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Budget 1985-86J �Y• CITY OF RANCHO-CUCAMONGA PROGRAM OF SERVICE FISCAL YEAR 1485-R6 Jon D. Mikels Mayor Charles J Buquet II Richard M. Dahl Counci.lman.. Mayor Pro Tem Pamela J. Wright,.. Jeffrey King Councilwoman Councilman Submitted By Lauren M. Wasserman City:Manager May 25, 1985 0 TABLE OF CONTENTS Budget Message .......................................................... i Goals and Objectives.................................................... Fund Analysis........................................................... az Estimated Revenue Sources ............................................... aai General Government Operational Cost Summary ............................. asiii Departments CityCouncil........................................................ 2 CityManager........................................................ 5 CityClerk.......................................................... 9 Personnel........................................................... 13 Finance............................................................. 17 CityFacilities..................................................... 23 Non—Departmental.................................................... 27 Planning Commission ................................................. 30 Community Development Administration ................................ 31 Planning............................................................ 35 Building b Safety ................................................... 45 Engineering......................................................... 51 Street & Park Maintenance ........................................... 61 Community Services .................................................. 65 Public Safety ....................................................... 69 Recreation Service Fund ............................................. 77 Vehicle S Equipment Maintenance ..................................... 80 Community Improvement Programs .......................................... XXv w r, • CITY OF RANCHO CUCAMONGA GL�yr MEMORANDUM } iZ _ Z 197i DATE: May 23, 1985 TO: Mayor and Members of City Council FROM: Lauren M. Wasserman, City Manager SUBJECT: PROGRAM OF SERVICE The 1985-86 Program of Service is hereby submitted for your review. Total General Fund and Special Fund expenditures are proposed at $22,481,840. In order to continue providing acceptable levels of service, additional employees have been proposed for Law Enforcement, Administration, Planning, Finance, Engineering, Building & Safety, and Community Services. The addition of these employees, particularly those in Law Enforcement and development related services are essential to keep pace with the anticipated commercial, industrial, and residential growth during the coming years. SPECIAL FUNDS Special fund expenditures total approximately $10,596,722. During the coming year, continued emphasis will be placed on park development, community redevelopment, community beautification, street maintenance and construction, and flood control protection. The following represent the most significant activities which will be financed from special funds. - Reconstruction of Archibald Avenue - Groundbreaking of Regional Shopping Center, Spring, 1986 - Construction of Day Creek Flood Control Channels - Improvement of Hermosa and 19th Street to improve flood control facilities - Beautification projects on Base Line, west of Carnelian, and on Carnelian, north of Base Line and north of 19th Street - Foothill Boulevard corridor study, west of Haven Avenue Perhaps the most significant project proposed for the next year is the completion of Red Hill Basin and Heritage Parks through the utilization of a recently approved benefit assessment program. The completion of these two major community parks represents the high point of the City's seven-year program of aggressive park acquisition and development activities. Construction on Heritage and Red Hill is scheduled to begin in early fall, with completion one year thereafter. 1 PROGRAM of SERVICE May 23, 1985 Page 2 While most City revenues continue to grow, particularly sales tax and permit • fees, it is imperative that we prepare for the loss of approximately $400,000 in Federal Revenue Sharing funds. The lose of this important revenue has been anticipated for several years. In addition, there are several legislative proposals being studied in Sacramento which, if enacted, may result in the loss of other significant revenue sources. Therefore, it is important that the City keep a watchful eye on both Sacramento and Washington during the next year. CITY FACILITIES The need for a permanent Sheriff's station, City offices and a maintenance yard becomes more critical each day. As a business, it is in the best interest of the community that permanent facilities, rather than rented space be provided. New facilities for public safety, personnel, as well as other City departments will improve working efficiency and provide better service to our citizens and those who conduct business with the City. Design of the Public Safety -Civic facilities is now under way. However, it is recommended that land be acquired during the coming year for a permanent City maintenance facility. GOALS AHD OBJECTIVES As has been our custom for several years, the proposed Program of Service again contains updated goals and objectives for all City departments. While �1 the goals are submitted under separate cover, they will be included in the adopted budget after Council review. These goals are the product of several months of study by all management personnel. They are intended to reflect the policy direction which has been provided by the City Council. If that is not the case, they should be amended in order to accomplish that purpose. In conclusion, the total 1985-86 Proposed Program of Service is approximately $22,007,086. As always, the staff is available to assist the City Council in the implementation of the budget which is .ultimately adopted. LMW/kep Sincersd7, Lauren M. Wasserman City Manager ii • 0 0 •>- CITY OF RANCHO CUCAMONGA MEMORANDUM DATE: May 24, 1985 TO: Executive Management Team Mayor b Members of City Council FROM: Lauren M. Wasserman, City Manager SUBJECT: GOALS AND PROGRAM PRIORITIES - A SUMMARY 1977 In March of 1983, the Executive Management Team compiled goals and program priorities for the fiscal years 1983-84 through 1987-88. To date, those goals and program priorities have warranted updating to reflect what is presently occurring within the City. The following community oriented priorities as established in 1983.and updated in May, 1985, are listed. These programs and services can be readily identified by the citizens of Rancho Cucamonga. The six priorities we have identified are for the fiscal years through 1987-88. I. TO BUILD A SOOND FINANCIAL BASE FOR TER COMMUBITY It is the unanimous view of our Executive Management Team that the development of a solid financial base for the City is not only essential, but that base will serve as the cornerstone for all future programs and priorities identified by the staff, citizens, and members of the City Council. 2. TO PROVIDE COST-EFFECTIVE, PUBLIC SAFETY SERVICES This priority includes not only the law enforcement services now provided by the San Bernardino County Sheriff's Department, but also services furnished by the City's Building and Safety Division of the Community Development Department. Although fire protection services are the responsibility of the Foothill Fire Protection District, it is the view of our staff that the City also needs to work with the Fire District in an effort to be certain that the fire protection needs of the City are being met adequately. A portion of the City's Redevelopment tax increment is being used to assist the Fire District in its programs to meet the fire protection needs of the community. iii GOALS AND PROGRAM PRIORITIES May 24, 1985 Page 2 3. n cOITIIOE PAQ DEVELOPm= • As part of the goals established in 1983, our Executive Management Team clearly recognized that existing and past methods of financing parkland acquisition and development have been inadequate. The use of the Benefit Assessment for park development is the most efficient method of park funding and has gained the necessary support of the Council and community. Therefore, the City should continue with its efforts in this direction. 4. Because of the topography of the community, flood protection and road maintenance cannot be separated. Each is interdependent on the other. Long-range financing for flood control must be considered. Additionally, other methods for financing infrastructure must be identified, since it is evident that the expenditure of gas tax funds for road repairs does not keep pace with the needs of the community. 5. TO EICOURAGE PROACTIVE RASHER THAI REACTIVE L05rr1AHGE PLAMIHG The City and its citizens have invested hundreds of thousands of dollars and thousands of hours in preparing the General Plan. It is essential that the City work continually to implement the community's General Plan document. The following areas are closely related to the implementation of the General Plan: A. Attracting industrial development which will expand the City's property tax base and will provide job opportunities for local residents. B. Providing housing for those who wish to live in Rancho Cucamonga. C. Attracting good commercial development to build a solid financial base. D. Providing adequate transportation facilities and services to keep pace with the City's long-range development. Freeways, roads, public transportation, railroads, and bicycles are all key factors in a comprehensive transportation plan. E. Community identity, beautification, code enforcement, and other actions which improve the appearance of the environment of our City. These issues are typically "shelved" because of the need to deal with more critical issues. F. Park Development -- see previous comments as listed in Goal No. 3. iv GOALS AAD PROGRAM PRIORITIES May 24, 1985 Page 3 • G. Schools - although the City has no legal responsibility for providing schools, we do have the responsibility to make certain that the ability of school districts to provide educational facilities keeps pace with the growth occurring in the community. H. Sphere of Influence - consideration must be given to whether or not the City wishes to have some involvement in how the area to the north of the City limits is developed. Involvement seems appropriate since those who reside or develop in the sphere of influence will impact the City in a number of ways. 6. TO CONTISOE TO PLO FOR PARMASEST CITY FACILITIES The construction of permanent, city -owned buildings is essential if the City is to increase productivity and to provide more efficient service to our citizens. Permanent facilities need not be extravagant, rather they should reflect the image of the City which we wish to convey. More importantly, they should be oriented to the services provided to the public, rather than to the tastes of staff or councilmembers. Since the City will be in business forever, it makes sense to buy our own building rather than to rent someone elses. Plans must also continue for a permanent City yard'to store and service City equipment and vehicles. • 7. SUPPORT OR SECONDARY GOALS AND PRIORITIES In addition to identifying those goals and programs which may be directly related to services provided by the City, our Executive Management Team has identified several goals which are of a support nature. In other words, those activities which, while not highly visible are equally essential to accomplishing our primary goals. The following support activities were identified: A. Financial Plan - a plan should be developed which will identify all of the available options for financing the needs of the City. A financial consultant should be hired to work with the staff and City Council on this document. B. Redevelopment - redevelopment is perhaps the most important financial tool available to help develop the sound financial base for Rancho Cucamonga. C. Benefit Assessment Programs - the City must continue to consider this option in those cases where new or higher level services are desired. Those who desire either new services or higher levels of service must be willing to share in the costs 01 for the program. V GOALS ARD PROGRAM PRIORITIES May 24, 1985 Page 4 D. me* atain'n Commercial Develo meat and Encoura in 0 Commercial eve, Additional lCity. -this ie important to the financial stability of the City. E. Evaluate Contract Service Alternatives - studies must be made to determine whether it is in the City's best interest to provide certain services directly, or whether it is more feasible to provide those services by contracting with the private sector or with other public agencies. F. Curreat Financial Dat& - it is essential that staff and members of the City Council have financial data which is essential to the proper management of the City. 2. To gvalaate location of Yesoarees and Levels of Service A continual evaluation of services now being provided must be conducted by the Executive Management Team and the City Council. It is equally important that the support services needed to provide services be clearly identified. Support services include staffing, essential equipment (typewriters, vehicles, etc.), work space requirements, supplies and equipment such as base maps, computers, records, and other activities which provide an overall increase in employee productivity. 3. io Continue g>mlovee Sraini and Manna esnt Develooue■c It is essential that the City provide training and development opportunities for our employee which will result in improved Productivity, more courteous service to the public, imped safety awareness, and a higher improved among our workers. While these Programs are extremely important to the City, they are generally neglected because of more pressing problems. Adequate time and money should be set aside annually for these efforts. 4. io Conti�e Coordinati Disuter Planni Activities Although critically important to the City and its citizens, disaster planning has not received the attention it should. More effort needs to be devoted to the planning for providing services in the event of an air disaster, flood, brushfire, or earthquake. 5. io Yraswte Citisen bareae■■ .,. _d Support of Coasnmity Goal■ It is essential that the City Council and staff make a concerted effort to help the community to understand the importance of the adopted goals. 01 Vi • GOALS AND PROGRAM PRIORITIES May 24, 1985 Page 5 It is essential that the City have available to it adequate technology and tools to improve productivity and to provide the most up-to-date information at all times. The materials included in this memo represent a summary of the hundreds of hours spent by our Executive Management Team in an effort to identify the most significant, broad goals for the City. These goals identified were established in 1983 and are designed to encompass the fiscal years of 1983-88. During the budget process, the specific objectives identified by the Executive Management Team and approved by the City Council will represent the first steps necessary to begin the actual implementation of our goals program. Goals statements adopted by the City Council represent the general direction we wish to continue for the next few years. The objectives which still need to be developed, represent specific, measurable statements of the efforts that will be made to achieve the goals. The next section of this report lists the specific departmental efforts which are required in order to achieve each goal. LMW/kep Vii CITY OF RANCHO CUCAMONGA • DEPARTMENT ACTIVITIES REQUIRED TO ACCOMPLISH CITY GOALS AND PRIORITIES GOAL I. TO BUILD A SOUND FINANCIAL BASE FOR THE COMMUNITY AMWISTRMX 1. To analyze and to recommend for review by the City Council proposed legisla- tion which may impact the City. 2. To explore the feasibility of contracting rather than hiring full-time city personnel to provide public services. 3. To evaluate feasibility of changing employee benefit programs to reduce costs to City.. 4. To evaluate existing policies for handling insurance claims filed against the City. 5. To recoup full costs for preparation and mailing of public agendas on a sub- scription basis. 6. To build community awareness and support of the City's financial outlook. • 7. To continue long-range planning activities for the Redevelopment Agency. A FMMCE DEPMTMERT 1. To identify funding sources for council approved programs. 2. To investigate legislation that will allow changes in fee structures to re- flect actual costs for providing municipal services. 3. To continue to provide an aggressive investment program to maximize interest earned from idle funds, under the auspices of the City Treasurer. 4. To continue reviewing the City's role in governing the community. This may include a reassessment of services which have traditionally been furnished, but may no longer be affordable. 