HomeMy WebLinkAbout2004/06/03 - Agenda Packet - Spec Study (Budget) AGENDA
RANCHO CUCAMONGA
CITY COUNCIL
REDEVELOPMENT AGENCY
FIRE PROTECTION DISTRICT
SPECIAL STUDY SESSION
Thursday, June 3, 2004 + 6:00 p.m.
Rancho Cucamonga City Hall + Council Chambers
10500 Civic Center Drive + Rancho Cucamonga, CA 91730-3801
A. CAI,L TO ORDER
1. Pledge of Allegiance
2. Roll Call:
Alexander__, Gutierrez , Howdyshell , Kurth , Williams__
B. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the City Council,
Redevelopment Agency and Fire Protection District. State law prohibits the Council,
Agency and District from addressing any issue not previously included on the agenda.
The Council, Agency and District may receive testimony and set the matter for a
subsequent meeting. Comments are to be limited to five minutes per individual.
C. ITEM(S) OF BUSINESS
1. DISCUSSION OF PROPOSED BUDGETS FOR FISCAL YEAR 2004/2005
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 1,2004, per Government Code
54954.2 at '10500 Civic Center Drive, Rancho Cucamonga, California.
RANCHO
CU~CAMONGA
~ALIFORNIA
Proposed
City Budget Summary
Fiscal Year 2004~05
Table of Contents
City Manageffs Budget Message ..............................
Charts and Graphs ............................................. 24
Overview of Departmental Operating Budgets:
Gov~lTl~llTC¢:
City Council ............................................ 26
City Manager .......................................... 27
City Clerk ............................................... 28
City Treasurer .......................................... 29
Public Safe~'
Police Department .................................... $0
Fire District ............................................. $
Departments:
Administrative Services ............................... 52
Planning ................................................ 55
Engineering and Public Works ...................... ~4
Building and Safety .................................... 55
Community Services ..................................
Library ................................................... 57
Redevelopment Agency ............................... 58
Capital Improvement Program ......................
t
-'Memorandum
Ctty Manager's Office
To: Mayor and Members of thio ~'ity Council
From: Jack Lam, City Manager _~.~~.
Date: May 17, 2004 ~ -
Subject: RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND
PROGRAMS OF SERVICES
The Recommended Fiscal Year (FY) 2004~05 Budget and Program of Services being
presented for your consideration reflects the exciting opportunities as well as the
challenges facing the City of Rancho Cucamonga during the upcoming budget year. In
so many ways, this is an exciting time for the community as we begin realizing a
number of important long-range goals and opportunities for which we have planned and
worked over many years. These include the imminent opening of the Victoria Gardens
Shopping Center, completion of Phase One of Central Park (Community Center and
Senior Center), construction of the Cultural Center and completion of many other capital
projects, such as the new Etiwanda Fire Station #176. These are the types of facilities
and projects that make Rancho Cucamonga a special place to live and do business.
Along with these exciting opportunities come the continued fiscal challenges that local
governments throughout the State are facing. Among the normal challenges of
additional costs of new facilities and increased service demands of a growing
community, budgets are hugely impacted by large increases in fixed operating costs
and continued State takeaways of local revenue. The confluence of all these factors
creates a challenging budget environment for the City. In order to deal with these
challenging times and return to fiscal "normalcy", the development and implementation
of a recovery strategy has been necessary, so that the City does not face a deficit
position for many years to come. The recommended FY 2004/05 Budget continues to
put this plan in place and builds on the actions that the Council has taken over the last
twelve months as State takeaways and increases in fixed operating costs outpace the
City's revenue growth.
The City Council has held, and will continue to hold, a number of study sessions to
review the proposed FY 2004/05 City Budget, as well as to discuss policy issues related
to the City's current and future fiscal health. This is all being done in an environment in
which the State continues to take away local government revenues and change existing
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sources of funding to local government, i.e. sales tax, property tax, Vehicle License
Fees (VLF), etc. As this is written, there are a number of proposals being presented at
the State level that would have additional significant negative impact on the City's
sources of revenue. The continued twists and turns of the State's deficit saga create a
frustrating, unpredictable backdrop for local budgeting.
BACKGROUND - WHERE WE HAVE BEEN
To fully understand the budget situation today, it is important to review the City actions
over the last year and to discuss the factors that affect our FY 2004/05 Budget. The
following paragraphs briefly review these factors.
Many of the factors that are influencing the FY 2004/05 Budget also affected the FY
2003/04 Budget. Last year's budget faced an effective decrease of 3% in funds
available for services over the prior year. This was due to an increase of over $2 million
in fixed costs due to dramatic increases in workers' compensation, medical insurance,
liability insurance, PERS retirement rates, and increased San Bernardino County Sheriff
labor contract costs. In response, the City decreased operating budgets and enacted a
selective hiring freeze in order to gain personnel savings.
The late summer approval of the State 2003/04 budget brought additional cuts to local
governments. These included a $1.873 million revenue reduction to the City due to a
loss of three months of Vehicle License Fees referred to as the" VLF backfill gap", 25%
shift of sales tax due to the State's 'q'riple Flip", a reduction in State Library funds, and
loss of Citizens Options for Public Safety Grant funding. Our Redevelopment Agency
also experienced a $2.02 million "taking" of funds by the State.
In response, the City Council took further action in September 2003 to preserve basic
services while addressing the loss of revenue. These actions included further
personnel cuts and adjustments, continuing our attrition management program,
suspending the equipment depreciation payments, cutting contract services, additional
general operations cuts, funding shifts, and using Redevelopment funds to pay for
contract assistance to the Agency. The Council also authorized the use of a portion of
the City reserves in the amount of $549,895, to avoid further Library hour cuts that
already were implemented with the June 2003 budget adoption and to carry the City
through the remainder of the fiscal year. All this resulted in an effective 6% decrease in
revenues available for services.
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More money was lost to the State in December 2003, when Governor Schwarzenegger
announced that the three-month loss of VLF funds ("backfill gap") would be sustained.
An additional $787,000 was taken from the City's coffers due to an underestimation by
the State of the VLF backfill gap. The successful passage of the March 2004 Bond
Initiatives (Propositions 57 and 58) allowed the State to refinance its debt but did not
produce a balanced State Budget for the current year or for 2004/05. There still remains
a $14 billion State budget deficit for 2004/05 that will inevitably impact local government
funding further. One positive aspect of Proposition 57 was that only ¼ cent (25%) of
our sales tax growth would be shifted to help repay the State deficit bonds as compared
to the previous proposal of ¼ cent (50%). Still, this shifting of sales tax revenue
frustrates local economic development efforts.
As we have prepared the City's FY 2004/05 Budget, the State's ongoing budget crisis
continues to have a direct impact on City revenues. The Governor, in his proposed
State 2004/05 budget, proposed a $1.3 billion takeaway of local' revenue, which would
result in additional permanent losses to the City. These include a proposed additional
$237,359 in property tax loss, Library Fund property tax losses of $119,572, an
elimination of the police booking fee reimbursement of $382,400, loss of $300,000 to
the City's street rehabilitation program, and implementation of the 'q'riple Flip" shifting of
our sales tax revenues. Redevelopment has not been exempt from the cuts, with a
proposed additional $2 million ERAF shift of property tax increment for the upcoming
year. Released late last week, the Governor's "May Revise" Budget includes a $ 1.3
billion reduction in money to local government (as part of the League and Governor's
agreement), continued losses to local libraries, continued elimination of booking fees
reimbursements, and the use of previously received State COPS funds to pay for
mandated claims for Police Officers' Procedural Bill of Rights. In the area of
transportation, the Governor is now recommending some funding be restored or paid
back in the future.
In addition to the Governor's proposed cuts to local government, there are also a variety
of current legislative proposals that would make even more additional cuts to local
government and negatively reconfigure our traditional sources of funding, e.g. sales tax,
property tax, and vehicle license fees. The League of California Cities believes that it
will be successful in qualifying the "Local Taxpayers' and Public Safety Protection Act"
Initiative for the November 2004 Ballot. This initiative would not allow future
"takeaways" of key local government revenues by the State, unless approved by the
California voters. The League is working with the Governor's Office, which has
expressed its interest in taking additional local government revenues for the upcoming
two years in exchange for the Governor's support of the League's initiative or a variation
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of the League's Initiative. Developing a balanced local budget is usually difficult enough
without having to contend with this and other maneuvers by the State.
HOW WE WILL END THE FY 2003/04 GENERAL FUND BUDGET
We will end the FY 2003/04 Budget year, with estimated revenues of $45,507,395. This
includes the Council authorized use of $549,895 in reserves in September 2003, the
additional loss of $787,000 in VLF due to the State's underestimation of the VLF backfill
gap, and some increase in sales tax. This compares with General Fund estimated
expenditures of $45,007,830 that include remaining carryover purchase orders,
expenditure management, and emergency expenditures related to the "Grand Prix" Fire
and recovery efforts. Staff indicated in September 2003 when reserves were authorized
for FY 2003/04 that it was hoped additional unanticipated sales tax.growth would help
offset its use. Currently, it is estimated to be close, as projected revenues net of
projected expenditures will require the use of $50,330 in reserves rather than the
$549,895 previously authorized by Council last September.
