rd. & Beryl St. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and Construct) · Base Line Rd. & Hermosa Ave. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and Construct) · Base Line Rd & 1-15 Freeway. Install traffic signal under cooperative agreement with Caltrans. (Finalize construction) · Carnelian St & 19th St. Modify existing traffic signal. (Design and construct) · Carnelian St & Highland Ave. Install traffic signal. (Design and construct) · Foothill Blvd. & Malachite Ave. Install traffic signal and related street improvements in conjunction with Caltrans. (Design and construct). · Foothill Blvd. & Ramona Ave. Install traffic signal and related street improvements in conjunction with Caltrans. (Design and construct) · Rochester Ave. & Victoria Park Lane. Install traffic signal. (Design and construct) · Rochester Ave. & Vintage Dr. Install traffic signal. (Design and construct) VDNOBIVDDD OHDNVH dO A£ID NOlS30 A,lgYNIIqF13~ld - xxxxxx $311f113~',.I - ~ NOIi¥01 ..ILl.ff~-J[t - 9NIX ~ - · 3 O~ Nl',e"dO - SL33~U.S - ~ qVNC)I$ 31JA - 0 :SGN~O$7 VNV,~NOd \ ! ! qNV'7d!2 I ! I City of Ranc~~o A I~ at nga 1997 and Highlights Police As the nationwide economic upswinS continues to rise and is felt in Rancho Cucamonga the need for police services also rises. 'This positive economic trend has brought many new residential, commercial and industrial projects to Rancho CU- camonga as w~11 as a demand for additional calls for ~ervice.. In 1997, the Police Department responded to 101,$47 calls for service. " While calls for service wcrc up, the incidence of serious crime was down. The aura .bets of homicides, assaults, thefts, ro[~ beries, auto thefts, and burglaries wcrc all down fi*om 1996. During 1997/98, five additional officers were addcd to the Rancho Cucamonga station. This was accomplished'through the use of a fcdcrai COPS Universal Grant Program. Thc ad- dition of these officers has allowed thc station to conccntratc more fully on using our Solution Oriented Policing (SOP) Unit, This year the SOP team conducted probation, parole and wel- fare sweeps and continued its active involvement in neighbor- hood enhancement programs and other community related projects. To realize its g0al of'enhanced police visibility/availability, the Police Department opened six satellite polic? stations throughout the community. Each individual site was donated, at no charge, by various businesses and office equipment and furnishings were funded through a federal block grant, Through the recent implementation of a "mobile community service office" the Police Department has been able to con- tinue its commitment to community policing efforts. The project will be fully operational by March 1998 and is funded through a block grant and asset seizure money. This mobile office will provide the Police Department greater flexibility and serve as a meeting place for crime prevention and othe, r public safety needs. Preview The goal for the coming.year is to continue to expand our community policing efforts. This will be accomplished by fully uiilizing the mobile community service office for crime prevention efforts and increased visibility in the community. With our satellite offices firmly established, we will continue to build on our presence in the commercial and business com- munities. In conjunction with the SOP team, continue multi-agency sweeps and coordinated efforts with the City's Building and Safety and Code Enforcement Divisions. Successful application for a federal grant for an additional 5 officers to address the growth needs in the community. Highlights In 1997, the Fire District responded to 487 fire calls~ It is estimated that fires caused $3,690,000 worth of damage, to structures and property laser year. In 1997, the District's average response time for BMS calls (code 3) was as follows: Medic Engined Dispatch to Arrival - Medic Engine/EnRoute to Arrival AmbulancedDispatch to Arrival - Ambulance/EnR'oute to Arrival Fire District call volumes were as follows: EMS ....................., ..........................4177 Fire .............................~ ................: ....487 Automatic & Mutual Aid .................447 Other .......... * ....................2409 TOTAL ........................~ .................7520 This past year saw new equipment coming on line and older equipment being refurbished to help us continue providing quality services. The new reserve engine, Heavy Rescue Truck and the new command vehicle were all placed into service this year as well as two older engines being refurbished. The Emergency Preparedness Division was integrated into the Fire District this past year. This Division conducted an Emer- gency Operations Center flood scenario drill and assisted with the planning and implementation of the City's El Nino Pre- paredness Project. This project included the distribution of over 1,000 copies of the "El Nino Report". This Division also completed the Multi-Hazard Function Disaster Plan and had it approved by the City Council. The Home-Generated Sharps Waste Disposal program was implemented and collected over 950 pounds of sharps waste in its first year. Distri=t ~ ~ r ~ Fire' ' . 04 min 39 sex · 03 min 31' sec 08 min 14 sec 07 min 8 sec Preview, In ~the c0mingr year, the District will initiate the self assess- ment accreditation process and will prepare and plan for the eventual loss of revenue and explore areas for revenue en- hancement programs. (i~e. weed abatement, equipment main- tenance,~ etc.) .. ' ' The District will continue community outreach programs by developing an Engine Company Adopt-a-School Program at local elementary schools, and by continuing to work with Chaffey College on educational/training burn opportunities and an ongoing fuel modification program. Develop specifications for the placement of a new telesquirt type pumper into service at Station 175 (Banyan Street Sta- tion), and examine various alternatives for apparatus utiliza- tion to effectively extend the life of Truck 174 as well as re- duce maintenance costs. · Complete plan review and initiate construction of planned Maintenance Facility at Station 174 (Jersey Street Station). Develop a draft Urban Wildland Fuel Management plan for District as well as analyze revenues and costs for implement- ing local weed abatement and hazardous material oversight programs. Develop and implement Reserve Fire Prevention Specialist Program and the NFPA program "Risk Watch". The Disaster Preparedness Division will hold quarterly Func- tional Area drills and one annual comprehensive Emergency Operation Center drill and initiate CERT training for busi- nesses. Fire District Highlights Preview To assist with our' efforts for improved responsesl an auto- matic aid agreement with the California Department ~ For- estry was implemented for the San Antonio Heights and nosth- em Rancho Cucamonga area. Also, the Technical Rescue Team held a cooperative training drill in technical rescue techniques at Frito Lay. The Fires Safety Division expanded the Learn Not To Burn Program from a pilot program to all local elementary schools. An RFP/Q for a facility plan and financial analysis for a Fire Maintenance Facility was developed and a consultant was chosen to perform the study. Community Development As a result of Proposition 218, the Community Development team was faced with the challenge of maintaining the continu- ation of its assessment of Park District :.85 (PD-85-R). On Thursday, June 26, 1997, in the Rancho Cucamonga City Coun- cil Chambers, a public hearing was held to tally the returned ballots of property owners for PD-85-R. Through the City's successful publi~ information campaign, comprised of meet- ings and educational literature, as well as the support of local community groups, property owners voted to continue the existing assessment for Red Hill and Heritage Community Parks. The continuance of this assessment has secured fund- ing for both Red Hill and Heritage Community Parks, enabling our residents to continue their enjoyment of them, as, well as many other worthwhile activities the parks offer the commu- nity. With increasing economic activity and land development ex- pocted in the coming year, it is the