5. To insure financial stability of existing programs as the City expands into more aggressive areas of growth and development. 6. To provide the City Manager with information to assist in the deci- sion-making process. ix Goals and Priorities May 1985 Page 2 CONKMSr DEYELOPwsWV - ADHIIISTRMOW • 1. To continue monitoring effective program management and coordination of ac- tivities. This includes: - Greater organizational training - Greater interagency liaison - Increased cross -training coordination - Develop complete data processing system and data management program 2. To enhance economic development activities in Rancho Cucamonga. This in- cludes: - More active redevelopment program - Greater private sector liaison - Greater City marketing efforts - Public information programs - Conference exhibits and materials 3. To expand and refine the entrepreneurial philosophy toward co -development Is opportunities and value capture in financing opportunities. CDIDIDEIrr DEYSIAPMBsi - BeGIDEE2TNG SERVICES 1. To optimize infrastructure management 2. To explore the use of flood control assessment programs to finance drainage improvements in the developed portion of the City. 3. To maintain current Drainage Master Plan and Fee Structure. 4. To extend the use of landscape and lighting assessment districts to relieve the General Fund expenses in commercial and industrial areas. 5. To optimize use of Federal grants to finance public improvements. 6. To expand use of 1911 Assessment Districts for street widening programs. CNNITZ SERVICES DEPART![®! 1, To explore and create, when possible, financing opportunities through pub- lic-private joint ventures, assessment districts, redevelopment funding, and, development agreements, which further the park improvement program in • the City. X Goals and Priorities May 1985 Page 3 . 2. To create opportunities for continuing movement toward financially self-supporting recreation programing while providing a wide range of avail- able activities. GOAL II. TO PROVIDE COST-EFFECTIVE PUBLIC SAFETY SERVICES AWMSTRATION 1. To evaluate the feasibility of employing contract personnel for Building and Safety services during peak periods. 2. To evaluate contract law enforcement as an alternative to forming a City po- lice department. 3. To supervise and evaluate City departments. 4. To respond to citizen requests for services in a timely manner. YINANCE DEPARTMENT . 1. To provide support and timely information from the Finance Department which will enable the public safety services to be provided efficiently and economically. CCIKUNITY DEVELOPM mT - BUILDING AND SAFETY SERVICES 1. To provide building and safety inspection in concert with and proportionate to the rate of growth in Rancho Cucamonga. 2. To develop a program for updating the base mapping system on at least a semi-annual basis with volume of revisions dictating greater frequency. 3. To continue acquisition of equipment for furtherance of the Records Manage- ment System in order to reduce need for storage space and clerical assis- tance. 4. To reduce overall plan checking costs through utilization of in-house plan check personnel. ComMTY SERVICE DZPARTKM 1. To complete the basic community -wide disaster plan unit which includes local interagency coordination of resources and direction and a public information • and education program. xi Goals and Priorities May 1985 Page 4 C01!!mn DZVMUM DIT DEPARTMT - EEGI>EERING SERVICES I. To improve traffic surveillance and planning program in order to heighten and efficiency of traffic flow. 2. To increase traffic controls to accommodate increased traffic, i.e., signing, striping, signals, etc. 3. To continue implementation of tree trimming program to eliminate potentially hazardous trees. 4. To improve the City's disaster response capability by: - Increasing planning and preparation - Establishing inventory control system to insure access to equipment - Acquire communications equipment and high band frequency radio equipment 5. To continue proactive sidewalk repair program and budget including new side- walk program for pedestrian safety. 6. To improve the preventative street maintenance program to prevent hazardous road conditions from developing. 7. To complete the Capital Improvements Programs as expeditiously as possible. 8. To increase training of traffic and maintenance personnel in ***. PDELIC SAFETY - SHERIFF'S DEPAR7MMT I. General Law Patrol - To establish and maintain a functional level of law enforcement which keeps pace with the growth and demands of the community. This goal will be accomplished in the following manner: - To continue current progress towards the adoptive proactive patrol level of 45 percent by January 1, 1987. We are presently on target with an av- erage of 40 percent as of January 1, 1985. - To maintain an average response time of 8 minutes. (Three minutes for emergency calls, 6 minutes for urgent calls, and 15 minutes for routine calla). 2. Traffic Safety Unit - To reduce the increase in injury traffic collisions to 10 percent through 1985 and 5 percent in 1986. xii • 0 Goals and Priorities may 1985 Page 5 - To increase the Station's Traffic Enforcement Index to 30:1 (30 hazardous citations for every injury traffic collision). 3. Investigations Unit - To maintain a 20 percent clearance rate for all burglaries, residential and commercial. - To increase the larceny clearance rate from 11 percent to 15 percent. - Increase the Part I clearance rate to 30 percent. 4. Crime Prevention Unit - To increase the number of Neighborhood Watch and Block Parent Programs to keep pace with the rising static population- - To increase the number of fingerprint and child abuse programs presented through the PTA and the local schools. - Implement the "business information system" through the Rancho Cucamonga Chamber of Commerce and small business associations. - To develop a Senior Citizen Program based on the film "Senior Power." 5. Other Programs - Maintain current level of activity in school liaison, Court and Complaints Officer, and gang programs. GOAL III. To ACTIVELT PURSUE PAY[ ACODISITIOD ADD DEVELOPIMT AMMSTRATIOD 1. To continue a program of public awareness regarding costs and alternatives for park acquisition and development. 2. To continue legislative analysis and support of proposed legislation to en- courage financing of parks. 3. To serve as staff coordinator for the Advisory Commission. COMMITS SERVICE DEPARTMMT 1. To conduct a five-year community review of the Park and Recreation Element of the Rancho Cucamonga General Plan and recommend revisions where appropri- ate based upon that completed review. • Goals and Priorities May 1985 Page 6 2. To continue implementation of a City Council approved program of park acqui- • sition and development. FINANCE DEPAR7MMT 1. To identify costs and alternative funding mechanisms for meeting the City's park acquisition and development goals. 2. To identify actual operating costs and maintenance costs for City facilities in order to develop adequate user fees. 3. To encourage cost recovery programs so as to remove tax payer subsidy. caNmiw DEYEIAPMT - EEGIEEERIEG SERVICES 1. To identify and periodically update maintenance costs for newly acquired and developed park sites and equestrian trails. 2. To develop park maintenance programs for newly constructed parks. GOAL IV. TO PROVIDE A EIGEEE LEVEL of ROAD MAIETZMAECE AND To ' PROVIDE ADEODATE FLOOD PRoTECTIot AMMSTRAMON 1. To monitor existing and proposed legislation which may provide funding for road or flood control improvements. 2. To include the Redevelopment Agency to the greatest extent feasible in solving flood control problems. 3. To monitor and participate in intergovernmental activities with omnitrans, SANBAG, and other organizations to ensure that needs of Rancho Cucamonga are adequately considered. 4. To remain involved in community relations programs and to respond to citizen concerns. 5. To continue long-range planning activities for the Redevelopment Agency. 6. To coordinate progress between Redevelopment AGency and the private sector. FINANCE DEPARTMT 1. To provide financial management of funds reserved for road maintenance and • flood control. xiv Goals and Priorities May 1985 Page 7 . 2. To assist in implementing assessment district financing where appropriate. 3. To identify cost factors so as to initiate recovery of same through financing mechanisms. CO1DIOdI1R DSVHTAPlOD7T - SSGI3SITY13G SUVICBS 1. To establish an equipment maintenance program in order to maximize the life of City equipment. 2. To maintain a Pavement Marker Program to increase vehicular and pedestrian safety. 3. To maintain adequate levels of signal maintenance. 4. To complete a five-year street improvement program as funds become avail- able. 5. To complete Hermosa/Turner Improvement Program. 6. To establish a pavement management system in order to make certain that pre- ventative maintenance is programmed for all city streets. 7. To fund an annual street preventative maintenance program. • 8. To develop a routine storm drain maintenance program to handle increases in storm drain maintenance and repair, i.e. cleaning, grouting, and occasional patching. 9. To expand parkway improvement and maintenance activities to make full use of available resources. • GOAL V. TO BICOIISAGE PYOACTIV6 RAM= THAI YBACTIVA LORC-RARGI PLAMISG ADKMSTYATIOi 1. To continue an aggressive redevelopment program. 2. To continue the development of permanent public safety/civic center facili- ties. 3. To communicate with city council members on long-range planning issues. 4. To continue active involvement in intergovernmental relations which are viewed as important to the city council. xv Goals and Priorities May 1985 Page 8 5. To evaluate all long-range personnel costs associated with implementation of • any new programs. Costs shall be identified for the city council before program decisions are considered. COIO(UNIT! DZVZLOPl30FT - ADMINISTRATION 1. To continue establishing public information programs and public relations programs in order to clearly state city policies which have been adopted by the city council. COMMDNITT DEVELOPMENT - CURRENT FLAMM 1. To improve the efficiency and effectiveness of the development review and inspection process by implementing the following: - Responsive/timely plan checking and site inspections - Staff training/education and development, i.e. public relations, planning and environmental law - Computerized land -use data base - Base Maps - Updating of development criteria, brochure, and public handout materials 2. To improve the quality and responsiveness to address public inquiries by im- plementing the following: - Staff training/public relations - Public information material such as brochures, guidebooks, handouts, popu- lation/economic statistics, status reports 3. To develop an effective, responsive, and efficient code enforcement program by implementing the following: - Staff training/development in areas of public relations and code enforce- ment law - Coordination with respective agencies - Community education/public relations - Abatement of nuisances/non-conforming uses/structures - Proactive enforcement programs - Enforcement Districts xvi Goals and Priorities May 1985 Page 9 • 4. To provide for the ongoing task of responding to other government agency re- quests and to assure that the city is meeting its mandated obligation of lo- cal, regional, and state requirements. CQ4D71ITY DSVHLOPMBeT - ADVAECE PLANNING 1. To upgrade the City General Plan as necessary. - To revise the General Plan. California state law requires that every 5 years the City update its General Plan. The revision should be complete no later than June 1986 if funding is available. - To revise the adopted Specific Plans (ISP, ESP) in order to more specifi- cally address the community design opportunities in Rancho Cucamonga. - To prepare a Specific Plan/EIR for Foothill Boulevard. These plans would implement land use regulations and community design standards and guide- lines as outlined in the General Plan. - To develop and implement long-term annexation for the City's sphere of in- fluence. - To develop and implement a specific plan program for land within the Coun- ty unincorporated area for future annexation consideration. CDlMDSITY DEVffiAFlDDIT - BUILDIIG ASD SAFETY 1. To develop a method for computer tracking of plan check activities. 2. To develop a coordinated program of occupancy inspections in conjunction with the Fire District at time of business license issuance. 3. To develop a housing conservation program. 4. To intensify development and distribution of brochures, press releases, and advisory publications to citizens, contractors, and developers. CQDI0IITY DEYELOPMW - BeGINEEYUG SERVICES 1. To improve land development services by providing the following: - Adequate inspection service - Increases attention to records management - Improved Plan Check coordination - Development of city base maps and property records Xvii Goals and Priorities May 1985 Page 10 2. To continue Day Creek flood control facilities construction program. • 3. To continue to actively pursue the Foothill Freeway Implementation Program. 4. To develop a Pavement Management System. 5. To prepare implementation program for the Etivanda Area Drainage Plan. 6. To develop Etiwanda Creek Financial Plan. 7. To refine the Transportation Management Programs and Circulation Element to keep pace with expected growth. 8. To coordinate Infrastructure Financial Strategies, i.e. Assessment District, Redevelopment Programs, coordination with development of planned communi- ties, bond counsel, and assessment engineering. COEMDEITf SERVICE 1. To conduct a five-year community review of the Park and Recreation Element of the Rancho Cucamonga General Plan and recommend revisions where appropri- ate based upon that completed review. 2. To complete the basic community -wide disaster plan unit, which includes lo- cal interagency coordination of resources and direction and a public infor- mation and education program. GOAL VI. TO PLM FOR PMEMEET CITT FACILITIES 1. To foster citizen awareness of the need for permanent city facilities. 2. To continue exploring and developing feasible financing mechanisms for land acquisition and construction of building improvements needed for public fa- cilities, public works maintenance yard, and civic center including the feasibility of using increment tax for financing. 3. To provide * * and program arrangement of facility development. CO KMTT DEVELOPNM - PMIC WOW EAIETEEAECE SERVICES 1. To develop preliminary site plans, requirements, and financial options for construction of permanent maintenance facility. n U Goals and Priorities May 1985 Page 11 . ALL OTM DEFARIMETS 1. To evaluate space requirements in accordance with present and future service needs including equipment and records storage. SUPPORT GOALS 1. Develov Sound Financial Base for Community Community Awareness Communication with city council members with special interest groups 2. Evaluate Allocation of Resources and Service Lands Personnel (administration of program) Facility management (workspace needs) Community awareness, etc. Intergovernmental relations . Redevelopment activities Long-range community planning Crisis management -identify potential need to adjust levels of service 3. Employee Training and Management Development Personnel - safety, orientation training Service award program Disaster planning and coordination 4. Disaster Planning Records management and retention Personnel training Community awareness Intergovernmental relations Communication with city council Facility development planning xix FUND ANALYSIS L 115 FUND General Traffic Safety Gas Tax Art 8 S.B. 325 Recreation Benefits Contingent Inter Govrmt11 Service Revenue Sharing Capital Reserves Park Development Beautification Systems Development Drainage Facilities Federal Aid Urban Grants 'Rev Frm 0th Agencies Assessment districts TOTAL ESTIMATED BALANCE 07-01-85 681,137 0 1,659,917 704,749 132,779 487,528 577,018 0 519,108 1,328,854 1,333,971 3,233,378 227,876 216,674 (1,333) 0 228,939 11,330,595 ESTIMATED REVENUE 1985-86 9,797,550 118,557 787,366 557,580 155,834 0 0 365,364 0 990,567 638,717 1,523,609 667,427 444,384 757,291 150,000 300,604 0 00 TRANSFER TRANSFER IN OUT --------- --------- 2,651,468 1,222,346 118,557 787,366 147,771 574,575 365,364 500,000 190,954 455,507 199,539 61,490 150,000 322,691 ESTIMATED ESTIMATED EXPENDITURES BALANCE AS OF 1985-86 7-31-85 ---------- 11,874,291 ---------- 33,518 0 0 1,270,000 389,917 841,000 421,329 0 288,613 0 635,299 406,899 744,694 0 0 500,000 519,108 1,728,208 591,213 1,400,000 381,734 2,350,000 1,951,480 550,000 145,764 650,000 11,058 541,291 153,177 0 0 200,000 6,852 17,254,850 3,873,814 3,873,814 22,311,689 6,273,756 XX ESTIMATED SOURCES TAXES Property Taxes Sales 6 Use Taxes Franchise Fees Property Transfer Transient Occupancy Tax Ademissions Tax Total Taxes LICENSES It PERMITS Business Licenses Bicycle Licenses Dog Licenses Building Permits 0th licenses 8 Permits Total Licenses 8 Pmts FINES i FORFEITURES General Ordinance Fines FEES FOR SERVICE Plan Check Planning Fees Engineering Fees Total Fees for Svc REVENUE REVENUE FROM OTHER AGENCIES A. F. D. C. Alcoholic Beverage Licenses Motor Vehicle in Lieu Homeowners Property Tax Rel Bus Inv Prop Tax Relief Trailer Coach Fees Hwy Carrier Bus Lie Fees Cigarette Tax Off Hwy License Fees Tot Rev Fro) oth Agencies MISCELLANEOUS Interest Earninqs Sale of Printed Material Rents 6 Leases Other Revenue Total Miscellaneous TOTAL &RAL FUND REVENUE xxi SOURCES ACTUAL 1979-1980 ACTUAL 1980-1981 ACTUAL 1981-1982 ACTUAL 1982-1983 ACTUAL 1903-1964 ESTIMATED REVENUE THR ESTIMATED 16,433 18.'