LOOKING AHEAD --- THE FY 2004/05 BUDGET
The City's overall budget contains a number of individual budgets. EXHIBIT A, titled,
Overview of FY 2004/05 Budget, provides a summary of each of the special fund
budgets and their primary sources of revenues and expenditures.
Genera/Fund Revenues
Looking forward to FY 2004/05, we estimate that we will receive $47,485,280 in General
Fund revenues, an increase of $2,671,830 from FY 2003/04. The most significant
increase factor is sales tax revenue. Key assumptions include:
· Loss in property tax due to the Governor's Statewide ERAF shift as well as other
stated revenue losses.
· Increase in sales and use tax due to the partial year opening of the Victoria
Gardens Shopping Center, population growth, and other new retail. The amount
of sales tax anticipated is tempered by the State's "Triple Flip", which takes a ¼
percent (25%) of our sales tax and defers payment of sales tax to future years.
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· Vehicle License Fees (VLF) that will grow at the same rate as projected
population increases, but are adjusted downward with the assumed continuation
of realignment percentages by the State.
· Growth in Franchise Fees due to a projected population increase, while allowing
for decreased natural gas usage by the Reliant Energy Plant which has shut
down much of its generating capacity.
General Fund Expenditures
Comparatively, our proposed General Fund Expenditure Plan for the upcoming year is
$47,485,280. This represents a $2,671,830 increase in our General Fund over FY
2003/04. This increase is due to various fixed and operating cost increases discussed
in more detail below.
Balancing the Overall FY 2004/05 Operating Budget
In addition to reviewing the status of the General Fund, from both an expenditure and
revenue perspective, it is also important to discuss the interrelationship that has
developed among our General Fund and the Library and Fire District Funds. Although
the Library and Fire District Funds have separate budgets, both the Library and Fire
District Funds have come to rely on support from the City's General Fund. Therefore, in
order to view the full impact of any projected deficit for FY 2004/05, and determine a
comprehensive solution, it is necessary to combine the City General Fund, the Library
Fund and the Fire District Funds for analysis.
The overall combined increase in operating revenues for the City's General Fund, the
Library Fund, and Fire District Funds is estimated to be $3,928,580. This increase is
primarily due to growth in sales tax, property tax, and franchise fees and is offset by
projected ERAF takeaways from the State as discussed under the General Fund
Revenues section.
Conversely, the overall combined increase in expenditures from the FY 2003/04 Budget
can be accounted for in a variety of increases in fixed and operating costs that total
$7,798,320 for a combination of the Library, General and Fire~Fund. Of this total,
$5,610,040 is accounted for in fixed cost increases. Paying for these fixed and
operational cost increases have necessitated significant cuts in various programs and
services -- since there are not sufficient funds to pay for both these increased costs, as
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well as maintain existing departmental budgets. This is especially true after factoring in
State revenue take away announced for FY 2004~05. The deficit gap of $3,869,740 had
to be closed. The proposed cuts in departmental programs and services are outlined in
the individual departments' summaries that are included later in this Budget Message.
It is important to review the major increases in fixed and operating costs with which we
are dealing, and to understand how they affect this and future years' budgets. The
following notes the most significant of the cost increases for the City's General Fund,
the Library Fund, and the Fire District Fund:
· Retirement costs (PERS) $1,988,250
The California Public Employees Retirement System (PERS), like other private
and public pension funds, lost significant assets dudng the downturn in the stock
market. Furthermore, additional program enhancement costs have added to
these costs. As a result of these factors, CalPERS has increased its rates to
member agencies beginning with the 2003/04 fiscal year, and for at least the next
two years. For FY 2004/05, these rate increases translate into the following
costs increases: $778,920 for City Miscellaneous employees (including the
Library), $1,!54,450 for Fire Safety employees, and $54,880 for Fire
Miscellaneous employees. (Cost increases for special fund employees total
$418,930).
· Police Contract (second year of three year contract) $1,769,540
FY 2004/05 will be the second of a three year San Bernardino County Sheriffs
labor contract that will mean a $1,769,540 increase to police contract costs for
both safety and miscellaneous employees. Looking ahead, the third year
contract costs for FY 2005/06 are projected to be well over $2 million. The
County, like all other jurisdictions, is faced with the same types of fixed cost
increases.
· Supplemental fundin.q for staffinq of Fire Station #176 $507,030
In FY 2003/04, the Fire District hired staff for Station #176, funded through CFD
88-1. The annual cost for this staffing and station operations is $1,411,190. The
initial hiring of this staffing will use up the remaining reserves of CFD 88-1 by the
end of the 2003/04 fiscal year. Because CFD 88-1 has insufficient funds to
support the total annual staffing costs for this station, supplemental funding will
be necessary for FY 2004/05. PERS cost increases related to Station #176
amount to $114,380 and are included in the retirement costs (PERS) bullet point
above. Medical insurance premiums and workers compensation cost increases
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for this station total $83,300 and ara incorporated into the respective bullet point
below.
· Increased medical insurance pramiums/worker's compensation costs $978,900
Medical insurance pramiums continue to incraase dramatically each year and are
part of the national trand. Workers' compensation costs for public agencies in
California also continue to escalate similar to those in the private sector.
Although the City continues to aggressively work to limit costs to the greatest
degree possible, we anticipate that the incraase in the upcoming year will
continue into the FY 2005/06 Budget year.
· Staffinq and operation of Victoria Gardens Public Safety Substation $1,000,000
Just as new Fire staffing has been necessary for the opening of Station #176 in
Etiwanda, Police staffing will also be required for the opening of and operation of
the Public Safety Substation at the Victoria Gardens Shopping Center beginning
in October 2004. This raprasents the minimum staffing and operations
necessary to provide support on a seven-day a week 24-hour operation. The
$1,000,000 will be for a partial year. Beginning in FY 2005/06, it will be
necessary to fund the full twelve months of costs.
· Cultural Center start-up marketing costs $105,000
This minimum funding is necessary to begin start-up marketing costs for the
Cultural Center, which' is slated to open in FY 2005/06. The Redevelopment
Agency provided an additional $45,000 to cover marketing costs during FY
2003/04.
· Central Park operatinq costs (partial year) $1,013,280
Phase One of Central Park, which includes a community center and new senior
center, is slated to open in November 2004, part way into FY 2004/05. This
amount represents approximately 60% funding for the start up year. Included in
this amount is a full year's funding for personnel in the amount of $828,270,
which includes salaries and fringe benefits. Twelve months of operation will
begin in FY 2005/06.
· Other increases include higher property insurance costs, fee increases in
booking suspects, increased legal costs and normal labor increases within salary
ranges.
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Closing the Deficit Gap
Various proposals were made to close the projected budget gap of $3,869,740.
Generally, these can be described as: $1,837,210 in departmental program cuts,
$1,350,210 in eligible funding shifts, and $682,320, which is accounted for in attrition
management. Attrition management includes not only position vacancies but
restructuring of others to result in a restructuring of certain services. This recommended
Budget also implements policy direction given by the City Council at their March 2004
budget study session. These include a continued suspension of the annual vehicle and
computer equipment depreciation, exploring the viability of transferring funds from the
Redevelopment Fire Fund to the Operations Fund for the Fire District, and continuing to
examine other ways to contain costs in the medical insurance and workers'
compensation areas.
Due to the magnitude of the budget gap, no department or program escaped the budget
scalpel, although public safety services were limited to only an approximate 3% cut
using their FY 2003/04 budget as a baseline. Other departments assumed cuts of up to
10.41%. Public safety budgets represent the largest budgetary expenses. All proposed
cuts were designed around protecting basic public safety services while suspending
services deemed more "value added" until such time as full fiscal recovery can be
attained. Budget cuts had to be made to not only fill the FY 2004/05 gap, but to ensure
that deficits do not compound in future years. An eye had to be on future budget years
to ensure fiscal recovery at the earliest opportunity (two year goal) without devastating
service programs. The result of cost cutting for FY 2004/05 is a cumulative 10.25% cut
in service expenditures for the City's General Fund when combined with the FY 2003/04
Adopted Budget cuts of 3.01%.
BUDGET HIGHLIGHTS
Public Safety
Police: As with all other departments, the Police Department is faced with large fixed
operating cost increases, State revenue cuts, and the challenge of increased needs of
our growing community. To alleviate anticipated revenue shortfalls, services have had
to be prioritized and adjusted. After much consideration, it is proposed that, although all
positions at the Police Department are important, staffing adjustments should only be
made to those positions whose temporary elimination would cause the least impact on
the Department as a whole. Of the six positions affected, none are patrol or
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investigative positions. Administrative and value-added services will be temporarily
suspended in favor of basic service needs during these fiscal challenges. Some staffing
changes have begun in FY 2003/04 and will continue in the upcoming fiscal year.
These positions are a lieutenant, a crime analyst, two forensic technicians, a sheriff
service specialist, and one remaining DARE Officer. Budget cuts total $565,420. The
Police Department will continue to provide the highest quality of law enforcement and
customer service, regardless of budgetary circumstances.
In addition to the Department's budget, funding from Federal and State grants is still in
effect and is key to enabling the department to purchase needed equipment and fund
street level officer positions. The Department will continue its aggressive pursuit of new
grants to supplement the City's growing service needs. The opening of the Victoria
Gardens Substation in October 2004 will require the planned assignment of a
contingent of officers to the Substation. Partial year funding is incorporated into the
proposed budget and will transition to a seven-day operation.