goal of the Department to facilitate the inc.reasing der~and for quick and efficient con- struction and development services. Since the completion of the'Central Park Master Plan in 1987, the City has never lost its focus of someday constructing the 99 acre site. The' City Council began a series of workshops in 19.97 to resurrect public awareness and get feedback on the decade old Master Plan. These workshops were facili- tated by the Community Development Department and will continue in the coming year. The upcoming workshops will focus on developing a community consensus for the park and identify if there is community support for the funding of con- struction and maintenance through a future ballot measure or if other funding sources are available. Highlights Planning As Califomia's economy improves, so does the level of Rancho Cucamonga's permit and development activity. During 1997, applications for subdivisions, Conditional Use Permits, and Development Reviews have increased by 21 percent. Public inquiries at the front counter and by phone also increased over 21 percent during i 997. Major projects processed in 1997 included: Auto N, ation,'Cu- camoriga Comerpointe by Griffin Homes, Fourth Street iRe- tail Land Use Amendment and EIR and Lucky's shopping center at the northwest comer of Vineyard and Foothill. The year also saw a marked increase in construction activity, in- cluding several large projects such as Cucamonga Comerpointe by Griffin Homes; Masi Plaza; Bradshaw Inter- national; Heritage Bag; Koli Arrow Center; and the Villa Pacifica Senior Apartments. Preview Opportunities in 1998 include: · The coming year will see more workshops on' Central Park. Planning will be involved in 'these reviews of the Master Plan and in anyrevisions. 'i · Planning staff will be working with the developers of The Ar- bors (formerly the Victoria Lakes) on their General Plan amend- merit and the Victoria Community Plan amendment and EIR. This 291' acre project will be an significant development on the east side of the City. '~ · The Division will be working on processing plans to develop the Leggio Project, 50 acres adjacent to and including the SCE surplus easement on the east .side of Day Creek at Foothill and 1-15. · Planning will be working with Lewis Homes on their new vil- lage, the Independence Project. The developer plans to have models open in 1999 and there are a number of issues that must be addressed such as park land. · Planning staff will be working with the County on tracking development activity and the Habitat Conservation Plan in the Sphere of Influence. Though not within the City limits, this ari:a and how it is developed has a direct impact on our com- munity. · Planning staff is working with the Redevelopment Agency and the Historic Preservation Commission on the Regina Winery Master Plan. Planning will be preparing near and long term plans for this historic site. ~ · The Division will be working on developing the Landscape Master Plan for the Route 30 corridor. This effort will be done in cooperation with the a JPA of cities along the corridor. With the cities of La Verne, Claremont, Upland, Fontana and Rialto, ,,,~ uaill nr~,nare a ma~ter nlan for freeway corridor landsca~ 4 Highlights Planning Preview ing to enhance visually the corridor in the communities. Planning is working'with a joinl~ task force of the Planning Commission and the City Council on a Multi-Family Housing Study and Land Use ~,mendments. This task force is looking at all multi-family housing zoned properties and determining for each property if the land use designation should be re-zoned, kept as is or analyzed further, The Department will oversee the comprehensive revision of the City's General Plan if the City Council chooses to fund such a project; In addition to an ambitious Capital Improvement Program, we are also aggressively pursuing alternative funding sources to support our construction and maintenance programs. Development and implementation of Project Manager Pro- gram and development of the department Business Plan. Complete plan checks for average residential subdivisions within 3 weeks time, and prepare conditions of approval for new development within two weeks. Our Construction Management Team is reviewing its contract administration procedures to improve efficiency and effec- tiveness. Contract funding procedures are also being reviewed with the Capital Project engineers to identify potential areas of concerns to avoid unnecessary change orders. Integrated Waste will open and begin operation of the Envi- ronmental Learning Center. Staff is also working on comple- tion of the data input for the NPDES/GIS Video Capture Pro- gram. Lastly, staff is developing a confined spaces training and procedural manual and a. Business Award/Recognition Engineering Last year marked the beginning of the Engineering Services Program Plan which resulted in the development of our Busi- ness Plan.. This document examines our resources and opera- tions, reviews our 'accomplishments from the previous year and, most importantly, documents our goals and objectives for this fiscal year. Last year, Engineering assumed responsibility for the City's Americans with Disabilities Act Program. The goal of this program is to pro-actively evaluate the compliance status of all City facilities and the costs of constructing and installing necessary equipment. Phase I of the plan, an evaluation City parks, was completed last year. Phase If, which includes the review and analysis of the City buildings and fire stations is currently underway. The City Hall Parking Program was one of our more visible efforts to provide better customer service to the citizens of Rancho Cucamonga. Engineering developed and impleme.nted thie nrnararn tn irnnrc~ve City Hall parking availability by dis- 5 Engineering Highlights couraging County employees and visitors from parking in the City Hall parking lots.. ~ ~ The Engineering Division has been working closely with Caltrans and SANBAG to ensure that the best interests of the City are considered in all aspects of the Route 30 freeway design and construction process. To this~ end, the Engineer- ing staff has plan checku~i the freeway design plans for those segments that'go'through our City. In additio9, the City has continued to coordinate meetings of the Route 30 Task Force to address the concerns of those most directly effected by the freeway construction. Projects designed and/or constructed last year by the Engi- neering Division include the Lions East Community,Center; the Rancho Cucamonga Family Sports Center; Hermosa Av- enue Street Improvements; Utility Undergrounding; Arrow Route Improvements at Milliken; Central Park Frontage Land- scape and Walkway Project; Almond Street and Henry Street Drainage and Street lmp[ovements; Foothill Boulevard/!- 15 Interchange Improvements; and traffic signals at Church and Milliken, Hermosa and 19th, Milliken and 4th, and Victoria Park Lane and Milliken. Last July, City Public Works crews met with volunteers from local Mormon churches to beautify the frontage along the noah side of Base Line Road, from the control channel to Milliken. Between 700-900 volunteers participated in the project which placed trees, rock, and wood stakes along a newly paved asphalt concrete walkway. Last year Engineering commenced the E1 Nino Preparedness Program effort to prepare for the El Nino storms. Public Works crews began "winterizing" the City's infrastructure in preparation for the predicted heavy rainfalls. These prepara- [JUllb III[.,IUUgU ~,I~.U. IIIIi[ .