?4 477 15,540 367 612 1620 1984-1985 04-31-85 1985-1986 616,636 1,534,817. 590,311 1,508,994 669,836 2,047,202 752,871 1,918,416 762,596 2,379,012 931,859 852,276 110151659 337,807 509,344 532,884 627,271 667,585 2,217,585 724,982 1,918,940 2,672,834 113,548 105,507 70,587 48,629 143,433 112 158 735. SB6 818.075 3 a a a 216 . 131,486 161,315 0 •--------- 0 ---------- e --------- 0,681 --------- 9 --------- See 10,900 - e 19,444 a 26,032 2,602,80B 2,714,156 3,320,509 3,347,167 3,962,327 3,997,984 3,657,732 4,693,915 188,633 318 181,603 531 237,605 288,644 364,450 298,510 422,457 411,865 16,433 18.'?4 477 15,540 367 612 1620 SSe 927 1,100 363,274 5,769 403,9165 3.025 204,403 368,068 934,726 778,545 913,626 1,171,609 ---------- ---------- 777 --- 1,030 2,574 1,2160 2,027 2,293 574,427 607,398 458.802 671.441 1,303.382 ---------- 1,078,805 ---------- 1,339,037 1,592,867 7,631 35,174 7,485 7,832 13.863 10,619 6,915 10,223 164,494 516,729 186,619 195,407 136,161 73,841 310,168 102,029 480,854 473,808 575,939 631,857 203.588 366,852 294,742 221,657 674,651 210,"7 741,224 279.221 571,187 250,348 ---152,236 ---------------- ---------- ---------- ---------- 651,509 367,459 585.614 576,854 706,939 1,376,562 ---------- 1,425,839 ---------- 1,426,347 ---------_ 1,533,714 0 52.983 a a a a a 15,892 17,527 0 0 0 a a 876,573 33,675 885,378 42,637 892,944 856,997 892,609 1,392,478 0 1,138,131 a 1,616,022 4,345 46,322 42,939 46,323 13,622 49,639 43,503 46,986 23,050 21,810 23,009 12,359 13,824 19,493 20,476 13,167 0 11,796 23,514 0 17,635 5,861 20,618 a a a a 15 222 ' 127,540 591 142,066 144.401 151,451 138,726 169,212 122,685 a 143,397 ---------- 770 ---------- 795 ---------- 922 ---------- 1,634 ---------- 1---- 1,329 1,076,836 1,222,125 1,146.695 1,093,107 1,136,625 ---------- 1,597,636 ---------- --- 11306,619 _____ 1,816.314 270,000 63,788 328,853 11,772 337, 01616 9,952 57,332 191,515 84,415 93,017 115,489 2, 22a 3,035 3,895 13,410 1,940 16,479 1,201 20,360 1,200 22,219 1,400 25,780 307- 214 --------- --------- 105,317 - - ----7,418 13,417 9,442 6,314 6,550 1,800 7,448 643,222 448,977 358,265 06,099 218,637 112,289 _ __ _ 123,186 ____ __ 150,517 5,272,383 5,613,444 5, 86♦1l 5,912,605 8.011,396 8,223,172 7,859,836 1, 550 XX11 TRAFFIC SAFETY FUNDo 86,37 49,412 116,504 113683 . 101,709 89,835 99,590 118,557 Vehicle Code Fines TRANSPORTATION & GAS TAX 223, IB4 2-6,722 222,052 228, 130 256,220 227,257 233.744 370,582 247,318 532.548 2106 Gas Taw 2107 Gas Tax 210.181 217.108 221.890 413,473 584,340 7.500 507,669 7'700 • 7, 500 2107.5 Gas Tax 6,000 494,442 6,0x0 577,817 7.508 554,349 7,500 597,604 269,073 SB5, 725 49a•e90 557,580 48,51' Article B - S.B. 325 --- 128,652 104.902 32,750 ----__-_ Other (Interest Earnings) __- --------- ---------- 1,027,647 1.134,443 ------ ___ 1.246,707 1,222.035 ---------- 1,360,901 1,102.223 _ 1.393,458 Total Trans & Gas Tax 933,807 RECREATION ENTERPRISE FD 58.660 83.1 -. -4 110 130,526 114,668 118,221 1-5,324 155,834 Recreation Programs REVENUE SHARING 226,043 563.706 461,005 166,957 166,417 292, %5 102,676 365.364 Entitlement CAPTIAL IMPROVEMENT FUNDS 117.253 105,181 298,102 327,692 157,242 515,749 872,994 1,563.235 990,567 1, 523,609 Park Development Systems Development 323,ea3 363,143 218,916 562,442 142,799 396,257 89.968 676,750 210,789 623,710 6668.417 Beautification 209.406 325,522 141,975 459,762 62,133 225,702 309,596 265,625 493,335 566,233 296,256 444,384 Drainage 0 63,150 (6,686) 0 744.000 1,134,000 F.A.U. e e a 0 193,923 --------- ------____ Other Capital Resources --- ---------- ---------- 798,167 ---------- 1,342.529 ---------0 1,653,092 ---------- 3,224,546 - 3,922,428 4,264.704 Total Cao ImPrvrnr,mts 975.184 1,133.211 GRANTS a 0 a 175,339 0 175,339 Park Bond (1980) 0 30,518 a 325,649 131,925 360,000 437,0 0 402.000 0 a 473,000 47,952 C.D.B.G. Roberti-ZrBerg Pk Grant 180,000 0 a a e 0 47,952 20,000 20,000 61.000 Sidewalk ___ a ---------- ---------- 131,9-5 ---------- 360,000 ---------- 437,000 ---------- 645,291 ---------- 20, mea ---------- 757.91 Total Grants 210,518 325.649 SPECIAL ASSESSMENT DISTRICTS 0 21,539 .25,483 40,000 40,000 131,136 300.604 ---------- LandscaPe7Liting Maint. a ---------� - --------- ---------- ---------- ---------- 40,000 - 40 a0a ---------- 131,136 300,604 0 21,539 25,483 , Total Rssmt Disir•rcts REVENUE FROM OTHER AGENCIES 0 a 0 e 150, We a 161,250 a Redevelopment Agency a 40.811 1.279 0 0 --- 0 0 ---------- --------- Other - --------- ---------- ---------e - a 150, 0e0 0 161, �5 Total Rev frm oth Agncy•s 4e,811 1.279 a 5,921,759 5.583,377 7,517,06- SPECIAL FUNDS 2,531,403 3.184,041 '2,787,693 3,385,885 3,734,921 TOTAL 8,797,485 8,656,503 9,298,490 11,746,317 14,144,931 13,443,213 17,314.612 TOTAL ALL FUNDS 7,803,786 XX11 GENERAL GOVERNMENT OPERATIONAL COST SUMMARY SUPPLIES & ADMINISTRATION SALARIES -------- SERVICE ---------- CAPITAL TOTAL City Council 16,500 13,250 -------29 0 City {Tanager - - - - - - - - - - - Personnel - - -143,866- 25,-270 - 2,500 ,750 171,630 City Clark 42,746 29,183 24,624 19,015 925 55,350 68,295 103,548 Finance 271,727 ------- 106,969 ---------- 38,754 417,450 Total Administration 504,016 189,128 ---'--- 97,529 ----- - 790, 673 OPERATING OVERHEAD ------------------ Inter Governmental Svc 0 197,501 209,.398 406,899 City Facilities General Overhead 20,280 409,701 46,000 475,981 Benefits Overhead 0 0 315,098 1,090,451 0 0 315,098 1,090,451 Total Operating O.H. 20,280 2,012,751 255,398 2,288,423 TOTAL ADMIN & OVERHEAD 524,296 2,201,879 352,927 3,079,102 PROGRAM CENTERS COMMUNITY DEVELOPMENT --------------------- Planning Commission 6,000 3,000 0 9,000 Administration 144,067 11,512 3,750 159,329 Planning Building & Safety 548,149 485,296 245,620 57,900 17,300 811,069 ------- ---------- 19,900 563,096 Total Community Dev 1,183,512 318,032 ------- 40,950 --------- 1,542,494 COMMUNITY SERVICES ------------------ Community Services 353,932 132,290 27,750 513,972 Community Recreation 22,500 ------- 144,334 5,000 171,834 Total Community Svc 376,432 -----=---- 276,624 ------- 32,750 --------- 685,806 • PUBLIC WORKS • • Engineering 812,688 223,075 48,330 1,084,093 Street & Park Maint 403,408 - 1,347,400 15_900 - -1,766,708 Total Public Works 1,216,096 1,570,475 64,230 2,850,801 PUBLIC SAFETY ------------- Contract Costs 0 162,816-- 3,406,743 306,141 0 13,464 3,406,743 482,421 Non -Contract Costs - -- Total Public Safety 162,816 3,712,884 13,464 3,889,164 TOTAL PROGRAM CENTERS 8,968,265 TOTAL ADMIN OVERHEAD & PROGRAM CENTERS 12,047,367 1,222,346 RESERVE REQUIREMENTS 405,657 CONTINGENCY -- 13.675.370 . GRAND TOTAL. AVAILABLE RESOURCES General Fund 9,797,550 Traffic Safety 118,557 Revenue Sharing 365,364 City Capital Funds 846,000 (1) Block Grant 61,490 (2) Redevelopment 159,500 Gas Tax 787,366 Inter Governmental Svc Fund 406,899 84-85 Available Balance 681,137 (4) Assessment Districts 279,673 Community Recreation 171,834 TOTAL 13,675,370 13,675,370 BALANCE 0 (l) Resolution authorizes up to 25% for overhead from Systems, 000 Drainage and Beautification. For Fiscal year 85-86, , should be available. (2) Assumes full expenditure of allocation with a 13% City overhead. (4) This figure may vary drastically. Currently based on data as of 3-31-85. xxiv Pi FUND: General ACCOUNT: 1-110 DEPARTMENT SUMMARY Personnel Supplies 6 Services Capital Outlay TOTAL PERSONNEL 0 CITY COUNCIL KA 1982-83 1982-83 1983-84 1983-84 Expense 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Budget Expense Budget _______ Expense _______ Budget _______ 05-31-85 ________ Budget ________ Budget ________ _______ 12,000 _______ 11,658 12,750 12,334 16,500 14,911 16,500 16,500 10,460 7,659 10,468 18,912 11,950 10,853 13,250 0 a 0 0 a 0 0 a ________ 0 -------- _______ 22,480 _______ 19,317 _______ 23,218 _______ 31,246 _______ 28,450 ________ 25,764 29,750 16,00 KA 1982-83 1983-84 Expense 1985-86 Council Positions 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Current Proposed Budget Expense Budget _______ Expense _______ Budget _______ 05-31-85 __ Budget Budget -------- _--___-- _____ - Councilmem6er 5.0 5.0 _______ 12,000 _______ 11,658 12,750 12,334 16,500 14,911 16,500 _______ _______ TOTAL 5.0 5.0 ------- 12,000 ------- 11,658 ------- 12,750 ------- 12,334 ------- 16,500 __ 14,911 _____-------- 16,500 0 KA SUPPLIES Al SERVICES Classification Account Travel & Meetings 3100 Mileage 3300 Maint & Operations 3900 Dues 3956 Contract Service 6028 TOTAL 3 1982-83 1982-83 Actual Budget Expense 5,400 5,906 2,280 357 1,050 1,132 500 25 1,250 239 10,480 7,659 ACTIVITY INFORMATION 3100 Travel & Meetings San Bernardino County Association of Governments (SANBAG) League of California Cities Annual Conference (3) League of California Cities Labor Relations Institute League of California Cities -Inland Empire Division National League of Cities Conference -Washington D.C. (2) Legislative Conferences/Sacramento as required League of California Cities Policy Seminar Council Committee Committee Meetings Local Meetings(Clout, Chamber of Commerce, Etc) Mileage 3300 Local Meetings as required Maintenance & Operations 3900 Awards & Engravings Miscellaneous Office Supplies Printing/Legal Advertising as required Dues 3956 Miscellaneous Dues as required • 1983-84 1983-84 Actual budget Expense 6,750 10,032 1,100 255 868 1,734 500 1,900 1,250 4,991 10,468 18,912 TOTAL 1[�1L•D TOTAL TOTAL Expense 1984-85 Thru Budget 05-31-85 ___ -------- 9,650 7,703 1,100 275 1,200 487 0 100 0 2,268 11,950 10,853 650 750 500 750 3,000 1,800 500 000 900 9,650 350 200 550 1985-86 Proposed Budget 10,850 1,100 1,2ea 10a 0 13,250 650 1,400 500 750 3,000 200 650 700 800 10,850 1,100 450 200 550 1,200 100 Councrl Approved Budyet r 5 CITY MANAGER FUND: General ACCOUNT: 1-122 DEPARTMENT SUMMARY PERSONNEL 1982-83 1983-84 Expense 1985-86 Council 1985-86 1982-83 Actual 1963-84 Actual 1984-85 Thru Proposed Approved Classification ____________________ Budget ------- Expense _______ Budget ------- Expense _______ Budget 05-31-85 Budget Budget Personnel 159,699 159,306 114,674 110,531 _______ 123,696 -------- 110,975 -------- 143,860 -------- 0 Sopplies 6 Services 60,430 38,962 18,175 24,251 19,960 17,017 25,270 a Capital outlay 1,350 _______ 1,335 _______ 5,850 _____ 3,172 a 718 2,500 0 TOTAL 221,479 199,603 138,699 --- 137,954 ____ 143,856 -------- 128,710 __ 171,630 -------- 0 PERSONNEL • • 1982-83 1983-84 Expense 1985-86 Council Positions 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification ____________________ Current Proposed ------- -------- Budget ------- Expense _______ Budget _______ Expense ------- Budget _______ 05-31-85 Budget Budget City Manager 1.0 1.0 61,428 61,428 63,476 63,476 65,004 -------- -------- 65,004 -------- Asst to City Manager (2) 0.5 0.0 0 0 a 0 16,099 0 City Clk-Records Mgr (1) 0.5 0.5 21,120 21,120 10,912 10,005 13,077 12,324 Admin Analyst (2) 0.5 0.5 21,702 21,702 11,472 10,294 11,062 12,590 Sr Office Asst (2) 0.5 0.5 14,388 14,388 7,942 7,114 8,889 9,046 Deputy City Clerk (l) 0.5 0.5 0 0 0 0 8,086 8,268 Asst City Manager (2) a.0 0.5 39,861 39,861 20,872 19,642 0 19,800 Office Assistant a.a 1.0 0 0 0 0 0 12,768 Overtime 1,200 807 0 0 1,000 0 a Step Incr Contingency _______ ___ 0 _____ 0 ________ 0 0 _______ 679 _______ 4,058 ________ -------- 3.5 4.5 159,699 ________ 159,306 114,674 110,531 123,896 ________ 110,975 143.860 a (1) 50% Charged to City Manager and 50% Charged to City Clerk. .. (2) 50% Charged to City Manager and 50% Charged to Personnel. • • SERVICE ADMINISTRATIVE SERVICES Admfaistrstiou provides staff support, research, and information relative to the administration and implementation of the following: Omintrans - Intergovernmental relation (i.e., SNIBAG, SLAG) - Legislative Analysis - Apimal Control Contract - Rubbish Service - Cable Television Franchise - Mobile Home Park Accord - Fireworks Ordinance - Ambulance cery ice regulation - Spring Clean Sweep - Quarterly Newsletter - Grapevine - Community Relations (general economic development and citizen inquiries) School sponsored "Career Days" School and Civic presentations - Nigh School Government Day - City representation on Chamber of Commerce, Baldy View Coalition, CLOUT - Facility operations (leasing and maintenance) CURRENT STAFFING 1 City Manager 1/2 Assistant to City Manager 1/2 Administrative Analyst 1/2 City Clerk/Records Manager I/2 Deputy City Clerk 1/2 Senior Office Assistant 0 • SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Increases in the implementation of various administrative services (i.e.. cable television franchise, Mobile Nome park Accord, Ambulance Regulation, and legislature analysis) has increased secretarial work load impacting the timely preparation OPTION A Retain Current of reports, and correspondence. Increased work load Service Level and has also decreased that time spent on public Staffing information and citizen inquiries. Add 1 office - Increase the department's efficiency in preparing reports and coorespoodence. Office Assistant would assistant also help to better respond to citizen inquiries and information. OPTION B OPTION C RECOMMENDATION-OpionB f 7 SUPPLIES S SERVICES 1982-83 1983-84 Expense 1985-86- Council 1982-83 Actual Classification Account Expense 1983-84 Budget Actual Expense 1984-85 Thru Proposed Approved -Budget - .... ------ _______ _______ _______ Budget 05-31-85 Budget Budget Travel 6 Meetings 3100 7,150 7,922 6,250 9,078 _______ 9,770 ___5_989 5,989 5555____ 10,940 ________ Mileage 3300 2,400 2,424 200 127 200 372 250 Maint 6 Operations 3900 16,500 6,868 4,500 6,922 3,375 5,305 7,315 Dues 3956 1,380 1,273 Contract Service 6028 33,000 20,475 1,375 5,850 2,952 3,172 1,115 5,500 398 1,265 5555- ------- -------- ------- 4,953 5,500 TOTAL 60,430 38,962 18,175 24,251 -------- 19,960 -------- 17,017 5555___ 25,270 -------- 0 ACTIVITY INFORMATION 3100 Travel 6 meetings League of California Cities Annual Conference ( (11 500 League of California Cities Inland Empire Division 300 700 League of California Cities City Managers Conference 800 300 League of California Cities Policy Seminar 500 1,200 National league of Cities Congressional Conference 1,500 650 1,500 International City Managers Association Conference 1,200 1,350 Service Club participation (local) 200 Sacramento Legislative Conferences as required 1,800 200 Community meetings as needed 645 1,800 Chamber of Commerce (Baldy View Coalition, Etc) 225 750 Inland Empire Urban Managers 100 325 Various Local meetings as required 2,000 165 2,000 3300 Mileage TOTAL 9,770 10,940 Local Meetings as required TOTAL 187 250 3900 Maintenance 8 Operations Legal Advertising 1,475 3,197 Printing Publications 525 1,138 Office Supplies 1aaa , 2,167 Miscellaneous 375 ------- 813 ------- TOTAL 3,375 7,315 3956 Dues International City Managers Association (ICMA) 650 700 American Society of Public Administration (ASPA) 75 100 Local Service Club 125 125 Chamber of Commerce 50 50 California Public Information, Officers 50 75 Municipal Managers Assistants of Southern California (MMASC) 65 65 Mioscellansous 100 150 6028 Contract service TOTAL 1,115 1,265 Projects as directed by City Council• TOTAL 5,500 •i T CAPITAL OUTLAY H 1962-83 1983-84 Expense 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Account Budget Expense Budget _______ Expense _______ Budget _______ 05-31-85 ________ Budget _ _______ Budget ________ Building Improvements 7043 _______ 0 1,350 _______ 0 1,335 0 5,850 0 3,172 0 0 0 718 0 2,500 Equipment 7044 ------- ------' --'---' ------' ------- --'---- TOTAL 1,350 1,335 5,850 3,172 0 718 2,500 0 7044 Equipment TOTAL 0 2,500 Office Station Equipment H r FUND: General ACCOUNT: 1-126 DEPARTMENT SUMMARY Classification -----'----personnel Supplies 6 Services Capital, Outlay TOTAL PERSONNEL 0 CITY CLERK 1982-83 1982-83 Actual Budget Expense ------- _-----0 0 0 e a 1983-84 1983-84 Actual Budget Expense 19,212 18,903 55,825 28,036 a 0 75,037 46,939 Expense 1985-86 Council 1984-85 Thru Proposed Approved Budget 05-31-85 Budget Budget ------- -------- -------- -------- 21,163 19,334 29,183 e 29,403 22,426 19,015 0 6,565 5,404 55,350 e 57,131 47,166 103,548 e Expense 1985-86 Council 1984-85 Thru Proposed Approved Budget 05-31-85 budget Budget ------- -------- -------- -------- 13,077 12,324 8,086 8,694 0 7,356 0 809 ------- ------- ------ ------ 21,163 19,334 29,183 0 0 1982-43 