The Department will continue the City's commitment to a Community Oriented Policing
philosophy and work with all members of our community to enhance the quality of life in
Rancho Cucamonga.
Fire District: During the upcoming year, the fiscal priority for the District will be cost
containment. Large fixed operating cost increases and the need to begin funding the
full year operational costs for newly built Fire Station #176 ($1,411,590) will be major
challenges. Towards the goal of cost containment and to save additional personnel
costs, a number of departmental positions will either remain unfunded, be reclassified,
or only funded for a partial year. The Emergency Preparedness Coordinator and Office
Specialist I positions are not funded, the Communications Technician is funded 50%
and the Administrative Resoumes Manager position, which was not filled during FY
2003/04, is proposed for reclassification to a Management Analyst II. In addition to
these position changes for FY 2004/05, the Administrative Services Officer position is
also defunded. These efforts will allow the District to provide core service levels, while.
implementing cost cutting measures.
In FY 2004/05, the District's budget will be increased by $2,141,780. The District's
revenues are not sufficient to cover the expenditures of the department. Therefore,
augmentation from other sources of revenue is necessary as well as expenditure
reductions. For the upcoming year, $535,640 in City General Fund and $700,000 from
the Redevelopment Agency Fire Fund will be transferred to the District, in conjunction
with $553,290 in expenditure reductions in order to meet the financial constraints of the
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operating budget. Essential safety services at each Fire Station will be maintained in
order to meet the emergency response service demands. Other value added services
will be performed as personnel and resources are available.
During the year, the Department will focus on the completion of Fire Station #173 (Day
Creek) which replaces a 30-year-old temporary facility. Station #~73 is
approximately 11,787 square feet and will house a paramedic engine and Hazardous
Materials Response Program. This permanent station has been planned for years and
the recent Redevelopment Agency Bond issue completes the Agency's funding for this
project.
Redevelopment capital dollars will also fund a number of other capital projects,
including the necessary replacement of two paramedic-equipped fire engines and the
Battalion Chief vehicle, all of which are exceeding their useful mileage/life span for first
line apparatus. Redevelopment money and $115,000 from Department of Homeland
Security Terrorism Grant funds will be used to replace the Hazardous Materials
Response Vehicle, which is currently a "down streamed" vehicle from Public Works.
The Department will also complete the initial phase of a planned three to five year
transition from Mobile Data Access Terminals (MDT) to Mobile Data Computers (MDC)
for improved information and data in emergency response vehicles.
Environmental rules also require the remaining fuel tanks at fire stations to be retrofitted
to gain current compliance requirements next fiscal year. A total of $325,000 in capital
reserves will be used to fulfill this one-time task. Above ground tanks will replace the
current below ground ones, making it more cost effective in meeting future
environmental regulations.
Community Development
Planning: Commercial, industrial, and housing growth has been steady and is
expected to continue. Planning will continue to ensure the quality of design, adherence
to development standards, and compliance with the General Plan and Development
Code. Development processing will also continue to be a busy activity. The attrition of
staff has affected customer service levels.. However, Planning staff will continue to
explore ways of doing more with'less, including exploring changes to the review ,
process. Planning has lost four full time and four contract employees through attrition.
Two of the four full time positions that have become vacant this year will be defunded in
FY 2004/05.
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Planning's most significant project will be to complete the processing of the Victoria
Gardens Shopping Center and its environs. Phases I and II of the Pacific Electric Trail
Master Plan should also begin construction, funded by Federal and State grant funds.
The Code Consistency Program will continue to update City Codes to bring them into
alignment with the General Plan. This work will include a zoning consistency program.
Other ongoing projects will include the 1-15 Freeway Corridor Landscape Master Plan
and the Sphere-of-Influence activity. Planning is currently working with the County and
property owners on several proposed annexations totaling over 800 acres. Discussions
between the County and the City are also being held regarding the potential annexation
of the eastern sphere area.
In conjunction with Building and Safety, Planning is completing a comprehensive
planning, plan check, and permit fee study. The department will update its fee structure
that has not been revised since 1991. Any revenue enhancements from these
modifications will help to alleviate the disparity between workload and staffing. The
departments are planning to present their fee study recommendations to the Council for
their consideration in June or July 2004.
Building and Safety:. Building and Safety will continue to perform construction
advisory, building, grading and fire plan checks, permitting, code enforcement, building
and fire inspection services. Building and Safety also partners with other City
departments in abating graffiti, promoting neighborhood improvement programs,
handling public nuisance violations, and managing some of the City's structural and
building improvement projects.
FY 2003/04 will show an all time high construction valuation above $350 million dollars.
The Department anticipates another busy year for FY 2004/05.
The Department continues to develop an effective public service program within the
boundary of a very tight budget for this coming year. The restructuring of grading plan
check services from Engineering to Building and Safety for closer coordination with
building inspection services in FY 2003/04 will provide a reduction of expenditures in the
amount of $50,000 for FY 2004/05. Contract staffing is also adjusted as fee revenues
fluctuate.
Belt tightening by restructuring a Senior Building inspector to a Building Inspector
position will continue to provide additional savings for FY 2004/05. The delay in
expanding the permit technology to include an Integrated Voice Response (IVR)
System, due to budget reductions in FY 2004/05, will be re-evaluated in the future for its
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implementation so that customer service can be elevated to a higher level and in-house
staff efficiency will be enhanced.
During FY 2004/05, the Building Inspection Supervisor position will be de-funded
temporarily. This action will provide a potential savings of approximating $69,130. In
addition, during the second half of FY 2004/05, some of the major projects such as
Victoria Gardens Shopping Center, Central Park, Fire Station #173, etc., will be near
completion. The department proposes to reduce $249,200 in contract services for
building, fire inspections and building plan checks relating to these projects. As a result,
1.5 positions of contract building inspection will be reduced and a contract fire plan
checker will be reduced from 40 hours per week to 20 hours per week. Private
construction projects remain strong. Although there may be some temporary
inconveniences with other staffing adjustments, the basic service levels will continue.
As previously mentioned, Building and Safety and Planning will be completing a
comprehensive fee study, and will be presenting fee recommendations to the City
Council in June or July 2004.
Engineering: Development projects processed through the Engineering Division
remained high again this year, with next year's activity projected to increase slightly.
Engineering staff continues to work closely with our community, SANBAG and Caltrans
to minimize the impacts upon our community associated with the recent completion of
Route 30/210. Several emergency purchases and projects were included in the
amended budget this year as a response to the "Grand Prix" fires of Fall 2003, and as
proactive, flood mitigation measures to address the increased potential for flooding
resulting from the aftermath of the fires. Due to fiscal constraints, certain activities have
been restructured to reduce staffing levels. As part of attrition management, the
department disbanded the Construction Management Section, previously headed by a
Public Works Engineer position that was "attrited" out. The Project Management and
Development Management Sections absorbed all remaining inspection personnel. The
work level remains high and all employees have had to take on a much larger workload
to ensure continuation of basic services. Staffing has been cut for FY 2004/05, with two
positions being defunded and another two positions being restructured.
The evolution of the City's municipal electric utility has involved the design and
construction of an electrical substation/interconnection facility and an underground
electrical distribution system. The municipal utility will assume full operational status in
FY 2004/05 and begin providing permanent electric power to the major
commercial/industrial developments within the Victoria Arbors Master Plan and
surrounding area. The four primary developments which will be served by the municipal
utility are located generally at the intersection of Foothill Boulevard and Day Creek
Boulevard including: the Victoria Gardens Shopping Center (the major tenants include
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Robinsons-May, Macy's, and JC Penney), Victoria Gateway, Foothill Crossings and the
Route 66 development. Lastly, during FY 2004/05, the municipal utility will finish the
exterior improvements at the City's new electric substation and will continue to construct
new extensions of the electric distribution system as development is initiated on vacant
commercial/industrial zoned property within the municipal utility's service area.
Public Works/City Facilities: The high rate of development activity in the City
continues to increase the area of responsibility within the landscape maintenance and
street light maintenance districts (LMDs). Public Works staff continues to expand the
Calsense computerized irrigation system, resulting in the conservation of water and
labor resources. These efforts have helped offset increased costs for water and
electricity in the LMDs. The impact of the 2001 State energy crisis also continues to
impact the budget for electricity within the street light districts. Recent and proposed
water rate increases will impact maintenance costs associated with the LMDs.
However, the use of prior year carryover will allow the Assessment Rates to remain
unchanged. The use of the web-based computerized Service Order Request (SOR)
system to report maintenance facility needs to staff on-line continues to expand. In
addition to being utilized internally among public works staff for concrete, tree trimming,
and traffic signal services, it is now also used by the Library, Code Enforcement,
Community Services, Purchasing, and Personnel staffs. This has enhanced response
time and the ability to track requests more effectively. One maintenance position has
been defunded for FY 2004/05.