~LUIIII ~.llJ. il13 O. ilU gA.,uI13 ~..111~.,~21.u gi ,, Preview' Program for NPDES comphance and reporting. Some of the major tasks in the area of Special Projects/Park Development include: the R,oute.30 ifian check, Master Drain- age Plan, ADA upgrades in parks, Lions West Renovations, Foothill Boulevard Improvement Study from'Vineyard to Haven, Zone I Flood Control and Hermosa Storm Drain, and the continuation of tho Metricaiion Program. Special projects/Park Development will also be working on the completion of the renovations to Lions West, the Skate Park project, the parking lot expansion at the Senior Center and the installation of athletic field lighting at Eftwanda Creek Park. Also, dependihg on how quickly homes sell in the Cornerpointe development, construction'may begin on a new park on the south side of 6th Street between Hellman and Archibald. Goals related to Traffi~z Management forthis year include up- dating the Transportation Fee Program; preparation of a new traffic control plan for events at the stadium complex; Route 30 plan check; and traffic signal design for Foothill Boule- vard at Ramona, Foothill Boulevard at Malachite, and Vine- yard Avenue at 9th Street. Some of the design projects in the area of Project Manage- ment include Haven Avenue Street Improvements from Base Line to Highland; Day Creek Boulevard improvements from Base Line to Highland; and widening at Archibald and 4th Street. Goals for the Public Works Section include expanded coop- eration and coordination of volunteer programs. This includes a seqond major project using the Mormon volunteers as well as additional Eagle Scout projects. The Public Works section will also be implementing the rec- 6 .Engineering Highlights schedule and placing concrete in selected parkways that tra- ditionally wash out in heavy storms. The preparations for El Nino have paid off as we have weathered recent wind and rain storms with relative ease. Preview playgrounds and parks for handicapped accessibility. Some of the Facilities included in the ADA retrofit plans for this year are Lions,' Hermosa, and Bear Gulch. · In the coming y,ear, the Public Works section, as part of the larger Engineering Business Plan, will be reviewing its man- agement and operations.' We will be developing a tracking program for the labor and materials for Public Works projects. Withsuch a system in place we believe we can better antici- pate project costs and set standards for output measurement. · The Public Works section will be consolidating budgetary accounts to enhance administration of the City's maintenance services. · For FY 1998/99, Public Works will be adding staff in re- sponse to the additional maintenance required by the con- struction of Golden Oak (Cornerpointe) Park. Exterior tract landscape maintenance will be picked up by the landscape maintenance district. Building and Safety During the past year, Building and Safety has seen a signifi- · cant increase in building activity with total val. uation exceed- ing $141 million. All economic indicators point to a contin- ued increase in construction activity. The Fire Prevention/New Construction Section has taken over the additional inspection and plan checking of family day care centers in single family homes. This is a State Fire Marshal. · occupancy which was previously checked by the.'Fire Safety Division of the Fire District. We will be filling key staff positions that will, along with expansion of our contract plan checking and inspection ser- vices, allow us to keep pace.with the increasing building ac- tivity. During the coming year, an additional Plans Exam- iner will be added to alleviate any backlog issues in plan check and provide relief in the inspection function. Building and Safety and the Fire District are in the process of finalizing an emergency response program that will take advantage of the expertise and resources of the two entities. 7 i hlights Hg Building and Safety Preview Significant changes ihat haw occurred in Code Enforcement this past year include the.addition of one Code Enforcement Officer and an increase in reliance on the City prosecutor's Office for resolution of the more complicated cases. Code Enforcement has just started weekend enforcement ac- tivities. Over the coming year our goal for weekend enforce- ment will be to encourage collaboration with residents and business owners to pro-actively address issues before they become problems. Redevelopment Agency To stimulate economic development aiong Foothill Boulevard, the Agency has developed a public/private partnership with Lewis Homes Management Corp., a local commercial center owner. This agreement calls for the development of a 34,000 sq.ft. community recreation facility in a declining retail cen- ter. The recreation facility generates approximately 91000 people on a weekly basis to the center. The goal is to revital- ize the center with increase exposure and activity, as well as provide a much needed recreation venue. In addition, th~ Agency continues to attract interest to Foothill Boulevard through the "Shop Rancho" campaign. Through freeway sign exposure, the City's commercial corridor is exposed to regional travelers interested in both retail as well as tourism opportuni- ties. To facilitate the development of commercial and residential properties in the eastern portion of the project area, the Agency, with the assistance of CALTRANS, completed off ramp im- provements at Foothill Boulevard and 1-15 Freeway. Other major infrastructure funded by the Agency. to stimulate eco- nomic development includes the design work for the Hermosa Storm Drain and the Foothill Boulevard Median Proje~. The first phase of these constraction p~,j,~,.t~, is ..,,.,~q, ....... gin next year. The Agency will continue to focus on economic develop- ment opportunities in the commercial, industrial and resi- dential sx:ctors. Business retention and attraction efforts are expected to gain a greater level of attention because of the competitiveness in the market for' existing and relocating firms. As part of this effort, the Agency will continue to work with major !and owners, such as General Dynamics, in attracting new industrial companies to our area. The Agency will also be using the:insights gained from its economic de- velopment strategy to market to companies whose needs fit our communities resources and strengths. From the retail vantage point, the Agency will continue to . build upon the Shop Rancho campaign through two new pro- grams. The first program involves the d~sign and installa- tion of banners along the City's major commercial corridor - Foothill Boulevard. The goal of the banner program is to increase the exposure for commercial retailers along the cor- ridor through the use of colorful banners, that will also act to instill civic pride, an increased level of commercial activity is also expected. The second program in the Shop Rancho campaign is the development of a retail directory that will be distributed to all Rancho Cucamonga households. For the convenience of residents, the directory will identify all of Redevelopment Agency Highlights ' During 1997, the Agency continued its aggressive marketing and business retention programs, and responded to numerous requests for business relocation and expafision assistance. To enhance its support of local businesses, the Redevelopment Agency and Chamber of Commerce joined in a cooperative effort to create a Small Business Assistance Center to provide counseling services for start-up and existing businessi~s in the City. This year, over 600 new businesses were established in Rancho Cucamonga. Acting as the City's affordable housing arm, the Redevelop- ment Agency has formed public private partnerships with lo- cal nonprofit agencies to provide quality, safe affordable hous- ing for City residents. As a result of these parmerships, over 900 families have been assisted with their housing needs, and another 158 affordable senior apartments are currently under Preview the commercial and retail opportunities in commercial cen- ters over 5 acres in size. The directory will also include a map ,showing the location of tho~e centers. The Agency will also be implementing two new affordable home ownership opportunities for first time home buyers. These programs include an expanded down payment assis- tance program as well as a mortgage bond program offering below market rate interost loans. construction. City Clerk The City Cierk's office has continued to improve our records management program and service through automation. Our electronic imaging system not only provides information to our customers that visit City Hall, but to our co-workers in a very expedient manner. The records pi-ogram continues to grow and assists all departments in order to run more effi- ciently. We recently enabled the Fire Safety Division and the City Yard staff with the ability to access records through [hc elec- tronic imaging system, even though they are at a remote fa- cility. 