1983-84 Position 1982-83 Actual 1983-64 Actual .Classification Current Proposed Budget Expense ------- Budget Expense ------- -------------------- City Clk-Records Mgr (1) -------------- 0.5 0.5 ------- 0 ------- 0 10,912 10,912 Deputy City Clerk (1) 0.5 0.5 0 0 8,300 7,991 Part -Time Records Mgmt 0 0.5 0 0 0 Step Increase Contingency ------- ------- a ------- 0 ------- ------- 0 ------- TOTAL 1.0 1.5 0 0 19,212 18,903 (1) 50% Charged to City Clerk and 50% charged to City Manager. Expense 1985-86 Council 1984-85 Thru Proposed Approved Budget 05-31-85 Budget Budget ------- -------- -------- -------- 21,163 19,334 29,183 e 29,403 22,426 19,015 0 6,565 5,404 55,350 e 57,131 47,166 103,548 e Expense 1985-86 Council 1984-85 Thru Proposed Approved Budget 05-31-85 budget Budget ------- -------- -------- -------- 13,077 12,324 8,086 8,694 0 7,356 0 809 ------- ------- ------ ------ 21,163 19,334 29,183 0 0 s • • SERVICE CITY CLERK Provides research, information, and staff support relative to the following: - Records management - Agenda preparation and follow-up - Legal notices and advertising - Municipal elections - Secretarial to City Manager and City Council - Mayor/Council correspondence and community information - Insurance and claims processing CURRENT STAFFING 1/2 City Clerk 1/2 Deputy City Clerk SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Records management is not adequate. No permanent off-site copy of vital city records is kept in case of disaster or fire. - Shortage of storage area. Records are not being maintained in good condition according to lar. game OPTION A Retain Current vital records are deteriorating. Service Level and - Need to centralize storage records for uimtemauce Staffing purposes. Add l part time - Will allow for the implementation of microfilm program Office Assistant to and centralized records management program. process records and microfilm OPTION g OPTION C RECOMMENDATION: option B 10 ii SUPPLIES i SERVICES 3900 Maintenance 6 Operations Book Publications updates Legal Advertising Mathew Ordinance updates LARMAC Index to codes Minute Books West Publications updates DFM Association - Election Codes California Administrative Code updates Office Supplies 3956 Dues Executive Women International Institute of Municipal Clerks California City Clerks Association Association of Records Managers 6 Administrators 6028 Contract service Special Election(s) Word processing program updates C J TOTAL TOTAL TOTAL TOTAL 4XP@ns@ 1985-86 Council 1984-85 Thru Proposed Approved Budget 05-31-85 Budget Budget __________________ -------- 2,250 _______2,250 1,114 2,100 0 30 0 8,918 6,913 15,780 235 45 335 18,000 14,326 800 _______ _______------- ------- 29,403 22,428 19,015 0 450 450 450 450 330 330 200 200 120 120 250 250 300 300 150 150 2,250 2,250 1,750 3,500 4,000 8,000 0 500 0 100 350 700 150 300 0 30 0 250 2,668 2,400 .---_-_ ------- 8,918 15,760 75 110 65 75 75 75 0 75 235 335 10,000 0 0 800 18,000 800 0 !) 11ja2-83- 1443-84 1982-83 Actual 1983-84 Actual Classification Account ------- Budget _______ Expense Budget Expense Travel 6 Meetings 3100 0 _______ 0 _______ 2,550 ------- 1,782 Mileage 3300 0 0 200 61 Maint 6 Operations 3900 0 0 8,850 3,954 Dues 3956 0 0 240 340 Contract service 6028 0 _______ 0 _______ 43,985 _______ 21,899 TOTAL 0 0 55,825 ------- 28,036 ACTIVITY INFORMATION 3100 Travel R meetings City Clerks Institute City Clerks Association of California Advanced Continuing Education for Public Officials Southern California City Clerks Association Records Seminar-ARMA League of California Cities Annual Conference Executive Women International Miscellaneous Meetings as Required 3900 Maintenance 6 Operations Book Publications updates Legal Advertising Mathew Ordinance updates LARMAC Index to codes Minute Books West Publications updates DFM Association - Election Codes California Administrative Code updates Office Supplies 3956 Dues Executive Women International Institute of Municipal Clerks California City Clerks Association Association of Records Managers 6 Administrators 6028 Contract service Special Election(s) Word processing program updates C J TOTAL TOTAL TOTAL TOTAL 4XP@ns@ 1985-86 Council 1984-85 Thru Proposed Approved Budget 05-31-85 Budget Budget __________________ -------- 2,250 _______2,250 1,114 2,100 0 30 0 8,918 6,913 15,780 235 45 335 18,000 14,326 800 _______ _______------- ------- 29,403 22,428 19,015 0 450 450 450 450 330 330 200 200 120 120 250 250 300 300 150 150 2,250 2,250 1,750 3,500 4,000 8,000 0 500 0 100 350 700 150 300 0 30 0 250 2,668 2,400 .---_-_ ------- 8,918 15,760 75 110 65 75 75 75 0 75 235 335 10,000 0 0 800 18,000 800 0 !) 0 CAPITAL OUTLAY Classification Account Building Improvements 7043 Equipment 7044 TOTAL ACTIVITY INFORMATION 7043 Building Improvements Work station Modifications 7044 Equipment Word Processing Printer Transcriber and Accessories Typewriter Sheet Feeder Intercom Modifications Chair Optical Character Reader Records Retention Work Station Modifications 0 Is 1982-83 19ns-n4 txpense 1905-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved -budget Expense _Budget Expense -Budget 05_31_05 -budget_ -Budget- 0 0 a 0 500 0 0 0 0 0 0 6,065 5,404 55,350 _______ _______ _______ _______ ____________________________ 0 a a a 6,565 5,404 55.350 0 TOTAL 500 0 2, aa0 0 I', 000 0 700 0 2,200 0 100 0 65 0 0 10,16160 a 45,0160 0 350 TOTAL 6,065 55,350 12 1 FUND: General ACCOUNT: 1-124 DEPARTMENT SUMMARY Classification Personnel Supplies 8 Services Capital Outlay TOTAL PERSONNEL 13 PERSONNEL 1982-83 1982-83 Actual Budget Expense ------0 ------- e a 0 0 a 0 1983-84 1983-84 Actual Budget Expense 40,326 26,571 23,950 18,273 a a 64,276 44,844 Expense 1985-86 Council 1984-85 Thru Proposed Approved Budget 05-31-85 Budget Budget ------- -------- 36,741 34,176 42,746 a 38,864 55,138 22,024 0 0 0 925 0 75,625 89,314 65,695 a (l) 50% charged to Personnel and 50% charged to City Managers Office 0 0 0 Position 1982-83 1982-83 Actual 1983-84 1983-84 Actual Expense 19fl5-B6 Council ---- Classification- Current Proposed Budget Expense Budget Expense 1984-85 Budget Thru 05-31-85 Proposed Approved ______ ________ _______ _-_____ Budget Budget _-. ss ._. o City .Mgr (.1.1-._. _.-" a.5 0 0 a Admin Analyst 111 0.5 0.5 0 0 a a 16,099 0 Sr Office Rust (1) 0.5 0.5 0 11,472 8,114 11,062 390 12,048 Rust City Manager (1) 0 0.5 0 0 8,072 7,191 8,889 9.046 Overtime 0 20,782 11,266 0 19,800 Stop Incr Contingency 00 a a 132 _______ _______ _______ _______ 0 _______ 69 7 58 TOTAL 1.5 1.5 0 0 40,326 ________ 26,571 ______ 36,741 _______ 34,176 _______ 42,746 _ ______ a (l) 50% charged to Personnel and 50% charged to City Managers Office 0 0 0 SERVICE PERSONNEL provides research, information and staff support relative to the taloaiug personnel services: - Recruitment - Labor relations - Records management - Worker's compensation - Training i retention CURRENT STAFFING 1/2 Assistant to City Manager 1/2 Administrative Analyst 1/2 Senior Office Assistant a is SERVICE OPTION IMPLEMENTATION SERVICE IMPACT Adequate to meet service objectives. OPTION A Retain Current Service Level and Staffing OPTION B OPTION C RECOMMENDATION: option A 14 15 SUPPLIES & SERVICES - 1982-83 1983-84 Expense 1965-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Account Budget Expense Budget ------- ------- ------- Expense ------- Budget ------ 05-31-85 --- ---- Budget -------- Budget -------- ------- Travel 6 Meetings 3100 0 0 1,450 2,889 3,519 3,800 3,819 Mileage 3300 0 0 2,400 2,424 2,600 2,277 2,600 Maint 6 Operations 3900 0 0 6,200 3,580 9,275 11,251 9,475 Dues 3956 0 0 150 222 490 428 730 Contract service 6028 0 -------------- 0 13,750 ------- 9,158 ------- 23,000 ------- 37,362 ------- 8,000 ------- ------- TOTAL. 0 0 23,950 18,273 38,884 55,138 24,624 0 ACTIVITY INFORMATION 3100 Travel E Meetings League of California Cities Annual Conference (2) 500 700 California Public Information Officers Seminar 250 250 CALPELRA - Labor Relations 645 645 Municipal Managers Assistants of Southern California Conference 400 400 League of California Cities Personnel Institute 375 475 League of California Cities Inland Empire Division IB0 180 Community Meetings (Issues) 325 325 Service Club Participation 144 144 Local Meetings as needed 700 ------- 700 ------- TOTAL 3,519 3,819 3300 Mileage local meetings as required TOTAL 2,600 2,600 3900 maintenance 6 Operations Legal Advertising 5,500 5,500 Pro -Employment physicals 1,175 1,275 Recruitment Exam Expense 725 750 Printing 800 825 Publications 450 475 Office Supplies 300 300 Employee Processing Supplies 175 175 Miscellaneous 150 ------- 175 ------- TOTAL 9,275 9,475 3956 Dues CALPELRA - Labor Relations 90 90 Municipal Managers Assistants of Southern California (MMASC) 65 65 Service Club Participation 50 75 American Society Of Public Administration (ASPA) 75 125 International City Managers Associati <ICMA) 60 2.00 Miscellaneous 150 75 TOTAL 490 730 6028 Contract service Personnel Evaluation Revisions 5,000 5,000 Service Award Program 3,000 3,000 pevine Publication or • -15,000 --- 0 . TOTAL 23,000 8,000 0 CAPITAL OUTLAY classification Building Improvements Equipment TOTAL ACTIVITY INFORMATION 7044 Equipment Lateral Files Display Rack 198 63 11884-84 txpense 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Account budget Expense budget Exoense -budget 05_31 85 _budget_ _budget_ ___ _ _______ ______ --7043 0 a a a a a 0 7044 0 0 0 0 ______ 0 0 925 _ _______ _ __________ W. 0 850 a 75 TOTAL a 985 FUNDI General ACCOUNTS 1-150 DEPARTMENT SUMMARY Classification Personnel Supplies & Services Capital Outlay TOTAL PERSONNEL 17 FINANCE 1982-83 1983-84 1982-83 Actual 1983-84 Actual Budget Expense Budget Expense ------- ------- ------- ------- 158,817 154,503 168,903 160,523 72,578 69,317 58,877 63,749 8,308 4,727 2,400 6,308 239,703 228,547 230,180 230,580 Expenses 1985-86 Council 1984-85 Thru Proposed Approved Budget5/31/85 Budget Budget ------- --------------- --- ---- 235,543 191,606 271,727 0 56,590 58,787 106,969 a 37,757 20,933 38,754 0 329,890 271,326 417,450 0 Position 1982-83 1982-83 Actual 1983-84 1983-84 Actual 1964-85 Expenses Thru 19135-86 Proposed Council Classification Current Proposed Budget Expense Budget Expense Budget 5/31/85 Approved ------- ------- ------- ------- ------- ------- Budget Budget Finance Director Asst Finance Director 1.0 0.0 1.0 42,102 41,002 46,140 46,140 49,536 52,068 Senior Accountant 1,0 1.0 0.0 a 0 0 0 0 0 33,252 Accountant._ _ _ Accounting Technician* _ 0._0 1.0 __1. 0-.__20,088..._20, '-088--23 392- -21 995 ' 27 934 , 0 -- 20;700 - Business License Ins P 1.0 1.0 1.0 a 19,481 0 19,4666 0 20,760 0 19,363 18,766 22,540 19,212, Purchasing Assistant 1.0 1.0 16,502 16,502 17,016 15,619 19,538 22,428 19,800 Account Clerk Cashier/Receptionist 3.0 1.0 3.0 30,552 28,552 32,386 30,989 47,820 47.016 Office Assistant 2.0 1.0 2.0 14,892 13,700 14,503 13,700 15,404 12,933 14,009 11,536 16,681 17,652 City Treasurer 1.0 1:0 0 27,977 28,704 Overtime Step Incr Contingency 1,500 1,090 0 8 1,000 134 5,000 ------- ------- 0 ------ 0 ------- 872 ------ 872 3,751 5,295 TOTAL 12.0 13.0 158,817 154,503 168,903 ------- 160,523 ------- 235,543 191,606 .71,727 0 *the Position of Acounting Technician will be funded from the Redevelopment Agency. SERVICE FINANCE Accounting Provides professional accounting service to the City in accordance with Governmental Accounting Procedures as established by the Governmental Accounting Standards Board, I.R.S. and local and State legislative requirements. CURRENT STAFFING 1 Senior Accountant 1 Accounting Technician 2 Account Clerk. (1 Vacant) 1 Cashier/Receptionist 0 • SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Level of service continues on a very high professional level. However, this option opens the door to erosion of that service due to certain assignments which has produced aiming in Report Production, and special assignments have gone undone. Certain financial OPTION A Retain Current analysis and investigation of some legislative action Service Level and has gone undone. Staffing - Attention to accounting needs will be more pronounced. Add I Assistant Computer programing and accounting development can be Finance Director achieved. Additional Management Development Program and 1 Accountant can be instilled. - Developing an Assistant Finance Director position for the day-to-day routine will be shifted way from =segment personnel and allow them to perform the more complex financial planning and analysis OPTION B responsibilities. The Department Head will receive certain professional assistance in developing policy regarding accounting, budget, licensing, purchasing, etc. OPTION C RECOMMENDATION: Option B m SERVICE FINANCE Business License Carries out the City Ordinance requirements pertaining to the issuance and enforcement of Business License. Works in harmony with various civic organisations and maintains a professional attitude towards the public. CURRENT STAFFING 1 Business License Inspector 1 Account Clerk I Office Assistant 19 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Continue at current level to maintain an improved licensing process war previous years. OPTION A Retain Current Service Level and Staffing Contract Licensing - Minimal staffing would be required. Probably a lack of proprietary interest would exist. Public relations would also suffer. OPTION B OPTION C RECOMMENDATION: Option A U LJ SERVICE FINANCE Purchasing Provides purchasing services to City of Rancho Cucamonga in accordance with City policy, City Ordinance, and State Government Code. The function is responsible for the purchasing of several million dollars each year of supplies and services. CURRENT STAFFING I Purchasing Assistant 1 Office Assistant SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Daily work routines would be maintained even with staffing groving in other Departments. Worever, purchasing ordinance and policy should be rewritten to reflect the procedures we actually followed.. With reassignment of certain responsibilities under an OPTION A Retain Current Assistant Finance Director a more professional and Service Level and inter department approach will be maintained. Staffing OPTION B OPTION C RECOMMENDATION: Option A 20 I 21 SUPPLIES & SERVICES 1982-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification - Account Budget Expense ------- ------- ------- Budget Expense ------- ------- Budget ------- 5/31/85 ------- Budget Budget -------- Travel 6 Meetings 3100 4,200 4,026 3,110 3,733 5,640 5,392 -------- 8,410 Mileage 3300 3,400 3,200 3,400 3,329 3,970 3,736 4,1000 ._ Maint. 6 Operations 3900 14,689 8,024 13,875 8,634 17,085 19,122 46,589 Dues 3956 555 543 575 567 775 698 1,210 Contract Service 6028 49,734 53,524 ------- ------- 37,917 47,486 -------------- 29,120 ------- 29,839 46,760 TOTAL 72,578 69,317 58,877 63,749 56,590 ------- 58,787 ------- 1069969 ------- 0 ACTIVITY INFORMATION 3100 Travel d Meetings Governmental Finance Officers of America Conference 980 1,130 League of California Cities Annual Conference (2) 500 1,400 League of California Cities Annual Finance Conference (2) 500 1,400 Labor Relations Institute 450 250 California State Municipal Finance Officers Conference 860 300 California Municipal Business Tax Association Conference (2) 1,250 1,375 California Association of Public Purchasing Officers 750 980 Local Meetings as needed 100 500 California Municipal Treasurers Association Conference 250 475 National Purchasing Institute e 0 Institute of Governmental Purchasing Conference 0 0 PRIMA Risk Management Conference 0 600 TOTAL ------- 5,640 ------- 8,410 3300 Mileage Car Allowance - Dept head 2,400 2,400 Mileage reimbursement - Staff 1,570 _______ 1,600 ---___- TOTAL 3,970 4,000 3900 Maintenance 6 Operations Office Supplies 8,470 9,462 Printing (Checks, Warrants, Fonses, Budget, Bicycle Licenses, Etc)ses, Etc. 6,361 26,951 Legal Advertising (Revenue Sharing Hearings) 1,000 1,500 Computer Supplies 1,254 ------- 8,676 ------- TOTAL 179085 46,589 3956 Dues Governmental Finance Officers of America 250 275 California State Municipal Finance officers 125 250 California Municipal Business Tax Association 90 100 California Association of Public Purchasing Officials 25 l00 American Society of Public Administration 50 60 California Municipal Treasurers Association 85 100 Miscellaneous 150 325 National Purchasing Institute 0 0 National Association of Purchasing Managers 0 ------- 0 -_-_---- TOTAL 775 1.210 6028 Contract service Computer and Office Equipment Maintenance . Computer File Maintenance 9,120 20,000 00,760 13,000 . Cost Accounting stem S u System upgrade and cowputerizati 0 13. P.C") �nrn �•a Io.T 4F CAPITAL OUTLAY - 1982-83 1993-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Account Budget Expense Budget ------- Expense ------- Budget ------- 5/31/85 ------- Budqet -------- Budget -------- ------- Building Improvements 7043 ------- 0 ------- 0 0 0 0 0 0 Equipment 7044 8,308 ------- 4,727 ------- 2,400 ------- 6,308 ------- 37,757 ------- 20,933 ------- 38,754 ------- -------- TOTAL 8,308 4,727 2,400 6,308 37,757 20,933 38,754 0 ACTIVITY INFORMATION 7044 Equipment 1,000 1,000 Paper Shredder 5,500 2,500 Work Station Modifications Automated Cash Register 6,000 6,000 Computer Enhancements 9,147 11,700 Typewriter/Printer 1,200 0 Automated Check Signer 1,800 0 Filing Cabinets 1,000 1,600 Electric Mail Opener/Scale 1.200 a Book Case 200 150 Decolator/burster 2,710 2,710 Support equipment (Desks, Chairs, Etc) 3,000 2,00a Computer terminal Boards 5,000 8,000 Printer Buffer 0 900 Hard Disk/Wang 0 2,194 TOTAL 37,757 38,754 22 0 FUND& General ACCOUNT: 1-245 DEPARTMENT SUMMARY 23 CITY FACILITIES is 0 10 1982-83 1963-64 Expenses 1985-66 Council Classification 1982-83 budget Actual Expenses 1983-84 budget Actual Expenses 1984-85 Thru Proposed Approved _____ _____________ _______ _______ _______ _______ budget 5-31-85 Budget Budget Personnel Supplies 6 Services a 209,346 a 204,471 0 229,383 0 257,307 _______ a 335,992 ________ a 278,577 ________ 20,2b0 409,701 ------- a a Capital Outlay 41,115 _______ 37,133 ____I__ 2,500 _______ 5,420 _______ 35,500 ---- ___ 56,922 ________ 52,000 250,461 241,604 231,883 262,727 371,492 335,499 ________ 481,981 -------- 0 PERSONNEL -1982-83--- -.