Capital Improvements Program (CIP): The City has an ambitious Capital
Improvement Program for the FY 2004/05 ClP, all funded through non-General Fund
special and restricted funds. Some of the major CIP projects include:
Storm Drain Proiects
· Base Line Master Plan Storm Drain (Ramona Avenue to Hermosa Avenue)
Street Improvement Proiects · 6th St. Street Widening/Pavement Rehabilitation (west of the railroad spur to
Etiwanda Avenue)
· Etiwanda Avenue Street Widening/Pavement Rehabilitation (6th Street to Arrow
Route)
· Hermosa Avenue Street Widening/Pavement Rehabilitation (Highland Avenue to
Banyan Street)
· Milliken Avenue Street Widening/Pavement Rehabilitation (4th Street to 6th Street)
· 6th Street Railroad Crossing Upgrades (east of Archibald Avenue)
· 6th Street Railroad Crossing Upgrades (west of Etiwanda Avenue)
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND PROGRAMS OF
SERVICES
May 17, 2004
Page 14
Traffic Signal Projects
· 6th Street/Buffalo Street Intersection
· Carnelian Street/Wilson Avenue Intersection
· Archibald Avenue/Banyan Street Intersection
Multi-Year Desiqn/Construct Projects · Base Line Road/l-15 Interchange
· Foothill Boulevard Street Widening (Grove Avenue to Vineyard Avenue) and
Bridge Improvement
· Haven Avenue Grade Separation (at Metrolink railroad tracks)
Park/Trail Proiects · Pacific Electric Trail (Haven Avenue to east of Etiwanda Avenue)
· Highland Avenue Trail (Beryl Street to Hermosa Avenue)
· Banyan Street Trail (Sapphire Street to westedy city limits)
· Central Park (northwest corner of Base Line Road/Milliken Avenue)
· South Etiwanda Park (north of Foothill Boulevard and east of Etiwanda Avenue).
The annual Local Street Rehabilitation projects that involve the construction of asphalt
ovedays and slurry seals upon existing streets will continue. However, the scope of
these projects has been scaled back by 60% due to the State of California's suspension
of AB 2928 Traffic Congestion Relief and Proposition 42 funds.
Library: The State Budget crisis heavily impacts the Library, through reductions in
direct support from the State Library as well as reductions through loss of General Fund
dollars available to support the library program.
Responding to these impacts, the Library will reduce open hours by 16% (closing on
Fridays and an additional 4 hours per week) and suspend Bookmobile visits to park
sites, saving approximately $127,420. The Bookmobile will continue to visit schools. In
addition, the book budget will be reduced by 27% providing savings of $41,310.
Computer equipment depreciation charges of $20,270 will be deferred for additional
savings.
To mitigate the impact of these reductions, the Library Board is working with a citizens'
advisory group regarding open hours. Existing Library support groups, the Friends of
the Library and the Library Foundation, have been approached and asked to dedicate
resources to supplement the book budget over the next three years, as the State deals
with their on-going budget deficit.
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND PROGRAMS OF
SERVICES
May 17, 2004
Page 15
Looking ahead, the Board and staff are planning for the construction and opening of the
Library branch that will be part of the City's Cultural Center at the Victoda Gardens
Shopping Center. The Rancho Cucamonga Public Library Foundation is working with
the Rancho Cucamonga Foundation in efforts to fundraise for the Promoting Arts and
Literacy (PAL) Campaign that will provide necessary funding for the continued
operations of this exciting new City facility.
Community Services: The Community Services Department will strive to continue
maintaining its high quality of essential programs and services offered to residents
during FY 2004/05. Additional fiscal belt-tightening, due to the State budget crisis and
the associated loss of revenue to the City, will necessitate the reduction and/or
temporary suspension of additional special programs and services this next year,
including the cancellation of the 2004 Founder's Day Parade, the cancellation of the
Kids Fest Program in the Spring, and the reduction of the ~outh Mobile Recreation
Program operations by 50%. Expenditures for the annual 4u' of July celebration are
being transferred to the Department's self supporting Recreation Services Fund 250.
Wherever possible, user fees will also be modified to keep pace with surrounding
communities and the private sector resulting in expanded cost recovery for the
Department. With respect to staffing and attrition management, one Office Specialist II
position will be de-funded, one Recreation Supervisor position will be restructured to a
Recreation Coordinator, and the Recreation Services Fund will temporarily fund a
Recreation Coordinator for Central Park.
Hand-in-hand with budget challenges next year come new opportunities for the
community in the area of cultural and performing arts as construction is expected to
begin on the Victoria Gardens Cultural Center. This exciting facility will include a branch
library, a performing arts center and a celebration hall for community meeting space. As
mentioned previously, staff will continue to support the joint efforts of the Rancho
Cucamonga Community Foundation and Rancho Cucamonga Public Library Foundation
for the Promoting Arts and Literacy (PAL) fundraising Campaign that will provide
necessary funding for the continued operations of this facility. In addition, staff will
continue to make a concerted effort to identify and secure Foundation and grant funding
for the Cultural Center. Funding for operations is planned to begin late FY 2005/06.
in late fall/early winter 2004, Phase One of Central Park will open to include a Senior
Center and Community Center and 15-acres of open parkland. The FY 2004/05 budget
begins funding for the programming and operation of this important community facility.
Due to changing funding and program emphasis of First 5 of San Bernardino, funding
for the Department's Youth Enrichment Services (YES) Program will not continue into
the new fiscal year. Resources and materials purchased through the grant will be
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND PROGRAMS OF
SERVICES
May 17, 2004
Page 16
transferred, as allowed by the Commission, to the Library and non-profit organizations
within the community to allow for continued use by our residents. Staff will continue to
explore all available grant-funding and sponsorship opportunities for the augmentation
of our services, such as the YES program.
Redevelopment Agency: In the upcoming year, the Redevelopment Agency will
continue to lead the City's economic development efforts for attracting and retaining
industrial, retail and office development. Development in the City overall is strong and
job growth in the City is healthy. The Agency and City are embarking on a number of
significant projects that will further stimulate economic growth. At the same time, the
State budget crisis and their taking away local redevelopment revenues have impacted
the Agency. In FY 2003/04, the State took over $2 million, and it is anticipated the State
will take even more in FY 2004/05. The Department is funding contract assistance to
other departments working on Agency special projects, and shifting eligible funding to
help the Fire Department in sustaining full year costs for operating the new Fire Station
#176.
In spite of the financial issues created by the State budget crisis, the Agency is seeing
successes on two different fronts. The first is the realization of a long awaited project -
the development of the Victoria Gardens Shopping Center. The grand opening,
scheduled for October 2004, will conclude a more than 20~year vision for a regional
retail destination point within the City. Victoria Gardens will not only generate more than
3,000 full- and part- time jobs, but it will also create sales and property taxes that are
needed to support public services within the community. And while Victoria Gardens is
not yet complete, the City is already seeing additional benefit from retail development
that is under construction surrounding the shopping center property. This economic
development will be important to the City's fiscal future.
Although the State takeaways have resulted in the loss of over $20 million in bonding
capacity, proceeds from the Agency's 2004 Bond issue will enable the following:
· Implementation of the Foothill Specific Plan between Grove Avenue and
Vineyard Avenues. Included in the public improvements will be the
reconstruction of a bridge, as well as median islands and street widening to
improve traffic safety.
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND PROGRAMS OF
SERVICES
May 17, 2004
Page 17
· Construction of the railroad overpass at Haven Avenue in order to improve traffic
safety and access to the businesses located within the industrial portion of the
Project Area.
· Provision of the necessary match funds for the State Library Grant that will fund
the City's second library branch at the Victoria Gardens Cultural Center.
· Design, right of way acquisition, environmental review and construction of two
interchanges along the 1-15 corridor- Base Line Road and Arrow Route. Due to
the amount of work involved with the interchanges, and the involvement at
various stages with State and Federal transportation organizations, it is expected
that both of these interchange projects will take approximately five years to
complete and require additional State and Federal funding.
· Design of two different reaches of the Hellman Avenue storm drain system. One
reach is the storm drain that is on Hellman Avenue near Base Line Road and
goes north to 19th Street. The second portion of the storm drain is south of
Foothill Boulevard and continues south to the Cucamonga Creek channel. The
initial goal of the Agency is to complete design work and some modest right of
way acquisition. Funding for the construction of the storm drain will be
dependent on a future bond issue.
· Design and construct a long planned for training tower, training facility and
headquarters facility to service the Fire District. (RDA Fire Fund).
In addition to the projects noted above, the Agency will continue its commitment, as
required by State Law, to the community in the area of affordable housing. In addition
to continuing to build on the success and partnerships with various non-profit
organizations, the Agency is increasing, its support for the First Time Homebuyer
Program through use of the Agency's Housing Funds. While the City General Fund
has reduced the Chamber of Commerce funding by 5.2%, the Agency will continue the
partnership with the Chamber of Commerce that includes an on-going focus on the
"Shop Rancho" campaign, Foothill Boulevard business development and "Business
Appreciation Week."
City Clerk's Office: The City Clerk's Office will continue providing the community with
public information and documentation as it relates to City records. The staff will provide
assistance to all departments with the maintenance and disposition of their records.
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND PROGRAMS OF
SERVICES
May 17, 2004
Page 18
The City Clerk's Office will continue preparing all City Council, Redevelopment Agency
and Fire Protection District agendas and minutes, assisting with the coordination of
proclamations that are presented at Council meetings, preparing
Resolutions/Ordinances, processing contracts/agreements, conducting bid openings,
and complying with legal advertisement and public notification requirements. The
Passport Application Program continues to grow and is a popular service to our
community and those communities surrounding us. The City Clerk's Office will also be
coordinating all aspects of the City's municipal election scheduled for November 2,
2004.