9 A special election to fill a vacancy on the City Council will be held June 2, 1998..The City Clerk's o, ffice will be assist- ing the candidates with election information and coordinat- ing the election through the San Bernardino County Regis- trar of voters. As the June 2, 1998 election concludes, the City Clerk's of- fice will once again be preparing information and following election law procedures for the City's General Municipal Election to be held on November 3, 1998. Two City Council seats and the Mayor's seat will have expiring terms and will be on the ballot. Highlights . . City Clerk's staff continued preparation of agendas and min- utes for the City Council, subcommittees, Route 30 Task Force, Central Park Task Force and the Community Founda- tion. In addition, the City Cierk's Office provided appropri- ate follow-up to all of these meetings through the p~epara- tion and recording of ordinances, resolutions, contracts and agreements. , As required by State law, the City Clerk's Office prepared all legal ads and notices and assisted with all appropriate filings of Campaign Statements and Statements of Economic Inter- est to the Fair Political Practices Commission. City Clerk' Preview,. In 1998, the City Cierk's Office will.be administering the conversion processof all micrographic images to electronic media for easier and faster access to City staff and the gen- eral public. City Manager Assisted with the work behind the PD-85 property owner rati- fication. Staff coordinated a financial audit of Marks Cablevision and prepared the City Council chambers for live broadcasts in 1998, in addition to revamping RCTV.3. During 1997, the City Manager's Office reviewed 429 park- ing citation appeals and conducted 1 ! parking citation hear- ings. In 1997, City Manager's staff worked closely with the Com- munity Foundation and the City Council Subcommittee on ways to restructure the Foundation. This work will be con-. eluded in early 1998. A continuing responsibility of the City Manager's staff iS.tO monitor state and federal legislation that affects our commu- ity '~"-:-- ~ ~n-~ ....,ro,.t.,.,~ ~cs pieces of specific !egis!a- In 1998 the City Manager's Of-fica will be conducting two separate new candidate's forums. One in April for the special election and one in September for the general election. These forums provide a general orientation to the city and its opera- tions to City Council and May6rai candidates. In 1998 there will be improvements and reengineering in the way that records for our over 400 volunteers are kept and tracked through the use of computer technologyi The City Manager's Office will be coordinating the compila- tion of a citywide policy manual. Centralizing and reviewing all city policies from all city departments this will improve consistency and application of city policies. The coming year will require the City Manager's Office to provide information and coordinate the City's response to a proposed initiative to re_~ai the Utility Users Fee. This will 10 Highlights tion from !and 'use and solid waste to cable tcic¥ision' and taxes that impacted on Rancho Cucamonga. Part of this ef- fort involved drafting letters of support or opposition, as well as written .testimony regarding proposed bills thatimpact our services. .. The City Manager's Office continued its representation of the City at regional and intergovernmental agency meetings and activities. 'Staff f~om the City Manag~:r's Office help represent the City's interests on nearly 20 boards and agen- cies. City Manager' Preview ~be part of our continuing coordination of ~fforts by all de- partments to provide quality services while meeting demands for a balanced budget and challenges to revenue sources. Community Services During fiscal year 1997/98, the Community Services Depart- ment focused its efforts on the development and opening of the Rancho Cucamonga Family Sports Center and the Lions East Community Center. The new 34,000 sq. ft. Family Sports Center is the City's first Sports Center prov)ding a sports syn- ergy through the use of three gymnasiums, five racquetball courts, a fitness room, teen center and youth play and study areas. It is anticipated that over 25,000 PeOPle will participate in programs at the Family Sports Center during the FY 1997/ 98 six month opening period. In addition, the Youth Services staff is developing, an Afterschool Teen Program based upon having received a $30,000 State Grant for this Program. The renovated Lions East Community Center will be the City's youth oriented center for playschool and youth services pro- grams, classes and activities. The Youth Services staff presented the popula~ Teen Job Fair, College Fair and Spring' Childr~,'s ~,-~, t. Staff will continue to fine tune:facility operations at the Fam- ily Sports Center, Libns East and Lions West Community Centers. The Department is proposing to continue the Afterschool Teen Program at the Family Sports Center, en- hance the youth programs at Lions East and promote com- munity recreation classes and rentals at Lions West. It is proposed that a new position of Recreation Supervisor for the Senior and Human Services Division be approved to suPervise the operations of the Senior Center. This will pro- vide the additional staff suppbrts required to meet the grow- ing needs of the City's senior citizens. In the coming year Community Services will work toward providing more stable support to assist with community-wide special events, park and .picnic reservations, equestrian cen- ter activities and fundraising. It is' also anticipated that the Department will be providing support for the Community Foundation's eff'~"t~ t,~ ,'~ise .fiands for parks and recreational nrc~ram.~ in the coming, vear. 11 : H,gh ights The Department has als0 continued to expand youth arid adult sports programs as well as senior and human serviceg pro-- grams. The Youth Basketball Program has grown from a 700 to 1,100 youth pariicipation level, and many lace wee, youth and adult sports programs are also growing with the avail- ability of the new Family Sports Center. Senior Center s~aff continue to expand programs with the: j0im efforts arthritic class, computer class, The Doctor is In work- shops and expanded trips and tours. Co mmunity Services Preview Library Recognized as the busiest library in the State in 1996, our Library continue. d to grow and stretch its bounds as the num- ber of books borrowed in 1997 reached an all time high of over 700,000 items. The collection grew to ! 20,000 volumes and stretched to serve almost 70,000 patrons.. Increased and newly installed shelving was immediately filled with the 9,000 volumes added in 1997. On any given day, over 50,000 items, nearly half the collection, are in the ,hands of borrowers, a statistic that allows the libtaD' to continue to grow in spite of limited shelving and lack of open space. The Library Telethon, "Kids Connect @ the Library" received national recognition and a John Cotton Dana award by the American Library Association for excellence in public rela- tions. The Library telcthon will be held again in 1998, show- casing the talents of our youngsters, 'raising money for spe- cial library projects and increasing the visibility of the library ........... : .. ~_ in ~ ,s,o ~ ;s, .... q',.~,,,h,,,, Web Page Ill LiiC; L;UIIIIIilAII!i.~. 