- -- -1983-84 -- -- Expenses 1385-86 Council Classification 1982-63 Budget Actual Expenses 1983-84 budget Actual Expenses 1984-85 Budget Thru Proposed Approved _____ -------------- _ _______ _______ _______ 5-31-85 Budget Budget Janitorial __ _______ ________ ________ ________ Part -Time 0 _______ 0 _______ 0 _______ 0 a a 2a,2b0 TOTAL 0 0 0 _______ 0 _______ a ___________ 0 _ _____ 20,-2 80 ________ a is 0 10 0 SERVICE IMPLEMENTATION FACILITIES OPERATIONS Provides staff support in the management and maintenance of the following facility operations: - Lease contract performed. The current custodial service is not - Common area maintenance contract - General facilities maintenance CURRENT STAFFING consideration of contracting with another custodial Contract Services Administered by City Manager's Office SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - An increase in the total office apace area supporting staff warrants an increase in maintenance services performed. The current custodial service is not capable of handling an increased work load,while consideration of contracting with another custodial OPTION A Retain Current service would prove costly. The City is currently Service Level and spending $26,000 for maintenance services. Staffing Add 2 part-time - Addition of facility maintenance workers would allow facility for better janitorial service of City facilities and maintenance would prove more coat efficient since those part-time workers to replace employees could attend to necessary repairs and minor contract seryices maintenance for which the City currently expends additional funds. Utilizing employee seryices rather than contract services would save the City an estimated OPTION R $3,000 in maintenance costa over the fiscal year. OPTION C RECOMMENDATION: Option R 24 25 SUPPLIES & SERVICES 0 0 0 1982-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Account Budget Expenses ------- Budget Expenses --------------- Budget ------- 5-31-85 -------- Budget -------- Budget -------- -------------- Maint & Operations 3900 114,014 98,783 107,750 129,892 134,740 110,614 167,798 Contract service 6028 95,332 105,688 ------- 121,633 127,415 --------------- 201,252 ------- 167,963 -------- 221,903 -------- -------- ------- TOTAL 209,346 204,471 229,383 257,307 335,992 278,577 409,701 0 ACTIVITY INFORMATION 3900 Maitnenance 8 Operations Utilities 64,313 98,750 Janitorial Supplies 13,177 28,000 Office Supplies 9 Postage 37,250 -------- 61,048 ------- TOTAL 134,740 187,798 6026 Contract service Lease 9320 Unit C 34,060 36,337 Lease 9340 Units A thFu E 55,872 59,706 Lease 9330 Unit 201 12,032 12,874 Lease 9330 Unit 202 0 8,230 Lease 9330 Unit 203 7,760 8,303 Lease 9330 Unit 208 0 9,420 Lease 9360 Unit D 4,608 4,931 Lease 9360 Unit C 0 4,809 Lease 9360 Unit B 0 5,040 Rental, PO Box,Storage Unit,Water Disp's 0 3.91 -- Copy Equipment Lease 6 Maintenance Agreement 36,000 39,600 Heating 8 Air Conditioning Agreement 4,000 5,000 ' Janitorial Service 21,000 0 Mail Equipment Lease and Service Agreement 2,200 3,000 Alarm Service Agreement 2.700 5.000 Maintenance Service as required 6,000 6,000 Maintenance - Telephone System 0 5,000 Maintenance - Office Equipment 0 ------- 4,741 ------- TOTAL 186,252 221,903 0 0 0 0 • CAPITAL OUTLAY 1982-83 1983-64 1992-83 Actual 1983-84 Actual 1984-85 Classification Account Budget Expenses Budget Expenses Budget ------- ------- -------- ------- ----' ---- Building Improvements 7043 3,500 3,808 0 754 29,500 Equipment 7044 37,615 33,325 2,500 4,666 6,000 ------- ------- ------- ------- ------- TOTAL 41,115 37,133 2,54b0 5,420 35,500 ACTIVITY INFORMATION 7043 Building Improvements Cabinets -Administration Kitchen Painting & bookshelves -Community Development Miscellaneous repair as needed Refurb. #9340 F,9360 C. & 9330 Unit 208. Work Station Modifications (City Clk & Finance) Phone installation 93#202 & 208, 9360 B. TOTAL 7044 Equipment Telephone System Modiation Refrigerator -Community Development Maintenance Equipment TOTAL MM 1,500 2, 01be 1,000 2s,aea 0 a 29,500 5,000 500 500 6,000 Expenses 1985-86 Council Thru Proposed Approved 5-31-85 Budget Budget -------- -------- -------- 40,645 43,000 16,277 9,000 ________ ________ -------- 56,922 52,000 e 43,000 6, aaa 0 3,000 9,000 G FUND: General ACCOUNT: 1-265 DEPARTMENT SUMMARY Classification Personnel Supplies 6 Services Transfers TOTAL SUPPLIES A SERVICES 27 NON -DEPARTMENTAL 1982-63 1983-84 Expenses 1985-86 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed budget Expenses Budget Exnenses Budget 5-31-85 budget ________ --------------- -------- ------- -------- -------- 0 0 0 0 a 0 a 744,103 648,973 799,670 695,678 1,158,291 1,007,818 1,4135,549 966,354 966,354 272,038 272,030 754,633 691,747 827,947 1,710,457 1,615,327 1,071,708 967,716 1,912,924 1,699,565 2,233,496 ACTIVITY INFi Transfer T Reserves Reserves Reserves Reserves IRMATION for Self Funded Insurance for Unfunded Liability - Vacation for Unfunded Liability - Sick Leave for Injured on duty replacement TOTAL ACTIVITY EXPENSE TOTAL • 1983-84 1983-84 Actual Budget Expenses ------- -------- 325 325 40,588 41,715 3,606 954 9,686 9,076 293,357 290,518 8,13130 3,395 60,.825. 28,166- 71,706 59,652 55,270 35,010 27,555 21,206 15,716 11,402 586,714 501,419 Expenses 1985-86 1982-83 Thru Proposed 1982-83 Actual Classification __________________ Account ------- Budget ------- Expenses _______- Coffee Fund 2100 325 325 Deferred Compensation 2200 38,916 38,686 Tuition Reimbursement 2300 3,686 1,303 Employee Development 2400 4,686 4,414 P.E.R.S. 2600 257,206 230,767 Unemployment Insurance 3962 9,000 4,481 Workers. Compensation _ .._.3963-_ --551.389- _. _ .16,..116.__ SIR Health Insurance 3964 60,551 64,048 HMO Health Insurance 3965 50,000 47,719 Disability Insurance 3966 24,171 22,355 Dental Insurance 3967 14,441 ------- 17,415 -------- TOTAL 518,371 447,829 ACTIVITY INFi Transfer T Reserves Reserves Reserves Reserves IRMATION for Self Funded Insurance for Unfunded Liability - Vacation for Unfunded Liability - Sick Leave for Injured on duty replacement TOTAL ACTIVITY EXPENSE TOTAL • 1983-84 1983-84 Actual Budget Expenses ------- -------- 325 325 40,588 41,715 3,606 954 9,686 9,076 293,357 290,518 8,13130 3,395 60,.825. 28,166- 71,706 59,652 55,270 35,010 27,555 21,206 15,716 11,402 586,714 501,419 900,457 721,864 1,090,451 Council APproveu Budget N Council Approved Budget 40,680 Expenses 1985-86 1984-85 Thru Proposed Budget ------- 5-31-85 -------- Budget -------- 325 325 325 47,152 51,153 62,49E 3,686 4,726 6,000 22,686 17,044 27,450 418,580 355,560 529,147 9,000 224 6,000 49,897. .. -23,034 --- 59,-987 175,600 128,421 161,170 106,584 70,629 112,451 40,671 30,749 39,169 34,276 39,997 66,236 900,457 721,864 1,090,451 Council APproveu Budget N Council Approved Budget 40,680 74,851 63,225 47,746 37,119 21,404 37,119 3,770 178,143 147,771 1,086,600 1,238,222 • 0 E FUND: General ACCOUNT: 1-285 Classification Dues Liability,Auto,Fire Ins Contract service TOTAL 9 1982-83 1982-83 Actual Budget Expenses ------- -------- 8-,500 7,231 106,464 99,418 110,768 94,495 225,732 201,144 ACTIVITY INFORMATION 3956 Dues Southern California Association of Governments G) Street Lighting Association San Bernardino Association of Governments (SANBAG) League of California Cities National League of Cities TOTAL 6028 Contract service Legal Service City Auditing Service Chamber of Commerce Student Government Day TOTAL 212,956 194,259 249,834 Transfer To: Enterprise Fund for Depreciatin It Replaceement quipment Reserves for Police,Cultural and Civic Center TOTAL 0 5,450 600 2,029 4,980 2, 025 15,084 62,694 27,500 12,000 a 102,194 76,490 500,000 576,490 is Expenses 1985-86 Council Thru Proposed Approved 5-31-85 Budget Budget -------- -------- -------- 7,570 15,600 16,528 191,203 115,856 108,295 -------------- -------- 285,954 315,098 0 5,450 600 2,030 5,298 2,222 15,600 64,795 30, 500 12,000 1,060 108,295 180,176 500,000 680,176 1983-84 1983-84 Actual 1984-85 Budget Expenses Budget ------- ------- 8,500 -------- 5,900 15,084 124,481 131,282 132,556 79,975 57,077 102,194 212,956 194,259 249,834 Transfer To: Enterprise Fund for Depreciatin It Replaceement quipment Reserves for Police,Cultural and Civic Center TOTAL 0 5,450 600 2,029 4,980 2, 025 15,084 62,694 27,500 12,000 a 102,194 76,490 500,000 576,490 is Expenses 1985-86 Council Thru Proposed Approved 5-31-85 Budget Budget -------- -------- -------- 7,570 15,600 16,528 191,203 115,856 108,295 -------------- -------- 285,954 315,098 0 5,450 600 2,030 5,298 2,222 15,600 64,795 30, 500 12,000 1,060 108,295 180,176 500,000 680,176 PLANNING COMMISSION FUND: General ACCOUNT: 1-353 DEPARTMENT SUMMARY PERSONNEL 1982-83 1983-84 Expenses 1965-86 Council Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget ------------------------------------------------------------------------------------------ Planning Commissioner 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000 TOTAL 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000 0 SUPPLIES & SERVICES 1982-83 1983-84 Expenses 1985-86 Council 1962-83 Actual 1983-84 Actual 1984-B5 Thru Proposed Approved Classification Account Budget Expense Budget Expense Budget 5-31-85 Budget Budget ------------------------------------------------------------------- Travel d Meetings 3100 0 0 2,200 0 2,300 2,5.`,6 3,000 TOTAL 0 0 2,200 0 2,300 2,556 3,000 0 30 1982-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1964-85 Thru Proposed Approved Classification Budget ------- Expense ------- Budget ------- Expense ------- Budget ------- 5-31-85 -------- Budget Budget -------------- Personnel 0 0 4,200 4,219 6,000 5,443 -------- 6,000 -------- 0 Supplies d Services a 0 2,200 0 2,300 2,55E 3,000 0 Capital Outlay 0 0 0 0 0 0 0 0 TOTAL ------- 0 ------- 0 ------- 6,400 ------- 4,219 ------- 8,300 -------- 7,999 -------- 9,000 -------- 0 PERSONNEL 1982-83 1983-84 Expenses 1965-86 Council Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget ------------------------------------------------------------------------------------------ Planning Commissioner 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000 TOTAL 5.0 5.0 0 0 4,200 4,219 6,000 5,443 6,000 0 SUPPLIES & SERVICES 1982-83 1983-84 Expenses 1985-86 Council 1962-83 Actual 1983-84 Actual 1984-B5 Thru Proposed Approved Classification Account Budget Expense Budget Expense Budget 5-31-85 Budget Budget ------------------------------------------------------------------- Travel d Meetings 3100 0 0 2,200 0 2,300 2,5.`,6 3,000 TOTAL 0 0 2,200 0 2,300 2,556 3,000 0 30 r 31 COMMUNITY DEVELOPMENT ADMINISTRATION FUND: General ACCOUNT: 1-313 DEPARTMENT SUMMARY PERSONNEL 1982-83 1983-84 Expenses 1985-86 Council Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget --------------------------------------------------------------------------------------------- Community Dev Director 1.0 1.0 53,934 53,934 56,152 56,152 60,249 63,288 Senior RDA Analyst• 1.6 1.0 0 0 0 a 32,000 31,956 RDA Analyst•• 0.0 1.0 0 0 0 a 0 12,563 Office Supervisor t.0 1.0 19,116 18,881 19,756 19,556 21,233 21,228 Office Assistant• 0.5 1.0 0 0 a 0 0 13,400 Step Increase Contingency 0 a 0 a 0 1,632 ------- ------- ------------------------------------------- ------- -------- TOTAL 3.5 5.0 73,050 72,815 75,908 75,708 113,482 74,656 144,067 0 To be funded from the Redevelopment Agency w� To be funded from the RDA, and will be a midyear hire. 1982-83 1983-84 Expenses 1965-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification --------------- Budget ------- Expense ------- Budget ------- Expense ------- Budget ------- 5-31-85 -------- Budget -------- Budget Personnel 73,050 72,815 75,908 75,708 113,482 74,656 144,067 -------- 0 Supplies 8 Services 9,295 7,395 9,467 7,682 11,517 8,208 11,512 0 Capital Outlay 390 ------- 100 ------- 0 ------- 0 1,299 1,202 3,750 0 TOTAL 82,735 80,310 85,375 ------- 83,390 ------- 126,298 -------- 84,066 -------- 159,329 -------- 0 PERSONNEL 1982-83 1983-84 Expenses 1985-86 Council Position 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Current Proposed Budget Expense Budget Expense Budget 5-31-85 Budget Budget --------------------------------------------------------------------------------------------- Community Dev Director 1.0 1.0 53,934 53,934 56,152 56,152 60,249 63,288 Senior RDA Analyst• 1.6 1.0 0 0 0 a 32,000 31,956 RDA Analyst•• 0.0 1.0 0 0 0 a 0 12,563 Office Supervisor t.0 1.0 19,116 18,881 19,756 19,556 21,233 21,228 Office Assistant• 0.5 1.0 0 0 a 0 0 13,400 Step Increase Contingency 0 a 0 a 0 1,632 ------- ------- ------------------------------------------- ------- -------- TOTAL 3.5 5.0 73,050 72,815 75,908 75,708 113,482 74,656 144,067 0 To be funded from the Redevelopment Agency w� To be funded from the RDA, and will be a midyear hire. 0 0 0 SERVICE REDEVELOPMENT She administration function of the Community Development Department concentrates its efforts on the following redevelopment activities: - Program accounting - Project implementation - Bond issue and administration - Mortgage loan review - Regional Center implementation - Civic/public safety facility implementation - Day Creek financial management program - Economic Development (IDB, OPA, DDA negotiations) - State reporting - Auto center feasibility analysis and project development - Community marketing efforts CURRENT STAFFING 1 Senior Redevelopment Analyst 1 Senior Redevelopment Account Clerk (Finance) 1/2 Office Assistant SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Diverse financing programs are beginning to absorb Sr. Redevelopment Analyst full time. Assistance is necessary in technical areas. - Major project management is necessary beginning in 1986. Journeymen level attention must be provided in OPTION A Retain Current regional center and civic facility program management Service Level and as well as new project development. Staffing - Retaining an existing level of service would not recognize increasingly evolving redevelopment programa. Add 1 Redevelopment - Ongoing financing program already provides annual Analyst mid -year maintenance funds for program administration (not to be confused with program fees) when necessary. Therefore no financial impact upon other redevelopment programa. - Mould provide staffing at time when civic and public safety facility and regional shopping center gets off the gr mod. OPTION B - Providea staffing for expanding redevelopment invlovement in project implementation. - Provides for continued technical competence in analysis of complex financing programa. - Allows for greater effort in community marketing programs. OPTION C RECOMMENDATION: option B 32 A 33 SUPPLIES A SERVICES ACTIVITY INFORMATION 3100 Travel d Meetings National American Planning Association League of California Cities Annual Conference California American Planning Association Planning Commission Institute Local Meetings Council/Planning Commission 3956 Dues American Institute of Certified Planners National Association of Housing & Redevelopment Officials Urban Land Institute International Nord Processing Association International City Managers Association Amerciar, Society of Public Administration Miscellaneous 1983-84 Expenses 1985-86 Council 1983-84 Actual 1984-85 Thru Proposed Approved budget Expense Budget 5-31-85 Budget budget ------- ---------------------- -------- -------- 4,150 2,778 4,150 3,207 4,700 3,280 3,023 3,280 2,873 3,280 750 662 2,500 1,408 2,580 647 580 947 545 952 640 639 640 175 0 ------- ------7 -------------- ------- ------- 9,467 7,682 11,517 8,208 11,512 0 800 800 250 700 300 400 650 650 950 950 1,200 1,200 ------- ------- TOTAL 4,150 4,700 150 175 100 100 130 160 50 0 150 150 150 150 217 217 ------- ___---- TOTAL 947 952 J 1982-83 1982-83 Actual Classification Account Budget Expense ------- Travel & Meetings ------- 3100 ------- 4,000 2,765 Mileage 3300 3,280. 