Administrative Services: Administrative Services will continue to support internal
functions, which are vital to the operation of other City departments, including
overseeing information technology, personnel systems, risk management, as well as
financial services. Belt-tightening for FY 2004/05 will require the elimination of two
contract employee positions in the Information Services Division. As a result, full-time
employees' workloads will increase to absorb the continuing calls for computer service
that the contract employees used to handle. Additionally, the City will defer its annual
computer equipment depreciation charges. This will require the City to maintain its
current level of technology available to end user departments for another year. Belt
tightening continues to maintain the attrition and de-funding of two other full time
positions as well as continuing to de-fund the Rancho Cucamonga Training Academy,
the general employee-training program.
City Manager's Office: The following are some of the core programs administered by
the Office, in addition to other administrative and policy issues:
Legislative Program - At the State and Federal levels, we continue to work
closely with our Legislators, legislative advocates, and the League of California
Cities to seek project funding, protect existing funds, and monitor the activities of
the Legislature and the Public Utilities Commission as they relate to local
government. The budget reflects a decrease of heady 50% in the travel and
meetings budget for legislative purposes, which will eliminate one federal
legislative trip and require careful consideration and prioritization of travel for
legislative purposes. The budget eliminates the City's $8,000 per year
membership in the National League of Cities.
Community Information/Citywide Communications - This award-winning program
is aimed at informing our residents and businesses of local government projects,
programs, activities and issues, including State budget impacts. The FY 2004/05
Budget year will include the continued publication of the Rancho Cucamonga
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND PROGRAMS OF
SERVICES
May 17, 2004
Page 19
Reporter and the Annual Report. The Budget includes a 40% cut in various
community promotions, design, and printing, which will limit new communication
efforts. In the upcoming year the City will continue enhancement of our Intemet
communication as a valuable tool to reach our citizens and businesses.
RCTV-3 and the Inland Califomia Television Network (ICTN) - The City will
continue our non-production, governmental bulletin board, shown on Channel 3.
RCTV-3 will continue receiving ICTN Broadcasts on non-Council meeting days to
provide news and programming specific to our region (at no cost to the City).
The Budget includes a limitation of hours for a Student Intern for RCTV-3.
Information Technology Master Plan and Information Technology-Project
Approval and Review (IT-PAR) Process - Completed in 2002, the Master Plan
set out the City's information technology goals over the next three-to-five years.
The detailed technical, policy, and financial review process known as "IT-PAR"
was established by the Master Plan. IT-PAR administration will continue for the
previously approved and funded projects as well as approved technology needs
for Central Park and the Victoria Gardens Substation.
Animal Control - The budget for the Animal Shelter maintains current levels of
service but eliminates contingency funds used for unplanned animal control and
care needs. Newly established programs such as spay and neuter vouchers are
continued in the Budget, with visits of the Spaymobile being continued on a
limited basis.
Special Projects - The Office will continue to work on the following special
projects:
· Police Expansion and Civic Center Seismic Retrofit - The Department
will continue to oversee the remodeling of the Police Station and
seismic retrofit of the Civic Center. The Civic Center work is scheduled
to be completed by July 2004 and the Police Station is scheduled for
September 2004.
· Automated Red Light Enforcement - In FY 2000/01, the City Council
approved this pilot program to improve traffic safety and reduce
accidents at the intersections of Base Line Road/Carnelian and Haven
Avenue/Foothill Boulevard. Data from the first installation (Base
Line/Carnelian) indicates there has been a decrease in the number of
red light violations since implementation. Data from the Haven/Foothill
intersection will be analyzed in FY 2004/05 to determine if the pilot
program should continue.
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND pROGRAMS OF
SERVICES
May 17, 2004
Page 20
· Grand Prix Fire Recovery - The Office will continue to work with the
Fire District, Engineering/Public Works, and Administrative Services to
seek Federal and State reimbursement for the City's costs as well as to
secure funding to construct flood and erosion control facilities.
TOWARDS THE FUTURE
The ongoing State Budget crisis and the inevitability of ongoing fixed costs increases
will continue to impact the City's Budgets for the upcoming several years. In looking
ahead for the next five years, the goal of our fiscal recovery plan is to return the City to
fiscal normalcy in a two-year period assuming no additional unexpected revenue
declines or fixed cost increases beyond those, which have currently been published.
Because of the unpredictability of the State Budget crisis and its unsettled and volatile
nature, no one can be certain of its outcome or predict the next twist and turn it will take.
It is still uncertain whether the State will adopt its budget on time. A city can only do the
best it can with the circumstances at hand and base its decisions on as rational a
strategy as is possible.
The following recommendations are proposed:
· Consider adoption of the proposed Budgets as summarized in EXHIBIT A. All
budgetary adjustments have been thoroughly examined by each Department
Head and recommended as the most workable alternatives under the
circumstances. The budgets are balanced using all available published
information as of this date.
· While not taken into consideration for budget purposes, herein, it should be noted
that there are proposals at the State that may further impact local government
budgets. To avoid budget dislocation by further surprises from the State after
local budget adoption, it is recommended that reserve funds be utilized to cover
such new circumstances in the interim until time can be taken to carefully
examine rational options to deal with such circumstances. Such decision-
making may include further program cuts or consideration for future revenue
enhancement.
RECOMMENDED FISCAL YEAR 2004/05 BUDGETS AND PROGRAMS OF
SERVICES
May 17, 2004
Page 21
· In the unlikely event that the State does not take away funds in the amounts
currently planned for, Council can consider backfilling cuts on a priority basis
determined by the Council.
· Examine all current fee schedules and ensure the most updated revenues for
cost recovery.
· Examine revenues and new information at mid-year to determine whether cuts
that were made can or should be backfilled.
· Should further State actions continue to take away more local revenue on a
permanent basis, the City will become faced with more difficult decisions of either
drastically altering remaining services, or considering revenue enhancement to
ensure continuation of vital services. As you know, a growing community like
Rancho Cucamonga also has to think about future service needs as well. The
level of service in a community affects its quality of life.
There will undoubtedly be further policy issues and actions the Council will be asked to
consider in the months ahead, as budgeting has now become a continuous exercise in
frustration throughout the fiscal year.
CONCLUSION
As with last year, this upcoming 2004/05 fiscal year will be filled with challenges that all
local governments are working to meet. In developing the Budget's program of
services, each department has risen to the task of belt-tightening, while working to
maintain essential services as best they can. We can anticipate that there will be
inconveniences to the public as well as to employees. Many employees are
shouldering a tremendous workload to make these programs of service work. There is
also a temporary suspension of some of the value-added services that our community
enjoys. However, this careful observance and discipline is essential, so that the City
can maintain basic levels of service and strive toward regaining long-term strong fiscal
health. As the Council reviews this Budget, we will need to also keep' an eye on
Sacramento as the Governor and Legislature deal with their own budget deficits.
Nevertheless, along with these challenges, there are also wonderful opportunities that
hold a promising future for the City. It will be important to make informed and rational
decisions, so that we can build sound fiscal bridges between current challenging times
and Rancho Cucamonga's promising future.
EXHIBIT A
OVERVIEW OF FISCAL YEAR 2004~05 BUDGET
The following summarizes the FY 2004/05 budgets:
City General Fund $47,485,280
Fire District $18,086,740*
Library Services $ 1,853,990
Redevelopment Agency $78,254,180
Capital Improvement Program $38,351,540
Special Funds $40,341,000
The City's General Fund Operating Budget funds most direct City services including contract
law enforcement services. This General Fund Budget contains no capital projects and
personnel expenditures represent the major cost. Due to the fact that the General Fund budget
must absorb new fixed operating costs, it continues to reflect the funding of fewer positions.
Combined with other cuts, this represents a cumulative 10.25% reduction from FY 2002/03
program spending. Further actions will be necessary pending further State Budget cuts to local
revenue.
The Fire District budget provides for the operations of the City's Fire Department. It is a
separate legal entity with other sources of funding as well as ongoing subsidies from the City
General Fund and a new subsidy from the Redevelopment Agency, thus, has a separate
budget. The Library Services Budget contains revenues dedved from the transfer of County
Library Services and State funding, and has its own operating budget. Both the Fire
Department and City Library must also absorb their increased fixed operating costs. The
Redevelopment Agency Budget is completely independent and contains restricted revenues
only, which cannot be utilized for operational services. Expenditures are mainly capital,
passthroughs to other agencies, and costs related to housing, economic development and
marketing. The main impact of any State take-away will be the reduction in capital funds.
The Capital Improvement Program (ClP) Budget also contains restricted revenues such as Gas
Tax, Measure I, TEA-21, and Propositions 12 and 40 funds, as well as proceeds from
Community Facilities District (CFD) #2001-01, and Community Facilities District (CFD) 2003-01
that are utilized for infrastructure improvements. Infrastructure expenditures other than those
funded by CFDs are determined on a priority needs basis. CFDs are set up for specific
purposes. These Special Funds contain the assessment districts, the municipal utility and
restricted grant funds other than ClP. They also reflect all other restricted funding outside of the
ClP,'such as Community Development Block Grant (CDBG) and other special grants. The
greatest impact on capital budgets of revenue take-aways by the State would be to curtail some
future planned capital projects, many of which will either be halted at the design stage or have
not been initiated.