111 7 The Library will be conducting a planning process to update the Library Master Plan. Library Board,Council and Foun- dation will be involved in the effort, piloting a clear direction ' for the library to govern expansion and plan for new library services in a growing community. Key to handling this growth is a building plan. The.State Legislature is presenting a bill for library construction in 1998 and the Rancho Cucamonga Public Library is positioning itself to' take maximum advan- tage of this window of opportunity, Now in it's fourth year of grant funding, the Adult Literacy Program is facing the reduction in grant support representing a cut of 25% of the operating budget. The goal of the pro- gram is to restructure to allow for greater grant solicitation by adding teen literacy, elementary school tutoring and fam- ily literacy as new components. Through a combination of grant funding, fund raising and Foundation and Friends sup- nc~r~ the. l .itcracy Pro~ram will move into the conce~)t of life- 12 Library Highlights appeared for the first time, a product'of the new technology center which was created through funds raised from this an- nual event. , Open in September 1997, the Technology Centerlfeatures six pentium computers complete with Interact access..Focusing on student assigmnents and business support, the'Tech Con. ter offers seven different programs for use in this fee based service. Trained staff are available to help Internet 'surfers from the very young to the experienced cyber traveler. More than 4,000 youngsters experienced the librao, through a special program this year, with themes ranging from the four preschool storytimes to the Grandparents with Books senior volunteer program. Chinese dragons, Black History folktales, a stagecoach with four horses - these are just a few of the dramatic programs made available to youngsters through the library this ye.ar to get them ~"hooked on books" at an early age. Preview long learning, seeking their clients from preschoolers to se- niors. The Technology Center was designed as a fee-based service. In 1998, Technology Center staff will be expanding their role in assisting businesses and individuals through training as- sistance, web page design and upkeep and other entrepre- neurial ventures. Staff will also be creating a marketing plan to promote the new services offered. The Library Foundation will be enpanding its role of fund raising by tackling additional fund raising special events and by expanding the planned giving program. Already planned is promotion of the library marketing credit card, production of the 1999 Telethon, a Fall dinner and continued staff edu- cation in the area of planned giving. Administrative Services This past year, the Administration Division of the Department, * successfully negotiated a first time 3-year labor contract with the City and Fire employees; instituted City-wide in-service trainings, and produced the City's annual financial statement. The Finance Division, won its 10th consecutive Government · Finance Officers' of America (GFOA) National Award of Ex- cellence in financial reporting; implemented a system of credit card payments by customers at City facilities; ahdestablished ....... ii Air,~,~t cl~r~n~it evat~rn far C~itv and Fire District em- nlnvee.~. Goals of the Administration Division for the coming year in- clude improving the City's beneft[ system; staffing budgeted positions; and conducting an actuarial of the risk manage- ment program. The Finance Division plans the acquisition of a fully inte- grated accounting system which will include accounts pay- able, payroll, fixed assets, budget, general ledger, cash re- ceipts, and accounts receivable; the implementation of a grants management system; and the implementation of additional off site revenue collection points. Administrative Services Highlights The Treasury Management Division, acquired a treamury on- line Market,Value Module to meet new government code re~ quiremerits which prices. all ~curities for the City and tho Redevelopment Agency investments; and presented the Clty's investment policy to the City Council for annual approval; solicited and awarded proposals for banking se;vices/cash management, custody services and authorized broker/deal- ers for investments. This last year, the Petsoraibi' Division, developed policies on sexual harassment, part-time employment, 457 emergency withdrawal and family and medical leave; processed 32 full time employees and 130 part time employees; and conducted 15 personnel examinatiofis. The Risk Management Division, prepared and distributed an RFP which provided a new Employee Assistance Program provider in order to improve program performance and ser- vices to City employees; implemented a substance abuse pro- gram; and successfully settled 69 liability claim matters. During fiscal year 1997/1998 the Purchasing DivisiSn, uni- fied all bid processing and successfully awarded, a public safety command unit bid and a replacement of City fleet ve- hicle bid. The Business License Division implemented the services of a collection agency to aid in the collection of overdue busi- ness license statements; expanded its services by the imple- mentation of a field inspection program; increased business license revenue by approximately 3%; revised the bingo li- cense ordinance; and hired one full time Business License Technician. Last year, the Geographic Information Systems Division co- ordinated the boundary maps and parcel ownership informa- Preview The Treasury Management Division plans the successful implementation of GASB 31 reporting requiccments for in- clusion into the finan~;ial statements; the implementation of a major upgrade to enhance.treasury management software; and the enhancement of m0nihly investment reports. The Personnel Division will work. on the completion of the installation and imp16mentatio~ of new IX) card system for City and Fire District personnel; the transfer of personnel records to a new human resources database; and the refine- ment of record keeping, such as, reporting information on employee separations and evaluation forms... The Risk Management division will be working on manage- ment of an actuarial study on loss control liability, workmans compensation and insurance; preparation of an annual liabil- ity report; and the preparatio.n and distribution of a Quar- terly Newsletter to all City and Fire District personnel. The Purchasing Division will be pursuing the use of pur- chasing cards to facilitate quicker purchases with increased' accountability; advertising bids in conjunction with the Internet and the City's home page; and updating vendor's listing to comply with NIGP standard codes and commodi- ties. The Business License Division has the goals of updating all inactive or expired business. license records and expanding the field survey to ensure the licensing of all commercial businesses located within the City. The Geographic Information Systems Division will be work- ing on the development of GIS applications for the lntemet and Intranet using Map Objects software; the development of an address layer that will be accessible on the Intranet along with the creation of a Fire Map Book; and the automa- tlr~n r~f th~ 171r~ Fli~trirt manninc~ at all C'itv fire ~talir~n~ 14 Administrative Services Highlights County and MetroScan coordinated the mailing of the ballots in the City's recent successful PD-85 election.. During fiscal year 1997/1998 the Managemerit Information Systems Division was successful in reducing the maintenfinc~ contract for 271 pC's. The annual cost for hardware mainte- nance was reduced by $30,000. This contract covers critical PC hardware and printers. Additionally, the Divisitm upgraded remote site operations with Integrated Services Digital Net- work (ISDN) technology and upgraded the Novell File Server. This has provided greater computing capacity and has im- proved response time for off site City offices on the wide area computer network. During this same time period the Division replaced 15 386mhz personal computers in the Li- brary. The Division was also instrumental in assisting the Library in setting up the new Technology Center that has pro- vided public access to the Internet at the Rancho Cucamonga Library. Furthermore, as of March 1998, the Division was fully staffed and all open positions have now been filled. This was an essential milestone in moving forward to resolve critical operational needs of the City staff. Preview The Management information Systems Division will be fo- cusing the implementation of a multi-year data processing master plan to achieve cost efficiencies and improve City- wide computer technology. Fast paced computer technol- ogy is forcing the City to address hardware and software upgrades to support current system operations. The two ar- eas that will continue to be addressed are personal computer workstations and network communication peripherals. Work will continue on completing the enhancement of PC work- stations by upgrading hardware and the operating system from Windows 3.1 to Windows 95 or Windows NT. This represents 196 PC's. The Division will redesign the net- work to provide a switched high-speed backbone and pro- vide a network monitoring system dedicated to monitoring and alerting staff of problems with network devices. 