3,000 Maint & Operations 3900 850 1,135 Dues 3956 625 Contract service 6028 540 495 ------- TOTAL ------- 9.295 7,395 ACTIVITY INFORMATION 3100 Travel d Meetings National American Planning Association League of California Cities Annual Conference California American Planning Association Planning Commission Institute Local Meetings Council/Planning Commission 3956 Dues American Institute of Certified Planners National Association of Housing & Redevelopment Officials Urban Land Institute International Nord Processing Association International City Managers Association Amerciar, Society of Public Administration Miscellaneous 1983-84 Expenses 1985-86 Council 1983-84 Actual 1984-85 Thru Proposed Approved budget Expense Budget 5-31-85 Budget budget ------- ---------------------- -------- -------- 4,150 2,778 4,150 3,207 4,700 3,280 3,023 3,280 2,873 3,280 750 662 2,500 1,408 2,580 647 580 947 545 952 640 639 640 175 0 ------- ------7 -------------- ------- ------- 9,467 7,682 11,517 8,208 11,512 0 800 800 250 700 300 400 650 650 950 950 1,200 1,200 ------- ------- TOTAL 4,150 4,700 150 175 100 100 130 160 50 0 150 150 150 150 217 217 ------- ___---- TOTAL 947 952 J 0 • • CAPITAL OUTLAY CAPITAL OUTLAY Classification Account Equipment 7044 1902-83 1908-83 Actual Budget Expense 390 100 ------- ------- TOTAL 390 laa ACTIVITY INFORMATION 7044 Equipment Glare Screen - Word Processing Side Chair Chairs, Table, Bookcases, Filing Cabinets Book Case Calculator Spot Copier Legal Notice Board (Lobby) Chairs Employees Lounge Table,Chair - Computer Room 34 1903-84 Expenses 1985-06 Council 1983-84 Actual 1984-05 Thru Proposed Approved Budget Expense Budget 5-31-85 Budget Budget ------- ------- ------- -------- -------- -------- -- --0 - -a 1,299 1,202 3,750 ------- ------- ------- ------- 0 0 1,299 1,202 3,750 0 99 0 300 a 180 1,500 470 0 250 a 0 1,600 0 300 0 1013 0 250 TOTAL 1,299 3,750 0 35 PLANNING FUND: General ACCOUNT: 1-333 DEPARTMENT SUMMARY PERSONNEL Classification, City Planner Senior Planner Associate Planner Assistant Planner Community Code Rep Senior Office Assistant Office assistant Step Increase Contingency Overtime Part-time Position 0 1982-83 1962-83 Actual 1983-84 1983-84 Actual Expenses 1985-86 Council Classification 1982-83 Budget Actual Expense 1983-84 Budget Actual Expense 1984-05 Budget Thru 5-31-85 Proposed Approved 1.0 _______ _______ _______ _______ _______ _______ ________ 44,970 Budget Budget Personnel Supplies 6 Services 296,665 294,077 314,682 306,178 419,263 _________ 356,850 Budge__ 548,149 _Budge_ _ 0 Capital outlay 51,450 1,700 23,924 1,091 72,950 0 509140 72,250 44,954 245,620 0 5.0 8.0 ,65,781 65,401 3,393 _______ 4,000 4,324 17,300 0 1.0 349,815 319,092 387,632 359,711 _______ 495,513 ________ 406,128 ________ 811,069 -------- 0 PERSONNEL Classification, City Planner Senior Planner Associate Planner Assistant Planner Community Code Rep Senior Office Assistant Office assistant Step Increase Contingency Overtime Part-time Position 0 1982-83 1962-83 Actual 1983-84 1983-84 Actual Expenses 1984-85 Thru 1985-86 Proposed Council Approved Current Proposed 2,000 1,206 _Budget Expense _Budget Expense ___ Budget 5-31-85 Budget Budget 1.0 1. 0 39,069 39,069 40,197 40,197 _______ ________ 44,970 ___J____ 4,984 ________ 2.0 2.0 61,326 57,213 63,468 60,068 69,511 67,728 3.0 4.0 75,174 71,074 79,577 76,789 85,519 106,656 5.0 8.0 ,65,781 65,401 66,681 62,441 126,408 171,473 1.0 2.0 22,965 22,885 24,387 23,654 24,584 43,684 1.0 1.0 14,039 14,031 15,294 14,994 17,796 19,020 3.0 5.0 13,311 13 311 20 078 19 102 40 975 TOTAL 16.00 0 0 0 4,297 , 0 70,008 4,297 0 96 0 0 2,000 1,206 9,299 5,000 ------------ 10,917 ------- 5,0130 ------- 4,636 ------- 7,500 4,232 ------- 10,000 23.00 296,665 294,077 314,682 306,176 ------- 419,263 356,850 -------------- 548,149 0 0 SERVICE CURRENT PLANNING Public Information Services This service group responds to public inquiries in the following ways: - Answers questions regarding planning and lead use matters - Explains the development/design review Process - Reviews A approves minor projects such as building permits, sign applications, temporary use permits, special events permits, and signs - Receives all applications submitted to the City - Maintains all public information and handouts, ups and records Curreatly, ao average total of 350 counter and telephone calls are received each week. This represents approximately a 501 increase in public' inquiries, not including calls handled directly by the development processing tem. The goal of this group is to provide information to the public in a timely and efficient manner. This function is one in which the public most fequestly comes in contact with the City and to keep the public informed through the preparation of maps and materials within a reasonable time, following approval of any development plans. Simple requests for approval of information should be processed within one day. More elaborate information requests can be processed within no more than one week. CURRENT STAFFING 1 Assistant Planners 1/1 Planning Aide SERVICE OPTION IMPLEMENTATION ,- SERVICE IMPACTJ-d. Current level of staffing inadequate urrentgoal toprovide information to the pubtimelyand efficient manner. - extension of phone messages from same day- Staff not immediately available at cto tenOPTION A Retain Current minute wait. minor plan checks and essing,Staffing Seryice Level and - Extension of room addition$ and sign applim 1 or such ss 1 days to one week. one - This alternative would require considerable changes in Reduction of Planner value of the public service function within the City. Assistant be - Currently, it would not meet the anticipated level of position to relocated to service the City has as its goal. It is not an development review acceptable recommendation. day. - Close counter A minimum of 4 hours a 4 processing - gold phone inquiries to messages delivered during OPTION B hours • day. - Delay approval of minor applications such as building permits and sign approvals from the same day to within several days later. - Stop all record maintenance activities. Add 1 Assistant - Provide adequate staff resources with 3 planners available for counter and phone to Planner - Calla get answered during same day. - More elaborate information requests get answered within one week. - Minor applications get approved within one day, usually "on the spot". OPTION C - Provides adequate staffing to give extra assistance to public - "go the extra yard". - Provide additional Staff resources to deal with development review workload. RECOMMENDATION: option C 36 SERVICE CURRENT PLANNING (Continued) Development Services This function provides for the processing of all development applications and the coordination of the development/design review process from preliminary review to construction. - Preliminary Plan Review - Development Plan Processing - Commission and Committee coordination (DRC, Development Review, Grading and Trails) - Plan Checking - Inspection - Updating of City development - related documents (i.e. Development code A related standards, planned communities) During this past year, a total of 349 development applications were reviewed by the development processing team of planners. A . total of 149 major development projects and 200 minor development projects were processed. CUP& A Development Reviews were up 872 and 582, respectively, from the previous year. The plan checking and inspection functions were affected by a 902 increase in building permit valuations. The goal of this group is to process development applications in a timely and efficient manner and Within the required mandates at the State and local levels. Minimum processing time from a completed application is approximately 2-3 months. CURRENT STAFFING I Associate Planner 2 Assistant Planners 37 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Inadequate staffing toaccomplish current level of activity within the defined goal. - Deletion of preliminary review service. - Extension of development review processing from 3 to 4 months. OPTION A Retain Current - Deletion of "fost-trackinig" of critical projects Service Level and (i.e., Senior Housing). Staffing - Extension of plan check review from 1 to 3 wake. - Extension of field inspections from 1 day to 1 week. - Lack of staff resources to deal with any special projects as assigned by Commission/Council. - Lack of proactive review of development-ralaced documents (i.e., Planned Communities, Development Code, etc.). Allocate no new - This option would drastically "cut-back" staffing to staff and shift handle most public inquiries which are a primary staff from public function of the planning service. information team: - Drastic reduction in our ability to provide service to public and maintain community relations. 1 Associate Planner - Public service activities would be greatly reduced. 3 Assistant - Counter coverage would be cut from full to 1/2 day OPTION B Planners service. - Most Nlegal" timing requirements could be not on development processing, - Many of the service level impacts described under .Option "A" would still apply because already "borrowing" 1/2 Assistant Planner for minor development project piocessing. Add 1 Associate - Provide adequate staff resources for the development Planner and 2 review process within defined goals. Assistant Planners - Provide staff to handle special projects as assigned by Commission sod Council. - Plan check review - 1 week. - Development Review Process - 3 months. OPTION C - Field inspections - 1 day. - Specialization of planners (i.e., residential or commercial/industrial) to improve consistency and quality of review. RECOMMENDATION: Option C • 0 • • SERVICE CURRENT PLANNING (Continued) Code gnforcemsnt Activities This function includes processing of complaints, field inspectious, and court appearances regarding violations of Development Code requirements. It also maintains active Code Enforcement progress such as sign amortization. During the past year, 594 complaints ,are received of which approximately 727 required corrective enforcement activity by the City. The goal of this function is to respond to all complaints within 24 hours and to complete corrective action within 2 weeks. CURRENT STAFFING 1 Code Enforcement Officer SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Community growth combined with lack of expansion of resources caused current staff levels to be inadequate to maintain code enforcement activity. - Most activity is on a reactive (complaint) bads. - Majority of complaints responded to within 48 hours. OPTION A Retain Current - New programs are delayed and other processing of Service Level and complaints and applications are extended from 2-4 Staffing weeks. - Residential code enforcement only on a complaint basis- - Lack of staff resources to develop 'proactive" programs. Allocate no new - This option would considerably reduce the level and staff and shift quality of the public service or development processing staff from public functions. It is not an acceptable recommendation. information or - if staff shifted from public aero ice function, counter development would be closed minimum of 4 hours a day and only one processing planner would be available, or - If staff shifted from development processing, it would OPTION A 1 Code Enforcement not be able to meet desired service goals and require Officer considerable changes to the entire processing system. 1 Assistant Planner Add I Code - Provides adequate staffiug for the current level of Enforcement Officer code enforcement activity. - Provides for timely response and enforcement of complaints. - Provides for timely response and enforcement of complaints. - Provides staff resources to establish enforcement OPTION C districts (as. - residential, commercial/industrial) to improve quality and response times of code enforcement services. - Provides staff to &seems problem areas and develop "proactive" enforcement programa. - Staff available during all working hours. RECOMMENDATION: option C 9.1 SERVICE PLANNING Clerical Support - Planning Commission and City Council agenda preparation, coordination, and reproduction - Transcription of general correspondence - Preparation of draft/final department documents/correspondence CURRENT STAFFING Senior Office Assistant Office Assistant• (one of which functions a• full time receptionist) 39 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Limited support on telephone and at public counter due to inadequate staffing. - Delayed clerical response to daily correspondence - full staffing required to meet Council/Commission OPTION A Retain Current report deadlines. - Limited time spent on filing and records management. Service Level and - In the event of vacations/absences, delayed response in Staffing all areas. No increase in - Primary emphasis placed on meeting established clerical staffing - deadlines and high priority items - further delays in increase in current general correspondence. and/or advanced - Increased telephone responsibilities will further planning staff impact workload end result in declined productivity. - Pile maintenance and records management kept at a OPTION B minimum. Add Z office - Will provide prompt clerical response to typing assistants demands. - Increase response time to special assignments by Cammission/Council without impacting normal work flow. - Enable clerical to provide assistance with public information counter/telephones OPTION C - Improve file maintenance - Improve office procedures and reduce errors. RECOMMENDATION: Option C • SERVICE ADVANCE PLANNING General Plan Administration - Amendments - Mandated 5 -year update Specific and Area Plana - I.S.P. update - Foothill Specific Plan (Foothill Vest) - Foothill East Study - Etivanda S.P. Revised Sphere of Influence Planning - San Sevaine Creek - Caryn P.C. Revisions - Hunt Club S.P - Greenbelt Study - Day Canyon - County Planning - Auuesstiou Strategy Miscellaneous and Special Projects - Senior Housing - Upland Land Swap - Financial Plan/Completiou - Public and Governmental Relations - Demographic Information - Legislative Advocacy - SHARA CURRENT STAFFING 1/2 Associate Planner 1 Assistant Planner SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Adequate staffing for all programs with the exception of Foothill Boulevard Specific Plan. Only a very limited Foothill Boulevard planning program possible, very limited scope to address few selected issws. OPTION A Retain Current Service Level and Staffing Retain current - Adequate staffing for all programa. Scope of Foothill staffing level; Boulevard Specific Plan dependent on scope of funding. provide A comprehensive specific plan A EIR would require professional approximately $125,000; approximately $85,000 requested service contract fret FY 85/86 budget year. for preparation of Foothill Boulevard OPTION B Specific Plan A SIR Reduce current - Primary emphasis on mandated programs only; locally service level by initiated requests limited to high priority items. shifting 1 - Unable to respond quickly to community's needs. Assistant Planner - Ability to undertake new programs limited; to Block Grants brush -orientation and emphasis on day-to-day problems. OPTION C RECOMMENDATION: Option B 40 SERVICE ADVANCE PLANNING (Continued) CORO Grants - Block Grant Planning - Block Grant Administration - Programs Management - Outreach/Community Relations - Homing Assistance Plan CURRENT STAFFING 1/2 Associate Planner $20,000 COGS funded contract with CBA 41 SERVICE OPTIONIMPLEMENTATION SERVICE IMPACT - Adequate coverage to meet federal requirements and community needs. - Provide for efficient expenditure of PP 85/86 Grant. OPTION A Retain Current Service Level and Staffing Retain current - Seize as above; contract replaced with in-house person. service level - No fiscal impact. Not recommeuded due to future CDBG cuts. Contract preferrable to full time person. Eliminate contract Add 1 Assistant Planner OPTION B Eliminate CDBG - Adequate coverage of CDBG activities; shift from other contract and shift activities would cause shortages in long term plane, 1 Assistant Planner special projects. from other functions OPTION C RECOMMENDATION: option A 0 • • 42 SUPPLIES 3 SERVICES Classification Travel & Meetings Mileage Maint 8 Operations Dues Contract Service 43 1983-84 1983-84 Actual Budget Expense ------- ------- 2,950 6,776 3,700 3,473 44,100 26,192 500 457 21,700 13,242 TOTAL 51,450 23,924 ACTIVITY INFORMATION 3100 Travel 6 Meetings National Planning Association California Planning Association League of California Cities Planning Commissioners Institute League of California Cities Annual Conference Labor Relations institute County Economic Development Miscellaneous Meetings as required. 