'Includes $5,671,210 Mello Roos funding, $535,640 from the City's General Fund and $700,000 from the
Redevelopment Agency.
22
City of Rancho Cucamonga
Fiscal Years 2005106 through 2009/10
City General Fund, Library Fund and Fire Disb'lct Funds
Projected Revenue Growth Compared to Projected Maior* Cost Increases
As of May 17. 2004
Proposed Projected Projected Projected Projected Projected
FY 2004/05 FY 2005/06 FY 2006/07 FY 2007/08 FY 2008/09 FY 2009110
Projected revenue growth by fund:
City General Fund 2,515,820 3,292,108 1,799,310 1,782,789 1,812,093 1,488,832
Receipt of VLF backfill gap from State
Library Fund 37,810 60,642 60,608 60,557 60,508 60,657
Fire District:
Fim Fund 995,100 345,421 345.226 344,938 344,657 322,122
CFD 85-1 428,710 245,996 253,604 261,366 269.336 278,097
CFD 88-'~ (48,860) 34,284 351345 361427 371537 38,758
Total revenue growth 3~928,580 3,978~452 4~550~671 2~486~076 2~524~131 2~188,467
Projected rsaJor cost Increases:
PERS cost increases (excludes RDA and Special Funds) 1,988,250 862,490
Police contract cost increase- safety & rsisc. 1,769,540 2,238,950 unknown unknown unknown unknown
OTS grant rolloff 500,000
Police for Victoria Gardens substation 1,000.000 500,000
~.~ Central Park operating costs 1,013,280 406,720
Cultural Center operating costs 105,000 480,000 1,120,000
Property iesumnce pmmiurs increase 53,850 4,724 4,853 4,985 5,120 5,260
Medical premium~vorkers' corsp costa 978,900 493,476 564,757 136.538 140,252 144,066
Salary costs - rserita 184,690 193,925 155,140 116.355 77,570 38,785
CPI operating cost increases (excluding Police contract) 363,111 370,011 377.041 384,205
Booking fees 60,000
Fire District Station t76 additional funding 507,030
Other cost increases, net 137~780
Total cost increases 7~798~320 5~680~285 2~207r861 627r888 599~983 572~316
Estimated revenue surplus (deficit) byyear (3,869,740) $ (1,701,833) $ 2,342,81~0 $ 1,858.188 $ 1.924.149 . $ 1,616,15'1
Cost cuttlna measures rl00%t FY 2004/05 and
usaoe of reserves FY 2005/06 $ 3.869,740
Cumulatlverevenuesurplus(deflcit)byyear $__.___.__~ $ (1,701,833) $ 640,977 $ 442,586.~~ $ 2,366,73~5 $ 3,982,886
* Those cost increases $50,000 or greater in FY 2004/05. ~,djusts for non-recurring VU=
** One-tirse revenue return fi'om State for VLF gap repayment. ~ackfill gap revenue received in
FY 20O6/07.
i:~inanceV;udgcl2OOS~ve-year updated p~ojectl~n for GM 05-fT-O4.xfs s/18~2~o.~ ;:as PM
Operating Budget
Fire Disbict Library Taxes
25% 3% 39%
Inteq;Iovemmental Permits
14% 7%
Charges for Fines and
Services Use of Money &
6% Property 2%
1%
Governance
kil~v/ 20/0
3% Pdice
Fire Dis~c~
25%
27%
3%
En~neaing/Public Se~ces
VVorks 4% Builcing & Safety
16% 70/0
24
·
Overmew
o.f
Dep.artmental
Operating
Budgets
City Council
CITY COUNCIl, PRIORITIES
As a body of elected officials, the four-member City Council
aDedicated to creating and maintaining and separately elected Mayor establish local laws, set policy,
a well-balanced community, that is a approve programs, adopt th~ annual budget and appropriate
funds. As elected representatives of the citizens, the City
safe and fulfilling place to live~ grow,
:work and play." Council is responsible to all of the people, and as such devotes
its energies to making decisions which are in the best interest
· Ensuring Public Safety of the public welfare. The Mayor and City Council members
· Continuing Stable Finances serve overlapping four-year terms.
· Promoting Economic Development The City Council also serves as the Redevelopment Agency
· Prodding Community and Cultural Board and the Board of Directors for the Rancho Cucamonga
Services. 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 lVlanager, City Attorney,
and members of certain boards and commissions.
26
City Manager
~-004~0 ~ ]SUDG~rl~
AS the administrative head of city government~ the City HIGHLIGHTS
Manager is appointed by the City Council to enforce municipal
laws, direct daily operations of the City, make
recommendations to the Council, prepare and observe the ,. Oversight for essential existing
municipal budget, appoint and supervise all City department projects, new projects will be
heads and employees, and supervise the operation of all City evaluated for cost and potentially
departments, limited.
The City Manager's Office also oversees contracts and o ContinUe legislativ~ program. The
agreements covering law enforcement, animal control, cable focus of the program is to protect
television. This office also pal4icipates in a number of our local mvenues from raids by the
intergovernmental agencies that affect Rancho Cucamonga and State and seek new federal funds for
our region, priority projects.
The City Manager's Office actively monitors state, local and · The City's award-winning
federal legislation that may impact Rancho Cucamonga; community information program is
coordinates special projects and programs; oversees the continued~inctudingthepublicati0n
community information programs and publications; responds of the Rancho Cucamo~ga
to and follows-up on citizen inquiries and concerns regarding and Annual ReporL City
City programs and services; operates the community bulletin communication to the public via the
channel RCTV-g and produces the live broadcasts of City . Internet ~ be enlumced. Cuts in
Council meetings, funds for design and printing will
limit new print communication
efforts.
· Governmental programmin~ will
COntinue on RCTV-$.
· Continue implementation of the
Information Technology Master Plan
which' sets out goals for the City's
use of t~hnology over the next $-5
years.
· Oversee completion of construction
of third floor addition to the Police
Station as well as the Civic Center
seismic retrofit.
· Administer and evaluate the
effectiveness of the Automated Red
Light Enforcement program.
· Continue existing level of operations
at the Animal Shelter. The City's
~'~m[,~ ~ll[['-- ?..~.X~'.a new spay and neuter voucher
llffil~:::::~z:~t,~lmll. -- e · n program is continued in FY
II~,,~m~,l~mm[,~,~ Itl :r~, 2004/05, however, planned visits of
the "Spaymobile' will be decreased.
27
City Clerk
2004-05BUDGEF The City Clerk is an elected official charged with the
HIGHLIGHTS responsibility of maintaining records of City Council actions
and of maintaining a permanent record of all city transactions.
This includes preparing all agendas and minutes, coordinating
· Continue facilitating the City's the presentation of proclamations at the Council meetings,
Records Management Program for all preparing Resolutions/Ordinances, processing contracts/
of the City's departments. Coordinate agreements, and conducting bid openings.
all other public service requests.
The City Clerk also serves as the City's official recorder at all
· Continue with the daily duties relating meetings of the City Council. In addition, the City Clerk is
to the (:a'ficial business of the City responsible for all documents and duties associated with
Council, and complying with all legal municipal elections. The City Clerk's Office also serves as an
requirements for notification of public official Passport Application Acceptance Agent.
meeting~ and hearings.
· Continue oversight of the City's
Passport Application Acceptance
· Includes funding for the November
2004 election for two City Council
seats, the City Clerk and the City
Treasurer.
28
City Treasurer
2004~05 BUDGET
The City Treasurer is an elected official charged with the HIGHLIGHTS
responsibility for the custody and investment of all City funds. .
The Treasurer is the City's official "signature" for all financial.
transactions made. The Administrative Services Director has ° Maintain funds in secure-and liquid
been appointed as Deputy City Treasurer and has the authority investments.
to handle treasury functions needing daily attention. ~ Structure City
needs throughout the year,
The budget for the elected City Treasurer is incorporated into
the Treasury Management Division of the Administrative * Present the City's investment policy
Services Department's budset, to the City Council for annual
aFp~-oval.
29
Police Department
004-0S PROGRAM
HIGHLIGHTS Since incorporation, law enforcement services in the City have
been provided through a contract with the San Bemardino
County Sheriffs Department. The City continues to be one of
· ~ Absorbs $1,760,540 in increased Southern California's most family-oriented, safe and
costs for our contract with the Cotmty prosperous cities.
of San Bernardino Sherifffs
Department, due to new labor The low crime rate that the City continues to enjoy is a direct
contracts, result of not only the hard work and dedication of the men and
women of the Police Department but the positive interaction
· Temporary elimination of six non- and participation by the community in crime prevention
patrol, non-investigative positions: activities. These efforts have resulted in not only one of the
one lieutenant, one crime analyst, two safest cities to live in, but also a place where the citizens enjoy
forensic technicians, one sheriff the security of a City and a Police Department that are truly
service specialist and one remaining dedicated to working together to provide a safe and family~
DARE officer, oriented environment.