15 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT MEMORANDUM DATE: TO: FROM: SUBJECT: June 9, 1998 President and Members of the Board of Directors Jack Lam, AICP, City Manager L. Dennis Michael, Fire Chief~~~'~ FIRE DISTRICT GENERAL FUND PRELIMINARY BUDGET FY 1998/99 'The District recently received information from American Medical Response (AMR) regarding :revenue calculations for the FY 1998/99 adjustment per our Public/Private First Responder .Agreement. As a result, we have slightly revised our preliminary General Fund budget to reflect 'this new information. Please replace existing budget pages with the attached revisions. LDM:sh C c i Larry Temple, Administrative Services Director Tamara Layne, Finance Director Alex Ahumada, Administrative Services Officer Robert Corcoran, Deputy Chief Michelle Bancroft, Management Analyst II RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 BUDGET RIIMMARY C)F R!!!3~FTF!'3 RFVFN!IF AND FXP!=N!31TilRF.~ DESCRIPTION 1995/96 1996~97 1997~98 1998~99 ADOPTED ADOPTED ADOPTED MANAGER BUDGET BUDGET BUDGET RCMD Revenues General Fund Mello Roos 85-1 Mello Roos 88-1 6,982,870 7,208,110 7,325,640 7,582,730 2,036,000 2,092,800 2,601,120 2,686,370 272,000 236,900 343,000 319,970 II. Total Revenues Expenditures 9,290,870 9,537,810 10,269,760 10,589,070~ General Fund Mello Roos 85-1 Mello Roos 88-1 Total Expenditures 6,982,870 7,208,110~ 7,325,640 7,582,730 2,036,000 2,092,800 2,601,120 2,686,370 8,000 8,200 15,000 15,000 9,026,870 9,309,110 9,941,760 10,284,100 iv RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 BUDGET FSTIMATFn R!=V!=N!i!= - POF'ULATION ESTIMATES: Census 1990 = 104,887 ACCOUNT CODE DESCRIPTION GENERAL FUND (1) 01-4000 (;)1-4020 01-4025 01-4,030 CI1-4050 01-4070 01-4110 TAXES Property Tax - C/Y Secured Property Tax - C/Y Unsecured Property Tax - P/Y Sec & Unsec Unitary Tax Property Tax - Penalties & Interest Supplemental Property Taxes Homeowners' Exemption Agreement Total Taxes (2) FINES & FORFEITS 01-4090 Fines & Forfeitures 01-4200 Citations Total Fines & Forfeits (3) MISCELLANEOUS 01-41105 Rentalt~come 01-41100 Interest 01-4140 Sale of Fixed Assets 0'1-4150 Other Revenue Total Miscellaneous (4) CHARGES FOR SERVICES 0'1-4130 FSD Fees Total Charges for Services (5) OTHERS 01-4094 First Responder Agreement 011-4086 Reimbursement From RDA 01-4088 Transfer In From City 04-3011 Transfers In From Equip. Replacement Resrv. 01-5100 Reimbursement From City (Communications) ACTUAL ACTUAL FISCAL YEAR 1997/98 REVENUE REVENUE _.ADOPTED REVISED F/Y 1995/96 F/Y 19z:J6797-' 'BUDGET BUDGET 117,474 F/Y 1998/g9 MANAGER RCMD 4,452,341 4,696,751 4,499,640 4,743,720 4,802,070 319,896 215,215 282,282 217,370 220,040 269,658 229,557 314,000 231,860 234,710 340,976 323,260 334,498 326,500 330,520 84,001 46,621 79,000 16,790 17,000 60,439 79,108 65,620 79,900 80,880 140,204 144,605 140,000 146,060 147,860 5,667,515 5,705,117 5,715,040 5,762,200 5,833,080 1,559 142~ 2,000 1,000 1,000 1,614 2,090 2,500 1,000 1,000 3,173 2,232 4,500 2,000 2,000 30,000 30,600 "30,000 31,250 31,260 100,845 150,635 99,900 163,070 160,000 0 7,330 0 0 2,000 10,931 12,018 5,000 5,000 5,000 141,776 200,583 134,900 199,320 198,260 75,322 105,109 90,000 114,260 114,000 75,322 105,109 90,000 114,260 114,000 0 210,000 210,000 242,240 252,320 496,163 492,722 489,200 495,410 497,470 282,718 455,145 646,000 646,000 646,000 0 0 0 0 0 0 O, 36,000 36,000 39,600 Total Others 778,881 1,157,867 1,381,200 1,419,650 1,435,390 TOTAL GENERAL FUND 01' 6,666,667 7,170,908 7,325,640 7,497,430 7,582,730 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 BUDGET FRTIMATfI FXPFNnlT! IRFR COST CENTER 01-10 01-2.0 01-21 01-3,0 01-40 01-41 01-42 01-43 01-4,4 01-4:5 01-50 01-60 01-65 01-70 01-75 01-78 0'1-80 0'1-81 01-90 DESCRIPTION 1996/97 1997/98 1997/98 1998/99 ADOPTED ADOPTED_ESTIMATED DEPT. BUDGET BUDGET- EXPEND REQUEST GENERAL FUND 01 SUMMARY BY COST CENTER FIRE SAFETY COMMUNICATIONS VEHICLE & EQUIPMENT MAINTENANCE ADMINISTRATION OPERATIONS STATION 1 STATION 2 STATION 3 STATION 4 STATION 5 PERSONNEL DEVELOPMENT EMERGENCY MEDICAL SERVICE PARAMEDIC PROGRAM DISASTER PREPAREDNESS TECHNICAL RESCUE HAZARDOUS MATERIALS FINANCE SERVICES RDA REIMBURSABLE PROGRAMS COMMUNITY RELATIONS 1998/99 MANAGER: RCMD 522,010 460,630 476,520 520,500 400,51G~ 23,350 79,130 81,435 79,020 74,870 453,720 421,625 504,450 777,920 416,27~ 1,549,660 1,547,670 1,524,320 1,603,730 1,597,380 40,160 40,020 46,300 41,050 41,050 854,030 914,165 907,880 934,550 922,660 837,320 872,380 880,050 985,080 950,950 836,900 866,830 883,790 922,970 913,560 928,010 930,410 977,690 1,014,020 997,370 593,330 632,620 611,990 995,200 627,740 47,600 50,100 55,950 159,100 42,730 54,650 54,180 50,550 57,700 52,100= 210,000 210,000 219,440 272,320 252,320! 6,250 4,250 15,030 13,750 3,750 3,5001 4,000 5,200 15,950 13,950~ 13,510 13,560 16,930 80,470 61,000 152,510 138,640 135,330 128,770 124,730 77,550 76,730 82,120 80,890 80,890 4,050 8,700 7,430 8,900 8,900 GRAND TOTAL GENERAL FUND 01: 7,208,110 7,325,640 7,482,405 8,691,890 7,582,730 2 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 BUDGET FRTIMATF!3 FXP! N!31T! IRPR OBJECT NUMBER 01-5100 01-5220 ()1-5230 01-5975 01-5980 01-5980 01-5990 01-6101 01-6402 01-6406 01-6407 01-6510 0'1-6600 01-6650 0'I-6651 0'1-6653 01-6660 0'1-6670 011-6671 011-6700 01-6730 01-6732 01-6736 01-6800 01-6801 01-6802 01-6803 01-6821 01-6822 01-6826 01-6827 01-6828 01-6843 01-6844 C'; ~6850 0 ~ -6851 DESCRIPTION 1996/97 1997198 1997/98 1998199 ADOPTED ADOPTED ESTIMATED DEPT. BUDGET BUDGET EXPEND REQUEST GENERAL FUND 01 SUMMARY BY REGULAR SALARIES CONSTANT STAFFING/OVERTIME ON CALL SALARIES PART TIME SALARIES FRINGE BENEFITS FRINGE BENEFITS RETIRED MEDICARE TRAVEL, MEETINGS & TRAINING PUBLICATIONS & SUBSCRIPTIONS TUITION REIMBURSEMENT CERTIFICATION COSTS SAFETY GEAR & CLOTHING TELEPHONE KITCHEN REPLACEMENT ITEMS HOUSEHOLD EXP - BEDDING JANITORIAL SUPPLIES FIRE INCIDENT COSTS GENERAL OPERATING SUPPLIES DISASTER PREPARATION SUPPLIES MEMBERSHIPS & DUES OFFICE SUPPLIES & EQUIPMENT POSTAGE COMPUTER SOFTWARE & ACCESSORIES PLAN CHECK CONSULTING FEES PUBLIC EDUCATION MATERIALS INVESTIGATOR SUPPLIES & EQUIP PUBLIC RELATIONS MATERIALS COUNTY OF S.B. - PROP TAX ADMIN FEE CONTRACT SERVICES DEBT SERVICE INTEREST DEBT SERVICE PRINCIPAL REDUCTION LICENSES, PERMITS & FEES UNIT EQUIP ACCESSORIES REPAIR SPECIALIZED TOOLS & EQUIP SPEC TOOLS & EQUIP - SCBA EQUIPMENT SUPPLIES & REPAIRS 3,323,690 768,230 4,680 68,890 1,270,490 61,330 27,5OO 45,420 15,610 9,000 18,650 26,920 56,300 2,100 3,550 21,500 1,000 60,200 0 3,880 39,040 2,960 14,630 5,000 19,000 2,500 3,550 68,000 514,560 103,000 24,000 3,550 500 12,230 11,500 11,000 PAGE 1 OF 2 OBJECT NUMBER 3,410,340 831,775 4,680 49,580 · 1,257,540 61,5OO 32,445 50,960 18,310 9,000 20,670 28,810 54,690 2,100 3,550 21,220 1,170 51,800 0 3,880 37,080 3,160 8,370 2,000 21,000 3,000 4,500 70,000 ~47,99.0 98,140 25,130 4,280 1,400 16,650 11,510 11,010 3,560,910 913,050 5,070 59,990 1,079,030 59,880 31,720 61,795 15,900 8,900 6.540 40 110 44 500 I 820 -3 280 19 550 1 090 51,360 11,660 3,960 34,140 3,750 28,440 0 23,130 2,500 4,450 96,650 470,550 75,630 33,350 4,120 1,000 15,750 12,200 11,100 3,995,850 1,025,110 4,680 21,100 1,304,090 68,040 36,230 60,940 14,400 10,050 11,310 29,700 49,940 2,500 4,250 20,670 1,200 54,940 10,000 3,790 42,540 4,260 13,940 2,000 27,200 3 000 4 500 105 000 524.130 86 830 25 000 4 660 2 400 39 850 11 750 10 500 1998~99 MANAGER RCMD 3,701,120 950,990 4,68O 21,100 1,202,270 68,040 32,530 52,070 14,400 10,500 7,710 29,700 48,300 2,100 3,550 20,250 1,200 51,940 0 3,790 37,780 4,260 7,660 2,000 22,200 3,000 ' --4,500 105,000 512,100 86,830 25,000 4,360 2,000 21,850 11,750 10,500 6,623,960 6,779,240 6,796,875 7,636,350 7,087,030 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 BUDGET C)BJECT NUMBER 01-6860 01-6861 01-6864 01-6900 01-6901 01-6906 01-6910 01-6911 01-6920 01-6922 01-6923 01-6924 01-6960 01-8240 01-7043 01-7044 01-7045 01-7047 DESCRIPTION I=RTIMATF!3 FXP!