72,9546 50, 140 TOTAL 3956 Dues American Planning Association, American Institute of Architects American Institute of Certified Planners Notary TOTAL 6028 Contract service Weed Abatement 5 yr General Plan update (Includxng revised EIR) Foothill Blvd Specific Plan Fiscal Model Training Miscellaneous (Noise studies, Svc contracts, Etc) TOTAL S Expenses 1985-86 Council 1984-65 Thru Proposed Approved Budget 5-31-85 Budget Budget ------- -------- -------- -------- 4,150 8,713 5,550 4,000 2,613 4,600 41,000 15,750 53,200 600 810 800 22,500 17,068 181,470 ------- ------- ------- ------- 72,250 44,954 245,620 0 750 750 1, aaa 1,000 650 650 250 700 0 650 0 300 1,500 1,500 4,150 5,550 400 400 1962-83 100 1982-83 Actual Account ------- Budget ------- Expense 3100 6,000 ------- 3,722 3300 3,650 2,870 3900 36,300 13,083 3956 500 382 6028 5,000 ------- 3,867 ------- 1983-84 1983-84 Actual Budget Expense ------- ------- 2,950 6,776 3,700 3,473 44,100 26,192 500 457 21,700 13,242 TOTAL 51,450 23,924 ACTIVITY INFORMATION 3100 Travel 6 Meetings National Planning Association California Planning Association League of California Cities Planning Commissioners Institute League of California Cities Annual Conference Labor Relations institute County Economic Development Miscellaneous Meetings as required. 72,9546 50, 140 TOTAL 3956 Dues American Planning Association, American Institute of Architects American Institute of Certified Planners Notary TOTAL 6028 Contract service Weed Abatement 5 yr General Plan update (Includxng revised EIR) Foothill Blvd Specific Plan Fiscal Model Training Miscellaneous (Noise studies, Svc contracts, Etc) TOTAL S Expenses 1985-86 Council 1984-65 Thru Proposed Approved Budget 5-31-85 Budget Budget ------- -------- -------- -------- 4,150 8,713 5,550 4,000 2,613 4,600 41,000 15,750 53,200 600 810 800 22,500 17,068 181,470 ------- ------- ------- ------- 72,250 44,954 245,620 0 750 750 1, aaa 1,000 650 650 250 700 0 650 0 300 1,500 1,500 4,150 5,550 400 400 100 100 100 100 0 200 600 800 15,000 15,000 0 30,000 0 125,001D 0 F,000 7,500 5,470 22,500 181,470 CAPITAL OUTLAY Classification, Account Equipment 7044 TOTAL ACTIVITY INFORMATION 7044 Equipment f-f.ice-Equipm t Nbl Workstations 1 Prin e 7 Desks 7 Chairs 2 Dictaphone Transcribers 5 Bookcases 5 Layout tables 5 Dictaphones 1982-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-64 Actual 1984-85 Thru Proposed Approvea Budget Expense Budget Expense Budget 5-31-85 Budget Budget ----------------------------------------------------------- 1,700 1,091 0 3,393 4,000 4,324 17,300 -------------------------------------------------------- 1,700 1,091 0 3,393 4,000 4,324 17,300 0 44 TOTAL 4,000 6,000 1,200 3,650 2,025 1,300 750 1,000 1,375 17.300 FUND: GeneralACCOUNT: 1-373 DEPARTMENT SUMMARY Classification Personnel Supplies 8 Services Capital Outlay .TOTAL PERSONNEL Classification Building Official Suild'g Inspector Supvr Plan Check Coordinator Senior Plan Checker Plan Checker Grading Specialist Building Inspector Public Service Tech Sr Office Assistant Office Assistant Overtime Step Incr Contingency 45 BUILDING & Position Current Prop ----L0--- 1.0 1.0 0.0 2.0 1.0 6.a 1.0 1.0 1.0 15.0 SAFETY 1982-83 1983-84 1982-83 Actual 1983-84 Actual Budget Expense budget Expense ------- ------- ------- ------- 233,499 218,447 252,383 227,355 18,605 18,118 109,710 79,661 400 0 0 0 252,504 236,565 362,093 307,016 1982-83 1983-84 1982-63 Actual 1983-64 Actual used Budget Expense Budget Expense ---- ------- ------- ------- ------- 1.0 39,101 39,101 -40,710 40,710 1.0 26,435 28,435 29,436 29,436 1.0 0 0 a a 2.0 0 a a e 2.0 26,442 24,042 28,012 27,006 1.0 a 0 0 a 6.0 95,211 82,559 99,164 87,142 1.0 16,654 18,654 19,805 18,800 1.a 0 0 0 a 2.0 25,656 25,656 26,512 19,241 0 0 5,000 1,276 0 a 3,742 3,742 18.0 233,499 218,447 252,383 227,355 Expenses 1985-86 Council 1984-85 Thru Proposed Approved Budget 5-31-85 Budget Budget ------- -------- -------- -------- 405,729 307,096 485,296 0 212,585 126,224 57,900 0 24,440 13,970 19,900 0 642,754 447,290 563,096 0 Expenses 1985-86 Council 1984-85 Thr•u Proposed Approved Budget 5-31-85 Budget Budget ------- -------- -------- -------- 44,970 45,984 32,419 33,084 33,126 34,956 0 56,976 59,235 55,536 259845 25,776 151,835 154,944 22,324 22,308 0 16,536 29,011 26,868 3,000 1,538 3,000 3,964 3,964 9,328 ------- -------- --------- 405,729 307,09E 465,296 COMMENTS: Additional personnel call for, a Structural Plan Checker, a Grading Plan Checker and support Staff of one Office Assistant for a Total of 3 addtitional people. 0 0 0 SERVICE BUILDING 6 SAFETY Inspection Services CURRENT STAFFING 1 Building Inspector Supervisor 6 Building Inspectors fl Vacant) 1 Grading Inspection Specialist SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Will uintain reasonable quality in Building Inspection activities. - Grading inspection control will remain mainiml, because of divided time of Grading Inspection Specialist between plan checking and field inspection. OPTION A Retain Current Service Level and Staffing Add 1 Grading Plan - Will free Grading Inspection Specialist for Checker concentration on field control. OPTION S OPTION C RECOMMENDATION: Option B 46 SERVICE BUILDING 6 SAFETY Plan Check Services CURRENT STAFFING 1 Plan Checker Coordinator 2 Plan Checkers (1 unfilled) AIL 47 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Continued 4-6 week initial plan check period with 3-4 weeks for recheck on all but minor addition& or alterations. - Continued maximisation of outside plan check services. - Continued vocal dissatisfaction with service' level OPTION A Retain Current provided. Service Level and - Desired 2-3 week turn -around on first check and 1 week Staffing on rechecks unattainable. - Grading field control restricted because of Plan Check commitments of Grading Inspection Specialist. - Continued overtime plan check involvement of Plan Check Coordinator and Building Official. Add 1 Structural - Will reduce initial plan check period to 2-3 weeks Plan Checker and 1 average for initial submittal and 1 week average for Grading Plan rechecks. Checker - Elimination of most complaints, except during fluctuation peaks. - Reduction of extra -hours plan checking by Plan Check Coordinator and Building Official. OPTION B - Will free Grading Inspection Specialist for field control efforts. - Will reduce dependence on outside plan check consultants. OPTION C RECOMMENDATION: Option B SERVICE BUILDING 8 SAFETY Clerical Services CURRENT STAFFING 1 Senior Office Assistant 1 Public Service Technician 1 1/2 Office Assistant (1/2 temporarily on loan from Redevelopment Agency) SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Continued delay in report publication. (Correspondence postponed in period$ of intense activity.) - Telephone response limited during peak activity, absences, vacations- - Rechecks on old permits delayed due to lack of clerical OPTION A Retain Current time necessary. Service Level and Staffing Add 1 Office - Reduce delays in report publication, correspoudence. Assistant - Improved telephone response. - Restore timelines in recheck o0 old permits. OPTION B OPTION C RECOMMENDATION: option B M L�] SUPPLIES 3 SERVICES 3956 Dues TOTAL International Conference of Building Officials International Association of Mechanical & Plumbing Officials Foothill Chapter of ICBG Citrus Belt Chapter IC80 California Building Officials 6.028 Contract Service Plan Check Service Base Map Program Records Management System (Microfilm) 3900 Maintenance & Operations Printing - Forms, Permits, Etc Owner Builder Booklet Publications Records Management System (Microfilm) TOTAL TOTAL TOTAL Expenses 1985-86 Council 1984-85 Thru Proposed Approved Budget 5-31-85 Budget Budget ------- -------- -------- -------- 2,000 1,732 2,400 2,400 2,268 2,600 7,800 7,537 7,500 385 365 400 21ba,666 114,322 45,000 ------- ------- ------- ------- 212,585 126,224 57,900 0 900 700 400 2,000 120 75 25 45 120 385 40,0046 69,000 6,000 ' l i s, 434343 6,6043 400 500 300 7,600 1,300 700 400 2,4430 120 75 25 65 115 406 35,000 10,000 a 45,43643 6,600 400 500 a 7.500 1982-83 1983-84 1982-83 Actual 1983-84 Actual Classification Account ------- Budget ------- Expense' Budget Expense Travel & Meetings 3100 1,600 ------- 1,589 ------- 1,450 ------- 1,382 Mileage 3300 2,400 2,226 2,400 2,197 Maint & Operations 3900 2,900 2,936 5,200 5,002 Dues 3956 320 340 360 240 Contract services 6028 11,385 ------- 11,025 ------- 100,300 70,840 TOTAL 18,605 18,118 ------- 109,710 ------- 79,661 ACTIVITY INFORMATION 3100 Travel & meetings California Building Officials Conference International Conference of Building Officials Local Meetings as needed 3956 Dues TOTAL International Conference of Building Officials International Association of Mechanical & Plumbing Officials Foothill Chapter of ICBG Citrus Belt Chapter IC80 California Building Officials 6.028 Contract Service Plan Check Service Base Map Program Records Management System (Microfilm) 3900 Maintenance & Operations Printing - Forms, Permits, Etc Owner Builder Booklet Publications Records Management System (Microfilm) TOTAL TOTAL TOTAL Expenses 1985-86 Council 1984-85 Thru Proposed Approved Budget 5-31-85 Budget Budget ------- -------- -------- -------- 2,000 1,732 2,400 2,400 2,268 2,600 7,800 7,537 7,500 385 365 400 21ba,666 114,322 45,000 ------- ------- ------- ------- 212,585 126,224 57,900 0 900 700 400 2,000 120 75 25 45 120 385 40,0046 69,000 6,000 ' l i s, 434343 6,6043 400 500 300 7,600 1,300 700 400 2,4430 120 75 25 65 115 406 35,000 10,000 a 45,43643 6,600 400 500 a 7.500 0 CAPITAL OUTLAY ACTIVITY INFORMATION 7043 Building Improvements Plan Storage 7044 Equipment Desk Chairs Two-way Radios Pagers (5) Microfilm/Reader Printer Miscellaneous Tools & Equipment Microfilm Files Drafting Table & Stool Word Processing Equipment Memory Typewriter • 1983-84 1982-83 1985-86 Council 1983-84 1982-83 Actual Classification Account Budget ------- Expense ------- Building Improvements ------- 7043 0 0 Equipment 7044 400 ------- 0 ------- 0 a 400 0 ACTIVITY INFORMATION 7043 Building Improvements Plan Storage 7044 Equipment Desk Chairs Two-way Radios Pagers (5) Microfilm/Reader Printer Miscellaneous Tools & Equipment Microfilm Files Drafting Table & Stool Word Processing Equipment Memory Typewriter • 1983-84 Expenses 1985-86 Council 1983-84 Actual 1984-85 Thru Proposed Approved Budget Expense Budget ------- 5-31-85 -------- Budget Budget -------- _------- ------- 0 ------- a a 0 1,200 0 a 24,440 13,970 ------- 18,700 ------- ------- ------- 0 ------- 0 ------- 24,440 13,970 19,900 N a 1, 2aa 2,a0a 400 1, 20a 400 6,000 1,206 1,750 a 11,500 a 600 600 800 0 590 1,700 0 12,400 a 2,000 TOTAL 24,440 18,700 51 ENGINEERING FUND: General ACCOUNT: 1-637 DEPARTMENT SUMMARY Classification_ 1982-83 1982-83 Actual 1983-84 1983-64 Actual 1984-85 Expenses Thru 1985-86 Proposed Council Approved ___________ Budget _______ Expense 5555___ Budget 5555___ Expense 5555___ Budget 5-31-85 budget g Bud et g Personnel Supplies d Services 308,597 369,699 377,62.2 405,262 5555___ 615,747 ________ 506,392 ________ 812,688 -------- 0 Capital Outlay 103,115 3,500 103,488 695 292,404 179,592 213,230 219,860 223,075 0 44,520 _______ _______ 3,500 _______5555___ 2,347 27,000 14,266 48,330 0 TOTAL 415,212 473,682 673,526 587,201 _______ 655,977 740,518 1,084,093 0 PERSONNEL Posit inn 1982-83 1982-83 Actual 1983-84 1983-84 Actual 1984-85 Expenses Thru 1985-86 Council Classification Current Proposed Budget Expense Budget Expense budget 5-31-85 Proposed Approved _____ _______________ _______ _______ 5555___ 5555___ 5555___ 5555___ Budget Budget City Engineer Senior Civil Engineer + 1.0 1.0 44,520 44,520 46,140 46,140 5555___ 49,536 ________ __52_06_ 52,068 _------ Assoc Civil Engineer * 4.0 3.0 4.0 3.0 35,586 61,204 36,596 63,450 37,783 59,607 57,977 115,892 160,664 Assistant Civil Engineer 3.0 4.0 51,408 74,456 83,440 61,247 85,952 65,721 92,606 103,248 Sr Public Works Inspector 2.0 3.0 0 0 a 119,912 Public Service Technician 1.0 1.0 a 0 0 0 58,310 92,124 Engineering Technicians 2.0 2.0 38,928 48,119 57,313 a 57,049 22,308 41,520 22,308 Engineering Aides 3.0 3.0 0 a 0 0 34,608 Public Works Inspector 3.0 3.0 46,271 66,274 70,34E 74,556 51,910 79,154 50,232 76,788 Senior Office Assistant Office Assistant 1.0 1.0 15,660 15,899 16,182 16,942 17,778 19 aea Landscape Architect 1.0 0.0 2.0 1.0 0 0 0 0 0 0 13,169 eB, 200 Part-time 10,020 6,918 0 0 0 172 a 0 22,536 Overtime Stop Incr Contingency 5,000 3,562 5,000 3,416 5,000 2,729 0 10,000 _______ _______ 0 _______ 9,905 _______ 1,811 1,811 2,643 21,aaa TOTAL 24.0 28.0 308,597 369,699 _______ 377,622 __J_,__ 4055,262 _______ 615,747 c ----- 506,3'- __l____ BIL, 688 0 One each Sr and Associate Civil Eng. to be funded from the Day Creek Assessment District. 0 SERVICE ENGINEERING Laud Development Proiect Review - The dissemination of information, processing and conditioning of parcel maps, tract. maps and development reviews. Involves reports and liaison with Planning Commission, Design Review, Development Review and Grading Committees. -.Processing of street vacations CURRENT STAFFING 1 Senior Civil Engineer 1 Associate Civil Engineer 1 Assistant Civil Engineer I Engineering Technician 1 Engineering Aide SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - This Section has only recently reached full staffing. Our best estimate is that if current development levels continue, staffing is adequate. - A reorganization of current staff would *operate project review from plan check and final project OPTION A Retain Current approval stages. These functions would consolidate Service Level and into a Special Projects Section included under the Day Staffing Creek engineer, which should facilitate the Planning Commission review process and improve the quality of Implement Plan Check services. Reorganization will involve reorganization of transfer of engineering Technician to the Special Land Development Projects Section. staff No Reorganization - Continue competition for resources between project review and finalization. Most likely impact continued quality and processing delay in Plan Check process. OPTION B OPTION C RECOMMENDATION: Option A 59 SERVICE ENGINEERING Land Development Plan Check - management and review of parcel maps, tract map and improvement plan check process. Includes coordination with contract plan check services, design problem resolution, interjurisdictiossl coordination. Also includes all bond and agreement processing to complete map recordation, and building permit issuance. - Landscape and lighting district formation and anneastions - Lot Line adjustment, review and processing easements CURRENT STAFFING al Associate Civil Engineer s On loan from Project Development 53 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - This function has only been maintained by borrowing an Associate engineer from the Project Development function. Although the service is primarily performed under contract, City review is vital to maintain OPTION A Retain Current quality and timely review. Current level of service is Service Level and not adequate resulting in delays and errors In the Staffing process. Reorganization and - In order to posture for future establishment of an add 1 Assistant in-house plan check function, it is proposed to Civil engineer consolidate plan checking with the Day Creek - Special Projects group and add an additional Assistant Civil Engineer. This will allow overlap in training and optimise resources. The total function would then OPTION B include 1 senior, 1 associate, 1 assistant and transfer of a technician from Land Development. - Plan checking requires persistent monitoring to maintain quality. If possible, we would work toward maintaining a level of in-house plan check with contract services used on the peek overflow projects. - estimated Cost: $32,000.00 Transfer staff from - Loss of value in Capital Program@ through delayed Project Development project development. Reduction in already strained program. OPTION C RECOMMENDAW: Option B • 0 SERVICE 'ENGINEERING Public Works Inspection - The inspection of street and drainage improvements in conjunction with development projects - The administration and inspection of capitol improvement projects CURRENT STAFFING 2 Senior Public Works Inspectors 3 Public Works Inspectors 0 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - For the past two years we have retained a contract firm to provide inspection in the Plaoned Communities. The annual cost of this service has ow reached nearly $80,000 per year. Lou of approximately $25;000 per year in coat of contract inspection has occurred as a OPTION A Retain Current result. Inspection services are otherwise adequate. Service Level and - Otherwise adequate. Staffing Add 1 Senior Public - Replacing contract services with City staff at a coat Works Inspector to of approximately $55,000, would save approximately replace contract $25,000. With the Regional Center and Day Creek on the horizon, we do not see the need for this position being reduced. Because of recruitment delays and transition needs, the first year's savings would be $12,000+/-. OPTION B OPTION C RECOMMENDATION: OpL.o. B 54 SERVICE ENGINEERING Traffic 71affic maaaaement including; - Maintenance of records of all traffic