The Police Department has one of the largest volunteer units in
· Partial year funding for the new
Public Safety Substation at the the Inland Empire, which includes Line Reserves, Citizen Patrol,
Victoria Gardens Shopping Mall of Equestrian Patrol and Explorers. The number of volunteer
$1,000,000. hours dedicated to the department and the City continues to be
the highest in the County. Many of these volunteers have been
· Complete construction of third floor residents within the City for some time, which also attests to
addition to the Police Station. Two the community's involvement of working together to provide a
Federal grants will allow construction better place to live.
of a state-of-the-art Emergency Public safety is the City's highest priority. The City has
Operations Center. expended funds in recent years to add equipment and
personnel to enhance Police services to meet increased service
· Continue use of specialized units needs. The City will continue to take advantage of any
(patrol investigations~ traffic, Solution available Federal and State funding opportunities. As the
O r i e n t e d P o 1 i c i n $, a n d community continues to grow, the challenge will be to
administration) to address law continue addressing these increased needs that affect the
enforcement concerns and enhance "quality of life" in Rancho Cucamonsa and define our
level of service to the community, community as a safe one.
· Continue focus on employee
development and work with
Neighborhood Watch Sroups~
Business Advisory Group, Clergb',
Group, and Police Explorer Program.
· Utilize sponsorships to continue
"Every 15 Minutes" program and
eliminate DARE program due to fiscal
cons[taints.
30
Fire District
2004-05 BUDGET
The Fire District is a subsidiary district of the City. The City
Council serves as the Board of Directors and is responsible for HIGHLIGHTS
providing and managing a variety of programs for the efficient
delivery of life safety, fire prevention and fire protection * Recommended budget includes the
services. In this year's budget, the District will need to absorb defunding of three non-~safety
$2,129,320 in fixed costs increases through revenue growth, positions, the reclassification of one
cost cutting measures and funding shifts. Some of these costs, non-safety position, and the shifting
such as PERS, medical and workers' compensation insurance, of one full-time non-safety position to
are projected to continue to increase into FY 2005/06. a part-time position.
Personnel are dedicated to the preservation of life and property * Subsidy of $700,000 from the
in service to the people of Rancho Cucamonga. The District's Redevelopment Agency.
goal is to deliver these services in an effective, efficient and
professional manner, which will reflect improved fire · Completein/fial phase of a three-to
protection and life safety for an enhanced quality of life to five-year transition to mobile data
those they serve, computers to improve information
and data access in emergency
The delivery of Fire District services is managed through response vehicles.
divisional responsibility consisting of administration,
operations, personnel development, fire safety and emergency · Includes work on a permanent Fire
preparedness. Station No. 17~; the replacement of
two paramedic equipped fire engines
The Fire District provides numerous programs which include, and the Battalion Chief vehicle; and
but are not limited to, Technical Rescue and Hazardous the replacement of the Hazardous
Material Response Teams, Advanced Life Support (Paramedic) Materials Response Vehicle (through
Response to all emergency medical incidents, Fire Suppression partial grant funding).
Protection and Prevention, Public Education, lire Explorers,
Juvenile Firesetter Intervention, Arson Investigation and Fire
Inspection which are commensurate with the City's · Replace existing fuel tanks at fire
commitment to public safety, stations with above ground tanks to
meet current environmental
regulations and to make it more cost
effective in meeting future~
environmental regulations.
-, Full funding of Fire Station #176'
personnel and operations costs from
recurring revenues and subsidies
(prior year's costs were partially
funded by reserves);
31
Administrative
Services
HIGHUGHTS
· Budget includes the elimination of Administrative Services is unique in comparison to other City
two contract employee positions in depar'anents in that it is a key "service" department as opposed
the Management Information Systems to a "line" department. While line departments typically
Division. provide services only to the public, the Administrative Services
· Expand the new "~ Your Service (R~ Department provides services and support primarily to internal
City Line) ~ system to include staff (including the City Council, the City Manager, the various
community survey polling, broadcast City departments and employees) with some service areas
messaging and emergency call outs. crossing over into the public arena.
· Develop e-government strategy to The Depad.~ent's major service areas are: Administration,
determine additional ways in which Finance~ Treasury Manasement~ Personnel~ Risk Management,
the City can use the Internet to Purchasing, Business Licenses, Special District Administration,
improve service delivery to citizens. Geographical Information Systems (GIS), and Management
Information Systems.
· Install electronic information kios~
at the library and new Central Park
Community Center to provide free
public access to the City's e-
government services.
· Proceed with the next phase of GIS for
the Fire District personnel with the
creation of ArclMS applications that
will allow Fire District personnel to
access GIS data from their vehicles.
· Implement web-based GIS internally
and externally.
· Continued defunding of the Rancho
Cucamonga Employee Training
Academy, due to fiscal constraints.
32
Planning
The Planning Department functions as the professional and
technical advisor to the Planning Commission, Historic Z004-0~BUDGKF
Preservation Commission and City Council on policy matters HIGHIJGHTS
and issues concerning the physical development of the
community. To provide a comprehensive planning program, Complete processing of ~Victoria
the Division is divided into two sections: Current Planning and Gardens Regional Shopping -Center
Advanced Planning. plans.
The primary objectives of the Planning Department are: to * Continue development processing for
develop comprehensive plans for a quality community; to commercial, industrial, and housing
implement the plans through efficient, and effective growth.
management of growth and review of all development
proposals; and to maintain a balanced, quality environment in ·Flanning has lost four full time and
developed areas of the community. The department also four contract employees through
supports the City's Planning Commission and Historic attrition. Budget includes [he
Preservation Commission. , dcfundin~ of two of the four vacant
full time positions
· Phases I and II of the Pacific Electric
Trail Master Plan is scheduled to
begin construction, funded by Federal
and State grant funds
', The Code Consistency Program will
continue to update City Codes to
bring them into alignment with the
General Plan. This work will include
a zoning consistency program.
· On-going special projects include the
I~15 Freeway Corridor Landscape
Master Plan and the Sphere-of2
Influence activity
· is currently working with
..--.~'/ the County and property owners on
~ !' ~ "~ several proposed armexaiions totaling
over $00 acre~. Discussions are also
being held regarding the poteiifial
annexation of the eastern where area.
· In conjunction with the Building and
Safety Department, Planning is
completing a comprehensive
planning, plan check, and permit fee
study.
33
Z004~05 BUDGEt Engineering and
HIGHLIGHTS Public Works
· Budget includes three positions being
defunded and another two positions Engineering and Public Works are charged with numerous
being restructured, activities related to providing effective and efficient
· The department disbanded the stewardship of the City's public works infrastructure. This
Construction Management Secfion~ includes the design, construction, maintenance and repair of
previously headed by a Public Works our communit,f$ streets, storm drains, parks and facilities. The
Engineer position that was "attrited, seven sections of Engineering and Public Works are identified
out. The Project Management and below.
: Development Management Sections
absorbed all remaining inspection Administration provides management and fiscal suPPOrt to all
personnel. Engineering sections and is responsible for the budgets for the
· Continue implementation of the City's landscape maintenance and street lighting districts. Land
National Pollutant Discharge Developiiicnt is responsible for reviewing and processing
Elimination System (NPDES) storm private development projects. Traffic Management makes
water pollutiOn preVenfionprognun2 recommendations for improving the City's traffic systems,
· Administer the budgets for the City's designs and provides project management for traffic-related
eight (8)street light districts andl capital projects such as signal installations and maintains,
eleven (1 i) landscape maintenance monitors and analyzes accident and traffic volume records.
districts. ~ Project Management designs infrastructure improvements to be
· Public Works staff continues to constructed by the City and is responsible for developing the
expand th~ Calsense computerized Cit,fs annual Capital Improvement Program. Construction
Management is responsible for the City's inspection services,
irrigatiOn system~ resulting in the ensuring quality construction by inspecting the City's capital
conservation of water and labor
· reSOurces. These efforts have helped projects and public improvements installed by developers. The
offset increased costs for water and NF~oBS/Waste Management section is responsible for the City's
electricity in the I2dDs. trash collection contracts, recycling programs, and the
monitoring and enforcement of federal regulations regarding
· Complete plan check and inspection discharges into the public store drain system. Public Works is
services for the Victoria Gardens responsible for maintaining the Cit,fs streets, store drains,
Regional Shopping Center, residential curbs and gutters, sidewalks, City-owned facilities and
development and phase I of Central buildings, fleet vehicles and equipment, parks, median
Park; ~ landscaping, and graffiti abatement.
· The City,s municiPal electric utility.
will asSUme full Operational status in Costs are increasing for the City's street light (SLDs) and
FY £004/0~. The four primary landscape maintenance districts (LMDs), including electricity
develoPments that will be served are and water costs. City staff is sensitive to these cost increases
located generally at the intersection of and seeks to offset them by conservation of water and labor
Foothill Boulevard and Day Creek resources. No increase in fees is proposed for the SLDs or
BoUlevard including: the Victoria LMDs for FY 2004/05.
Gardens Shopping Center, Victoria.
GateWay, Foothill Crossings and the
Route 66 development.
* Oversee the construction of new
traffic Signals at the intersections of
6t~ Street and Buffalo Street; I~u~ '?~l~X~&"-- ~.~/~l~l[.
Carnelian street and wilson Avenue; I~lllBi~aa:mw, mi~n[mll, d-_--- 211
' and Arc,ribald Avenue and Banyan k~.,n~[J~[alrillg~, ~/.~' ~1~¥,
Street. ~
34
2004~05 BUDGET
Building and Safety
· This budget include~ Lhe restructuring
Building and Safety provides four basic functions: of a Senior Building Inspector to a
Building Inspector position.