=N!31TI IRFR 1996/97 1997/98 1997/98 ADOPTED ADO_PT_ED .___ESTIMATED BUDGET BUDGET EXPEND IJ GENERAL FUND 01 SUMMARY BY OBJECT NUMBER ELECTRICAL USAGE 68,390 NATURAL GAS USAGE 13,230 WATER & SEWER USAGE 20,170 OPERATIONS & MAINTENANCE 51,290 COMMUNICATION SUPPLIES & REPAIRS 10,350 FACILITIES EQUIPMENT & REPAIRS 5,200 GASOLINE FOR FLEET 13,000 DIESEL FUEL FOR FLEET 35,000 VEHICLE REPAIR 85,000 VEHICLE SUPPLIES & PARTS 50,600 MAJOR VEHICLE OVERHAULS 20,000 EMERG. RESPONSE EQUIP & REPAIR 5,000 GENERAL LIABILITY INSURANCE 88,420 EQUIPMENT RESERVE 11,000 CAPITAL OUTLAY - BUILDINGS & GROUNDS 34,640 CAPITAL OUTLAY - EQUIPMENT 23,360 CAPITAL~3UTLAY - VEHICLES 45,000 CAPITAL OUTLAY - COMPUTERS 4,500 61,610 60,640 13,400 12,790 1_8,190 18,880 63,750 87,340 10,950 9,290 6,000 6,000 13,000 12,430 43,000 44,600 85,000 95,000 53,000 50,640 20,000 10,000 3,800 7,600 80,750 49,330 11,000 11,000 33,000 46,790 23,300 28,400 0 85,000 6,650 49,800 1998/99 1998/99 DEPT. MANAGER REQUEST RCMD 63,68O 63,68O 13,440 13,440 19,840 19,840 86,360 66,990 13,600 9,600 6,000 6,000 13,000 13,000 43,000 43,000 83,500 85,000 r 53,000 53,000 20,000 15,000 8,750 8,750 70,440 --68,400 11,000 11,0001 55,550 0 63,900 19,000 417,000 0 13,480 0 GRAND TOTAL GENERAL FUND 01: 7,208,110 7,325,640 7,482,405 8,691,890 7,582,730 4 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 BUDGET ESTJMATF n FXPFNr~ITI OBJECT NUMBER 01-65 01-65-5100 01-65-5220 01-65-5980 01.65-5990 01.65-6407 01.65-6670 01-65-6730 01-65-6822 01-6...;.6844 0'1-65-6960 01-65-8240 DESCRIPTION 1996/97 1997/98 1997198 ADOPTED ADOPTED ESTIMATED BUDGET BUDGET EXPEND II SUMMARY BY DIVISION, BY OBJECT NUMBER PARAMEDICPROGRAM REGULAR SALARIES CONSTANT STAFFING/OVERTIME FRINGE BENEFITS MEDICARE CERTIFICATION COSTS GENERAL OPERATING SUPPLIES OFFICE SUPPLIES & EQUIPMENT CONTRACT SERVICES SPECIALIZED TOOLS & EQUIPMENT GENERAL LIABILITY INSURANCE EQUIPMENT RESERVE 1998/99 DEPT. REQUEST 1998/99 MANAGER RCMD 101,200 106,750 120,900 138,060 138,060 26,360 24,250 37,790 38,230 38,230 34,330 28,000 25,370 30,960 30,960 810 1,750 2,440 2,740 2,740 14.050 16,750 3,400 5,030 4,030 16,800 9,000 9,090 11,400 11,400 500 500 270 300 300 0" 6,300 3,500 14,200 12,200 0i 0 0 15,000 0 4,950! 5,700 5,680 5,400 3,400 11,0001 11,000 11,000 11,000 11,000 01-65 TOTAL 210,000i 210,000 219,440 272,320 252,320 93 PARAMEDIC PROGRAM 92 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT; FISCAL YEAR 1998199 ANNUAL BUDGET SUMMARY .:- DEPARTMENT: FIRE DISTRICT DIVISION: PARAMEDIC PROGRAM FUND: COST CENTER: 01 65 OBJECT # PERSONNEL 5100 Regular Salaries 5220 Constant Staffing/Overtime 5980 Fdnge Benefits 5990 Medicare APPROPRIatION DETAIL 1996/97 Fiscal Year 1997/98 Adopted Adopted Estimated Budget Budget 6/30/98 101,200 106,750 120,900 26,360 24,250 37,790 34,330 28,000 25,370 8t0 1,750 2,440 Fiscal Year 1998/99 Dept. Manager Request Rcmd 138,060 138,060 38,230 38,230 30,960 30,960 2,740 2,740 Personnel Total: 162,700, 160,750 186,500 209,990 209,990 OPERATIONS 6407 Certification Costs 6670 General Operating Supplies 6730 Office Supplies & Equipment 6822 Contract Services ~8,¢4 Specialized Tools & Equipment ,.~ 30 General Liability Insurance 8240 Equipment Reserve 14,050 16,800 500 0 0 4,950 11,000 16,750 3,400 ~.~'-5,030 4,030 9,000 9,090 11,400 11,400 500 270 300 300 6,300 3,500 14,200~ 12,200 0 0 15,000 0 5,700 5,680 5,400 3,400 11,000 11,000 11,000 11,000 Operations Total: 47,300 49,250 32,940 62,330 42,330 L__ Department Total: 210,000 210,000 219,440 272,320 252,320 94 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 PERSONNEL ALLOCATION DEPARTMENT: FIRE DISTRICT DIVISION: PARAMEDIC PROGRAM FUND: COST CENTER: 01 65 OBJECT # 5100 REGULAR SALARIES Paramedic Stipend (18 Employees) FY 97/98 Authorized Level 100% Dept. Request 100% Fiscal Year 1998/99 Mgr. Rcmds Auth. Funded 100% 100% Adopted Budget 5220 CONSTANT STAFFING/OVERTIME 95 RANCHO CUCAMONGA FIRE PROTECTION DISTRICT FISCAL YEAR 1998199 OPERATIONS AND MAINTENANCE DETAIL DEPARTMENT: FIRE DISTRICT DIVISION: PARAMEDIC PROGRAM FUND: 01 COST CENTER: 65 OBJECT # 6407 CERTIFICATION COSTS State License and County Accreditation Fees State Instructor Fees Instructor Training -Paramedic PALS Certification ACLS Certification APPROPRIATION DETAIL 1996/97 Fiscal Year 1997/98 Adopted Adopted Estimated Budget Budget 6/30/98 2,250 1,790 800 1,500 1,500 1,500 10,300 11,670 0 0 1,120 500 0 670 600 Fiscal Year 1998/99 Dept. Manager Request Rcmd 2,400 2,400 1,500 500 0 0 690 690 440 440 Subtotal: 14,050 16,750 3,400 5,030 4,030 6670 GENERAL OPERATING SUPPLIES Paramedic Supplies New Skills Training Equipment & Supplies Tamponiac Monitors 14,800 8,800 8,910 8,800 8,800 2,000 200 180 1,200 1,200 0 0 0 1,400 1,400 Subtotal: 16,800 9,000 9,090 11,400 11,400 6730 OFFICE SUPPLIES & EQUIPMENT Miscellaneous Forms 500 500 270 300 3O0 Subtotal: 500 500 270 6822 CONTRACT SERVICES Physio Control Agreement for Cardiac Equip. Servicing Medical Director 0~ 6,300 3,500 7,200 0 0 0 7,000 6844 SPECIALIZED TOOLS & EQUIPMENT Rebuilding of Life-Paks Subtotal: 0 6,300 3,500 14,200 0' 0 0 15,000 Subtotal: 0 0 0 15,000 6960 GENERAL LIABILITY INSURANCE 4,950 5,700 5,680 5,400 Subtotal: 4,950 5,700.: 5,680 5,400 8240 EQUIPMENT RESERVE Depreciation 11,000 11,000 11,000 11,000 11,000 Subtotal:~ 11,000 11,000 11,000 OPER & MAINT TOTAL: 47,300, 49,250 32,940 62,330 3OO 3OO 7,200 5,000 0 0 3,400 3,400 11,000 11,000 42,330 96 CAPITAL IMPROVEMENT PROGRAM HIGHLIGHTS BEAUTIFICATION · Haven Ave. - West side Church St. t, Base Line Rd. Provide parkway landscaping. (Design and construct) · Metrolink Corridor - Archibald Ave. to Haven Ave. and near Milliken Ave. Provide landscaping. (Design and construct) · Haven Avenue Median Retrofit DRAINAGE Foothill Blvd. and Hermosa Ave. - Deer Creek Channel to Church St. Install portion of Master Plan storm drain. (Design and construct) iFACILITIES Facilities Expansion & Renovation: a. RCSC (Senior Center) - (Design Only) b. Library - Expansion of West Corners ,, Lions East Center Renovations ,, Lions West Center Renovations PARKS ,, Tot Lot Modifications (Primarily ADA Compliance) - Renovation of existing tot lots at various parks to provide ADA accessibiliD' and equipment repair. (Design and construct) STREETS · 4th St. - Santa Anita Ave. to 2300' easterly. Rehabilitate existing failed pavement. (Construct) · 4th St. - Utica Ave. to Pittsburgh Ave. Rehabilitate existing failed pavement. (Design and construct) ,, Carnelian St. - Vivero St. to 1,000 ft. to the South. Realign the existing substandard cnrve and install necessary drainage facilities. (Design and construct) ,, Day Creek Blvd. - Base Line Rd. to Highland Ave. Construct major portion of west roadbed and portions of Highland Ave. to be realigned to conform to the Rte. 30 Freeway. (Design and construct) · Etiwanda from ATSF RR Xing to Arrow · Foothill Blvd./Hermosa Ave. intersection. Reconstruct intersection to ultimate alignment. · Foothill Blvd. - Vineyard Ave. to Haven Ave. Install landscaped median island. (Design and construct) Foothill Blvd. Median Island from Grove Avenue to Vineyard - Preliminary Design Only STREETS (continued) · Haven Ave. - Base Line Rd. to Highland Ave. Widen west roadbed including replacing existing channel with an underground storm drain and rehabilitate existing pavement. (Design. Construct, if federal funds are available) · Haven Ave. - Foothill Blvd. to Dear Creek Channel. Rehabilitate west roadbed existing pavement. (Construct) · Haven Ave. - Foothill Blvd. to Base Line Rd. Rehabilitate east roadbed existing pavement. (Construct) Local Street Rehabilitation- various locations. Rehabilitate local street pavement at various locations throughout the Cit).' in accordance with the Pavement Management Program. (Design and construct) Sapphire St. - Hillside Rd to south of Ahnond St. Rehabilitate existing pavement. (Design and construct) Sapphire St. - Moon Ct. to Hillside Rd. Rehabilitate existing pavement. (Design and construct) Summit .Ave. - East Ave. to east end of school property. Construct north side street improvements in conjunction with Etiwanda School District. (Design and construct) Tapia Via - Grove Ave. to Rancheria Dr. Construct missing sidewal 'ks. (Design and construct) 'TRAFFIC ,. Arrow Route & Baker Ave. Install traffic signal. (Design and construct) ,. Archibald Ave. & Church St. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and construct) · Archibald Ave. & Tryon St. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and Construct) Base Line Rd. & Beryl St. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and Construct) Base Line Rd. & Hermosa Ave. Convert existing signal to Protected/Permissive Left Turn Phases. (Design and Construct) Base Line Rd & 1-15 Freeway. Install traffic signal under cooperative agreement with Caltrans. (Finalize construction) Carnelian St & 19th St. Modi~~ existing traffic signal. (Design and construct) Carnelian St & Highland Ave. Install traffic signal. (Design and construct) Foothill Blvd. & Malachite Ave. Install traffic signal and related street improvements in conjunction with Caltrans. (Design and construct). Foothill Blvd. & Ramona Ave. Install traffic signal and related street improvements in conjunction with Caltrans. (Design and construct) Rochester Ave. & Victoria Park Lane. Install traffic signal. (Design and construct) Rochester Ave. & Vintage Dr. Install traffic signal. (Design and construct) z ~1111111 CITY OF RANCHO CUCAxMONGA MEMORANDUM DATE: June 18, 1998 TO: /,.//~J/~k Lam, AICP, City Manager FROT, N~/f~rad Bulter, City Planner :BY/ '"'.--/Lars{JBJECT: GENWEHeR~e~sL~n~ ~I;DP/~TP~ilo~Pi.~IMP~aAn~rDESCRiPTiON A General Plan is a statement by local citizens of what is in the best interest of their community, as well as a comprehensive strategy for managing future growth and change. The plan defines the type of community that is desired for the future and provides the means to obtain that future. It ,defines, in the form of text, maps, and illustrations, the desired organization of physical, economic, social features, and activities needed to maintain a functional, healthful, and desirable place in ,which to live and do business. Rancho Cucamonga's current General Plan was adopted in 1981. Now that it has now been nearly :20 years, and the resident population has more than doubled, a thorough update of the General Plan will ensure that Rancho Cucamonga is well positioned for the next 20 years. 'The proposed General Plan update would consist of several tasks, which are outlined as follows: 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 GENERAL PLAN PROGRAM INITIATION COMMUNITY ISSUES SUMMARY GENERAL PLAN ALTERNATIVES REPORT GENERAL PLAN PREPARATION ENVIRONMENTAL IMPACT REPORT FISCAL IMPACT REPORT GENERAL PLAN ADOPTION PROCESS PROGRAM ADMINISTRATION TOTAL: $10,000.00 $75,0O0.00 $40,000.00 $150 000.00 $140,000.00 $30,000.00 $25,000.00 $30,000.00 $500,000.00 For a further description of the tasks listed above please refer to the attached Exhibit "A," Summary Scope of Work. An update of this magnitude will require significant staff involvement and a large public participation process. Consultants will be required for technical studies and the retention of one contract planner will be necessary to coordinate the General Plan Update Program. GENERAL PLAN UPDATE ,JUNE 18, 1998 Page 2 A recent survey of cities which have completed updates indicates that the success of the update is directly proportional to staff participation. Intense citizen participation programs, similar to Diamond Bar, demonstrate that the increase in the level of community awareness in the planning process was worth the effort. Our research indicates the average cost is $500,000 for a complete General Plan update. The time required typically takes two years from the decision to hire a consultant. A comprehensive request for proposal is the key to success. A projected time line is presented as follows: Task Name Notice tO Proceed 1.0 G, eneral Plan Initiation 1 'I 'Workshop 1 2 Rewew Existing Documents 1 3 Base Map Prep, 2.0 Community. Issues Summary 2 1 Dala Sources 22 Initial Commumty. Prep 2 3 Issues Report Prep 3,0 Alternatives Report 3 1 Alternative Scenarios 3 2 Alternatives Workshop 4,0 General Plan Preparation 4 1 General Plan Profile 4 2 General Plan Prorite Workshop 4 3 General Plan Elements 44 Document Preparation 5.0 EIR 60 F~scal impact Report 6 1 Preparahon 6 2 Staff Review 6 3 RewsionslFinal Document 7.0 G;ENERAL PLAN ADOPTION 7 1 Public Hearings 7 2 Findings 73 Final General Plan RANCHO CUCAMONGA GENERAL PLAN UPDATE J A S O N D J F M A M J J A S O N D J F M A M J J U U E C 0 E A E A P A U U U E C O E A E A P A U L L G P T ¥ C N 8 R R N L G ~ T V C N B R R Y N L C C: Rick Gomez, Community Development Director Joe O'Neil, City Engineer EXHIBIT "A" SUMMARY SCOPE OF WORK 1.0 General Plan Program Initiation 1.1 Project Initiation Workshop An initial meeting will be held to accomplish the following: · · · · · · Overview of key reasons for General Plan update. Define key player roles and public participation. Identify contact agencies, organizations, and individuals. Refine scope of work and schedules. Establish product review procedures. Establish strategy for General Plan consistency with any ongoing development applications. Determine optimal scale and format for General Plan maps. 1.2 Review Existing Planning Documents 1.3 Base Map Preparation 2.0 Community Issues Summary 2.1 Data Resources A concise analysis of the current physical, natural, and economic environments of the City which include the following: Summary of present conditions. Analysis of key challenges and constraints to set stage for alternatives and policy formulation. Evaluation of important inter-relationships among various planning issues and trade-offs between solutions. 2.2 Initial Community Participation Activities Define the aspirations and concerns of residents and businesses for the future of their community through the following actions: Planning Commission and City Council Interviews. Community Workshop. Community Service Providers Workshop. .:.~.3 Community Issues Report Preparation The results of all the previous work will be compiled into a General Plan Issues Report. 3.0 Alternatives Report 3.1 Alternative Management and Land Use Scenarios 3.2 Alternatives Presentation Workshops · Community Workshop to review and comment on Community Issues and General Plan Alternatives Reports. · Joint workshop of Planning Commission and City Council to solicit comments on these reports and select a preferred alternative. ,4.0 General Plan Preparation ,4.1 Vision Statement, General Plan Profile, and Land Use Map ,4.2 General Plan Profile Presentation Workshops · Community Workshop to review and comment on the General Plan Profile. · Joint workshop of Planning Commission and City Council to solicit comments on these reports. ,4.3 General Plan Document 4.3.1 Land Use and Development · Land Use · Circulation · Housing · Public Facilities · Community Design 4.3.2 Environmental Resources · Land Resources · Water Resources · Plant and Animal Resources · Open Space · Energy · Implementation 4.3.3 Public Health and Safety · Geological Hazards · Seismicity · Flood Hazards · Fire Hazards · Noise · Air Quality · Crime Prevention · Emergency Services · Miscellaneous Hazards (Wind, Eucalyptus Windrows, etc.) 4.3.4 Implementation · Measures · Consistency Between General Plan and Implementation Actions. · Funding Sources 5.0 Environmental Impact Report 5.1 Initial Study and Notice of Preparation 5.2 Screen check EIR 5.3 Draft EIR' 5.4 Response to Comments 5,5 Final EIR 5.6 Mitigation Monitoring Program 6.0 Fiscal Impact Report · Major Sources of Municipal Revenues · Major Allocations of Municipal Expenditures 7.0 General Plan Adoption Process 7.1 Public Hearings- Four Public Hearings before the Planning Commission and City Council. 7.2 Findings for General Plan Adoption and EIR Certification 7.3 Final General Plan 8.0 Program Administration 8.1 City Staff Meetings - Conducted at least once a month 8.2 Progress Reports - Submitted monthly 8.3 Intergovernmental Coordination BUDGET WORKSHOP 1. FY 1998-99 Capital Improvements Program 2. General Plan Revision