· Support community improvement through construction
advisory services. · The restructuring of grading plan
· Respond to development interests by providing plan check services from Engineering to
Building and Safety for closer
checking, permit and inspection services to meet state coordination with building inspection
mandated regulations and municipal codes, services in FY 2003/04 will provide a
· Apply regulations and conditions for project and permit reduction of-expenditures in the
issuance, amount of $50,000 for FY 2004/05.
· Enforce the City ordinances and municipal codes through
the Code Enforcement Unit. · Increase services for contract plan
· Coordinate and assist other City departments in managing checks and inspections to match the
building capital improvement projects and emergency increases of private and public
responses, developments including the Victoria
Gardens Regional Shopping Center
Field inspections and complaint follow-up are performed by and other City projects. Increased fee
field inspectors. Plan checking is accomplished by an in-house revenue supports increased contract
plan check staff and through the use of contract consulting plan check and inspection services.
engineers for some of the grading and structural plan checks, These services are adjusted based'
in an effort to meet the goal of improved service to the upon fluctuation ~in "activity and
development community, accompanying fee c011ections~
The "Fire Prevention/New Construction Unit" was created to * Continue to enhance customer service
provide plan checking and inspection for Uniform Fire Code through expanded use of permit
compliance. This unit, along with the Building Inspection Unit, soflmare for an integrated voice
perform all fire, life, and safety inspection activities, response sys~em~ affording 24-hour
access to permit, plan check and
The Code Enforcement Unit is responsible for the enforcement inspection status.
of the City's zoning, sign, public nuisance, noise and various
City codes. * Continue to enhance the quality of'
life of neighborhood environments by
Building and Safety enforces a series of nationally recognized devoting Code EnforcemenPs
standard codes which are adopted by City Council ordinances, resources to the active role and
as well as indirect mandates from state regulatory agencies in process of abating ~'fifi arid public
matters pertinent to energy, physically handicapped persons, nuisance violations.
places of assembly, and housing.
· Deftmding of the Building Inspection
Supervisor position temporarily.
,~ During the second half of FY
2004/05, some of the major projects
such as Victoria Gardens Shopping
Center, Central Park; ~ Skafion
__ . ._=, ~.T~m,~la/! # 175, etc., will be near completion.
be completing a comprehensive' fee
study, and ~ be 'presenting' fee
recommendations tO the City CoLmcil
in summer 2004.
35
Community Services
HIGHLIGHTS
Community Services provides a wide variety of pro,rams,
'* Oversee construction on the Victoria services and facilities to the residents of Rancho Cucamonga to
~ Gardens CuItural Arts Center facility, enhance the quality of life for individuals of all ages.
Department activities are coordinated through the following
which L~cludes a la'bra~ branch, Divisions: Administration, Youth and Adult Sports, Youth and
Performing Arts Center, and
~ community meeti~ spaces. Family Programs, Special Events and Cultural Arts, and Senior
and Human Services.
, Open Phase I of Central Park' which Many thousands of community members have benefited each
includes a senior center, a commmfity year from participafin~ in activities conducted through the
center and 15 acres of open parkland. Department's Playschool Pro,rams (one to five years), youth
activities, Teen Center, excursions, adult classes, sports.
· Continue to explore all available programs and senior services. Many more residents enjoy
grant-funding sources for the picnics in ~he parks, meeting room rentals, and athletic field
augmentation of department uses through facility reservations coordinated by the
programs andservices. Department. A number of special events, rentals and
commercial filming take place at the £pi~enter Stadium each
· Continue to expand the department's year. The Department also assists dozens of community
succ6ssful volunteer pro,ram to organizations in their mission with facility usage and
indl/~le*more adult volunteers, partnership efforts.
· Provide necessary staff support to the In the 2004/05 fiscal year, the department will be completing
Community Foundation to assist them the development of plans for the operation, staffing and
i~i accomplishing their strategic pro~rammin~ requirements of the Cultural Center and Central
plfi~ing and fundraisin~goals. Park facilities. This will assist in determining the operational
dollars necessary for the facilities, while dealing with the belt
· Reduce '~he number of special events tightening challenges in the interim.
during the year due to fiscal
constraints, including the cancellation
of the 2004 Founders Day Parade ~and
Spring £005 ~ids ~est.
· Reduction in Kids Mobile hours;
suspend visits to park sites but
continue to visit schools.
36
Library
HIGHLIGHTS
U$in~ the most advanced technology to provide the best in
the Rancho Cucamonga Public Library · Reduce open hours at the Archibald
current information, formal education support, Library by 16% to help absorb overall
independent learning opportunities and life enrichment fixed cost increases ua the City's
materials to a highly diverse public in a warn and welcoming operating budget.
atmosphere.
· Suspend Bookmobile visits to park
In fulfilling its function, the Library is responsible for the sites but continue to visit schools.
administration of the following programs:
· Reduce funding in the book
· Children's services, programs and special events, replacement account for lost or
· Adult information services, damaged items.
· Adult and family literacy services. * Provide for the continued planning
· Borrowing services and processing of materials for use. for Victoria Gardens Library,
· Outreach Services, featuring bookmobile service to including fundraising and revenue
children and delivery service to the homebound and identification.
infirmed elderly.
· Administrative support for the Rancho Cucamonga * Maintain level of support for new
Public Library Foundation. library books, materials and on-line
databases at the 2005-04 level.
· with the exception of the reduced
visits of the Bookmobile, staff will
maintain outreach pro,rams for
literacy, senior services and children
at the 2005-04 level.
37
Redevelopment
HIGHLIGHTS Agency
· Continue working with the developer
on Victoria Gardens ShuF~,ing Center,
a I.£ million square foot regional The Redevelopment Agency is a special fund not affiliated with
the City's General Fund. In the upcoming fiscal year, the
retail and office development Rancho Cucamonga Redevelopment Agency will continue to
including the cultural center that will lead the City's economic development efforts for attracting
provide a library, performing arts industrial, retail and office development. Development in the
theater and meeting facilities. The City overall is strong and job growth in the City is healthy. The
grand opening Scheduled for October Agency and City are embarking on a number of significant
2004 will conclude a more than 20- projects that will further stimulate economic growth.
year vision for a regional retail
destination point within the City. As a result of the Agency's efforts, many businesses have
· Continued funding for the design and chosen Rancho Cucamonga as their place of business. Through
infrastructure of the senior and the Agency's proactive attraction and retention programs, our
professionally trained staff assists businesses directly and
community center in Central Park indirectly with site selection services, accelerated project
· Continue focus on funding capital approval, employment screening and training, industrial
projects relating topublicsafetysuch development bond financing, coordination with utility
as construction of Fire Station #175, companies, and any other development or recruitment needs a
the Police building expansion, and the company may have.
seismic retrofit of the Civic Center.
The FY 2004/05 Budget also includes
funding for the design and
construction of a long planned for
training tower, training facility and
headquaxters facility to service the
· Provide additional funding to the Fire
District to assist with the full year's
cost associated with the operation of
the new Fire Station # 176.
· Continue to provide first-time
homelmyer programs and provide
funding assistance in the development
of affordable and senior housing
projects. The Agency increased the
mount of down payment assistance
to first-time homebuyers from
$16,000 to $80,000 due to increased
home purch~ise prices.
· Continue partnership with the
Chamber of Commerce 'including an
on-going focus on the "Shop Rancho"
campaign, Foothill Boulevard business
development and Business
Appreciation Week.
38
Capital Improvement
Program
the City's Capital Improvement program for fiscal year 2004-05 will provide needed infrastructure
improvements city-wide. The following is a listing by category. (Note: Funds for these projects come from a
variety of sources including Special Funds, RDA and Special Districts. These funds are non-General Fund
revenues and fluctuate annually). A description of each category along with the respective projects planned
for Fiscal Year 2004-05 are as follows:
CAPITAL IMFRO~ FROGRAM
FISCAL YEAR 2004-05
I~.aufificafion $ 1,440,000
Drainage 2,111,740
Miscellaneous 12,208~710
Traffic 1,120,000
Parks 2,121,000
Railroads 19,$87,000
Streets $0,625,000
Facilities ; 80~000
$
Some of the more significant capital improvement projects are discussed below:
The Beautification category includes the design and construction of the landscaping of the south parkway on
Highland Avenue from Beryl Street to Hermosa Avenue. Within the Drainage category, the City will install a
Master Plan storm drain on Base Line Road from Ramona to Hermosa. Also within this category is the
construction of a storm drain on Devon Street east of Archibald.
The Miscellaneous category includes a capital project to construct infrastructure for the Regional Shopping
Center. The project will include the installation of storm drains, sewers, and water lines as well as curb and
gutter. Another project within this category is Pacific Electric Train improvement from Haven Avenue to east
of Etiwanda Avenue. The Traffic category includes the installation of new traffic controllers on 19th Street
and on Foothill Boulevard.
Development of a new five acre park named South Etiwanda Park will be designed and constructed during
the 2004/05 fiscal year. The Parks category also includes the installation of field lighting on six fields at Los
Osos High School. Within the Railroads category is the Haven Avenue grade separation at the Metrolink
tracks. This funding will allow City staff to complete design, acquire necessary right-of-way and begin
construction. The Streets category includes the environmental impact report and right-of-way acquisition
for the Base Line Road and I~ 15 interchange improvement.
39