control devices on secondary and arterial streets existing and installed - Maintenance of traffic accident data and review of severe locations - Maintenance of traffic count data - Complaint response and Traffic Committee reports and rev ievs - Completion of interrogatories, depositions and testimony on litigation related to traffic issue. - Coordination of striping contract Coordination of traffic signal maintenance - Traffic signal design and priorities - Traffic safety surveillance CURRENT STAFFING 1 Traffic Engineer 1 Assistant Civil Engineer 1 Engineering Aide 55 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Service levels adequate. Additional arterial planning requires consideration as a part of the Capital budge[ process. OPTION A Retain Current Service Level and Staffing OPTION B OPTION C RECOMMENDATION; Option AOL 0 • SERVICE ENGINEERING Capital Proiecte Management and design of all street and atom drain improvement projects including: - Long range capital programa - Maintenance of storm drain master plan - Coordination with General Planning - Administer pavement management program - Solicit consultant design services - Negotiate and administer design contracts - Plan check design of improvement projects - Coordinate utility relocations - Negotiate property acquisition - Administer environmental reviews for capital projects with property owners - Prepare grant applications - Administer and coordinate federally funded programs- - Prepare transportation improvement program an Article 8 claims with SANBAG - Prepare plana, specifications and estimates for project construction contracts - Administer underground utility districts - Plan check proposed major utility projects such as sever, water and gas distribution CURRENT STAFFING 1 Senior Civil Engineer 1 Associate Civil Engineer* 1 Assistant Civil Engineer 1 Engineering Technician 1 Engineering Aide * On loan to Plan Check • SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - This section has been uuderstaf fed throughout the year but has maintained the Capital Program well. Increased Systems fees taken with the Section staffing problems have resulted in leu than optimum program efficiency. Because this Section has yet to reach full staffing, it OPTION A Retain Current is difficult to assess any deficiencies. It is not Seryice Level and proposed to add staff until we are better able to Staffing evaluate fund availability and existing staff capabilities. Further mid -year review would be recommended if necessary. It is also expected that this area will be somewhat relieved due to transfer of developer cooperative projects to the Special Projects Section. OPTION B OPTION C RECOMMENDATION: option A 56 SERVICE ENGINEERING Special Projects Day Creek - Project Administration - Plan Check Design of Road Crossings and Side Drainage Plan Check SEE PLAN CHECK SECTION Administer Cooperative Proieets with Developers including: - Negotiation of design and construction agreements - Plan checking plans - Auditing cost - Prepare reimbursement and fee credit analysis CURRENT STAFFING I Senior Civil Engineer 1 Associate Civil Engineer 57 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Adequate for Day Creek Project. Positions optimized through consolidation with Plan Check coordination - See Plan Check Analysis. - Less than optimam Beautification Program; problems of clerical overload. OPTION A Retain Current Service Level and Staffing Add 1 Landscape - Addition of a Landscape Architect would facilitate the Architect implementation of the City's Beautification Program and also provide a resource for Landscape Plan Checking. With the development of the Planned Communities, extensive landscaping is being introduced into the City maintained system. To date, designs on this work have been reviewed by the Maintenance Superintendent as time OPTION B allows. Overall quality is deficient. Add 1 Office - The additional workload created by Day Creek and Assistant associated and additional record needs require additional clerical assistance. OPTION C RECOMMENDATION: option B A C 0 9 SUPPLIES & SERVICES classification Travel & meetings Mileage Maint & Operations Dues Contract Service 59 TOTAL 103,115 103,488 ACTIVITY INFORMATION 3100 Travel & Meetings League of California Cities Annual Conference Traffic Engineers Institute City Engineers Conference League of California Cities Public Works Conference Professional Seminars/Conferences as needed 3956 Dues American Public Works association, (3) Institute of Traffic Engineers Riverside/San Bernardino Traffic Engineers (2) City & County Engineers American Society of Civil Engineers (2) City Engineers Association RCE Renewal Construction Inspection Assoc. Maintenance Superintendants Assoc. 6028 Contract service Development Plan Check Inspection (Transition) 1983-84 1983-84 Actual Budget Expense ------- ------- 2,000 2,871 250 102 5,125 12,532 565 540 284,464 163,547 292,404 179,592 IUIT:To TOTAL TOTAL Expenses 1985-86 Council 1984-85 Thru Proposed Approved Budget 5-31-65 Budget budget ------- -------- -------- -------- 1,650 1,485 6,700 750 41 750 10,000 11,958 29,025 830 459 1,600 200,000 205,917 185,000 ------- ------- ------- ------- 213,230 219,860 223,075 0 250 100 200 600 0 1,150 250 120 10 50 400 a a a 0 830 200,000 a 200, 000 700 300 20e 300 5,200 6,700 400 150 25 e 400 25 0 400 200 1,600 150,000 35,000 165,000 0 0 .1 1982-83 1982-83 Actual Account ------- Budget ------- Expense ------- 3100 1,800 1,333 3300 250 134 3900 5,500 7,066 3956 565 298 6028 95,000 --- --- 94,657 ------- TOTAL 103,115 103,488 ACTIVITY INFORMATION 3100 Travel & Meetings League of California Cities Annual Conference Traffic Engineers Institute City Engineers Conference League of California Cities Public Works Conference Professional Seminars/Conferences as needed 3956 Dues American Public Works association, (3) Institute of Traffic Engineers Riverside/San Bernardino Traffic Engineers (2) City & County Engineers American Society of Civil Engineers (2) City Engineers Association RCE Renewal Construction Inspection Assoc. Maintenance Superintendants Assoc. 6028 Contract service Development Plan Check Inspection (Transition) 1983-84 1983-84 Actual Budget Expense ------- ------- 2,000 2,871 250 102 5,125 12,532 565 540 284,464 163,547 292,404 179,592 IUIT:To TOTAL TOTAL Expenses 1985-86 Council 1984-85 Thru Proposed Approved Budget 5-31-65 Budget budget ------- -------- -------- -------- 1,650 1,485 6,700 750 41 750 10,000 11,958 29,025 830 459 1,600 200,000 205,917 185,000 ------- ------- ------- ------- 213,230 219,860 223,075 0 250 100 200 600 0 1,150 250 120 10 50 400 a a a 0 830 200,000 a 200, 000 700 300 20e 300 5,200 6,700 400 150 25 e 400 25 0 400 200 1,600 150,000 35,000 165,000 0 0 .1 CAPITAL OUTLAY 1982-83 1983-84 EwPenses 1985-86 Proposed Cour" ,l Approved 1982-83 Actual 1983-84 Actual 1984-85 Budget Thru 5-31-85 9 et- bud4et Classification Account Budget Expense Budget _______ Expense _______ 9 _______ ______ -- _bud_ - - _______ _______ 3,500 695 3,500 2,347 27,000 14,66 48,3 _ -- Equipment 7044 _______ _______ 695 3,500 2,347 27,000 _______ 14,"66 _______ 48,330 TOTAL 3,500 ACTIVITY INFORMATION 7044 Equipment7 field and office equipment parent (Calculators, Files, Etc) 000 15,000 7,830 10,500 Miscellaneous Support Equipment for new hires (desks,chairs,etc) 1,500 15,000 Word Processing upgrade equipment 2,500 0 Form Package Software 500 0 Printer Stand 508 0 Sound Cover 0 0 Copy Machine (Traffic Design) 0 8,000 e Micro Computer and associated Software 0 7,000 Blueprint machine ------- ------- ------f15,500 27,000 48,330 $15,506to be funded from the Day Creek Assmt Dist r. 61 STREET & PARK MAINTENANCE FUND: General ACCOUNT:1-647/657 DEPARTMENT SUMMARY Classification Personnel Supplies 6 Services Capital Outlay TOTAL PERSONNEL Classification Public Works Engineer Maint Superintendent Maint Crew Supervisor Sr Maintenance Worker Maintenance Worker Street Sweeper Operator Overtime Part-time Step lncr Contingency TOTAL Posit ior, Current _______ Proposed ------- 1.0 1.0 1.0 1.0 2.0 2.0 2.0 3.0 10.0 9.0 2.0 2.0 18.0 18.13 1982-83 1983-84 Expenses 1985-86 Counc11 1982-83 Actual 1983-64 Actual 1984-85 Thru Proposed Approved -Budget Expense -Budget Expense Budget 5-31-85 Budget Bud et------ ------- 8888___ 888___ 8888___ ________ ________ _ 237,084 193,702 219,663 196,901 393,982 235,687 403,408 0 1,082,200 924,794 1,084,400 1,076,166 1,265,400 1,103,495 1,387,600 0 --51200 ---4,405 11,100 3,154 44,400 20,751 15,000 0 88 _806_0__ _ 24,484 1,122,901 1,315,163 1,276,221 1,703,782 1,360,13333 __-____ 1,806,008 a 1982-83 1982-83 Actual Budget Expense _______ ------- 33,258 33,258 26,976 26,976 63,873 50,600 0 0 112,977 74,340 0 0 0 7,895 0 433 a a 237,084 193,702 1983-84 1983-84 Actual Budget Expense 35,936 35,936 29,438 29,438 43,320 40,020 a 0 97,594 82,504 0 0 10, 0ae 5,628 0 a 3,375 3,375 219,663 196,901 Expenses 1985-86 Council 1984-85 Thru Proposed Apprc•ved Budget _______ 5-31-85 ________ Budget Budget ________ 38,648 39,600 32,163 32,163 62,805 63,705 45,789 59,076 162,229 143,998 33,949 36,866 10,000 6,462 10,000 5,814 5,794 12,000 2,585 6,000 393,982 235,887 403,408 0 0 0 is Ll SERVICE tMGINEERING Public Works Maintenance - Parka - Parkways - Tree Maintenance - Road Maintenance - Street Maintenance - Traffic Maintenance - Supplemental labor (summer months) CURRENT STAFFING I Maintenance Superintendent 2 Maintenance Crew Supervisors 2 Senior Maintenance Workers 2 Street Sweeper Operators 10 maintenance Workers 5 Pert -time summer SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Current levels are adequate with alight weakness in area of park supervision. As the system groan. additional staffing will be required. Io the near future. we see significant increases in the area of Park and Parkway Maintenance and Supervision. OPTION A Retain Current Service Level and Staffing Reclassify - Improve lines of authority and increase accountability Maintenance Worker through closer supervision. to Senior - Minimal budget impact. Maintenance Worker for Parke OPTION B OPTION C RECOMMENDATION: Option B 62 SUPPLIES S SERVICES Classification Account Travel & Meetings 3100 Maint & Operations 3900 Dues 3956 Contract service 6025 Street Lites 6040 TOTAL ACTIVITY INFORMATION 3100 Travel & Meetings Safety Training So. Califorinia Turf Grass Show Street Superintendents Meetings 3900 Maintenance & Operations See Annual Work Program for Details 3956 Dues Internation Society of Arborculture Street Superintendents Assoc. So. California Turf Grass Council Miscellaneous 63 1982-83 1983-64 Expenses 1965-86' Council 1982-83 Actual 1983-84 Actual 1964-65 Thru Propos" Approved Budget Expense Budget Expense Budget 5-31-85 Budget Budqet ------- ------- -------------- ------- -------- ------- ------- 200 Ila 200 350 200 171 200 191,800 152,131 123,000 151,442 140,000 91,762 100,000 200 60 200 60 200 60 400 465,000 463,493 536,000 520,180 700,000 658,760 622,000 425,000 308,972 425,000 404,134 425,000 352,742 425,000 ------- ------- ------- ------- ------- ------- ------- ------- 1,082,200 924,794 1,084,400 1,076,166 1,265,400 1,103,495 1,347,600 0 TOTAL TOTAL TOTAL 6028 Contract Service Equipment Rental Storm Operations Street Sweeping Tree Trimming Traffic Striping Signal maintenance Equipment Patching Concrete Repair Parkway Maint-Planned Communities (Deer Creek, Victoria, Etc) Parkway Weed Control Dump Fees TOTAL 100 50 50 200 140,000 50 50 50 50 200 40,000 30,000 30,000 100,000 75,006 100,000 65,000 30,000 185,000 35,000 10,000 700,000 50 50 50 50 -'--400 30,000 30,000 30,000 100,000 100,000 100,000 35,000 50,000 300,000 35,000 12,000 822,000 Is 0 0 u CAPITAL OUTLAY Classification Account Building Improvements 7043 Equipment 7044 TOTAL ACTIVITY INFORMATION 7043 Building Improvements Yard Gate Replacement 7044 Equipment Chain Saw Jack Hammer Cut Off Saw Hedge Trimmer Arrow Board Portable Generator Are Welder Manhole Cleaning safety equipment Detaching Mowing Reels Turf Aerifier Edger Lawnmower 64 1992-83 1983-84 Expenses 1985-86 Counc11 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Budget Expense Budget ------- Expense ------- Budget ------- 5-31-85 -------- Budget B!ulget ---------------- ------- 1,200 ------- 0 6,000 0 20,000 0 6,000 4,000 4,405 5,100 3,154 ------- 24,400 ------- 20,751 ------- 9,000 -------------- ------- 5,200 ------- 4,405 ------- 11,100 3,154 44,400 20,751 15,000 0 TOTAL 20,000 6,000 1,000 0 1,500 0 550 0 350 0 6,000 5,000 1,000 0 2,000 0 5,000 0 3,000 4,000 4,000 0 0 400 0 500 TOTAL ------- 24,400 ------- 9,900 64 65 COMMUNITY SERVICES FUND: General ACCOUNT: 1-532 DEPARTMENT SUMMARY Classification Personnel Supplies 6 Services Capital Outlay TOTAL PERSONNEL Classification Community Service Dir Park Projects Coordinator Community Svc Coordinator Sr Recreation Supervisor Recreation Supervisor Assistant Park Planner Senior Office Assistant Office assistant Part-time Step Incr Contingency TOTAL Post ior's Current Prop ----1--- .0 1.0 1.0 0.0 2.0 1.0 1.0 2.0 9.0 1982-83 1983-84 1982-83 factual 1983-84 Actual Budget Expense Budget Expense ------- ------- ------- ------- 177,515 150,069 196,621 162,048 82,375 53,284 74,445 89,111 0 0 3,550 4,378 259,890 203,353 274,616 255,537 1982-83 1983-84 1982-83 Actual 1983-84 Actual used Budget Expense Budget Expense ---- ------- ------- ------- ------- 1.0 40,298 40298 41,739 41739 1.0 a 0 13,374 6492 1.0 0 0 0 0 1.0 a 0 0 0 2.0 36,564 36342 41,516 41516 2.0 0 0 0 0 1.0 19,116 19116 19,754 19754 2.0 8,728 8728 14,645 14645 70,809 45585 64,260 36569 0 0 1,333 1333 11.0 177,515 150,069 196,621 162,048 Expenses 1985-86 Council 1984-85 Thru Proposed Approveu Budget 5-31-85 Budget Budget ------- -------- -------- -------- 254, 966 -------254,966 236,007 353,932 0 69,885 62,809 132,290 0 23,400 22,459 27,750 0 348,251 323,275 513,972 0 Expenses 1985-86 Council 1984-85 Thru Proposed Approved Budget 5-31-85 Budget Budget ------- -------- -------- -------- 49,536 54,336 35,273 37,104 23,631 25,656 0 24,40a 51,721 53,928 7,500 46,344 16,915 17,220 16,773 30,840 44,436 53,459 57,000 9,181 7,096 _______ ________ ________ 254,966 238,007 353,932 0 0 0 • SERVICE COMMUNITY SERVICE DEPARTMENT Park Improvements - Land negotiation and acquisition - Design - Development - Staff support of Park Development Commission Recreation Services - Community Center Operations - Program coordination, i.e.; classes, special events, trips and sport leagues - Marketing of recreation program Disaster Preparedness - Development of D.Y. Plan - Public information program Historic Preservation - Staff support of Historic Preservation Commission and citizen organizations interested in Historic preservation. Logistical Support - All items above and general administrative interaction with other Departments CURRENT STAFFING 1 Community Services Director 1 Parks Development Coordinator 1 Assistant Park Planner I Community Services Coordinator 2 Recreation Supervisors 1 Senior Office Assistant 2 Office Assistants SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Continued increases in park development activities will stretch existing resources to the limit and will dictate a more 'reactionary' operational mode that the 'proactive' one desired. - Continued community growth has increased consumer OPTION A Retain Current demand for recreation services. Efforts of full time Service Level and recreational personnel spent primarily in 'reactionary' Staffing mode. Continuation of this posture will stymie the realization of maximizing full potential. Add 1 Assistant Park - The addition of this position in the Park Improvements Planner trainee and section will move the operation into the desired 1 Senior Recreation proactive stance, enabling the Department to keep the Supervisor in General Plan Element current, process projects in a Recreation Services more timely manner than resources now permit, develop designs for future projects, etc. - As in the park section, addition of personnel resources OPTION B in Recreation Services will permit us to plan ahead 'big picture' vise and utilize current resources more effectively through closer review and analysis than is now possible. OPTION C RECOMMENDATION: Option B NO 67 SUPPLIES S SERVICES 1982-83 19b3 -b4 Lxpenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Account ------- Budget Expense -------------- budget ------- Expense ------- Budget ------- 5-31-85 -------- Budget Budget -------- --------- Travel & Meetings 3100 1,550 2,122 2,595 3,821 4,850 5,702 7,035 Mileage 3300 2,600 2,557 2,500 3,500 3,600 2,539 4,000 Maint & Operations 3900 67,975 39,229 59,815 42,292 46,000 42,042 88,000 Dues 3956 250 205 280 325 265 425 555 Contract service 6028 10,000 9,171 -------------- 9,255 ------- 39,173 ------- 15,000 ------- 12,101 -------- 32,700 ---------------- TOTAL 82,375 53,2x4 74,445 89,111 69,715 62,809 132,290 0 - ACTIVITY INFORMATION 3100 Travel & Meetings California Park & Recreation Society Conference 1,900 2,375 National Recreation & Park Association Conference 850 850 Local Meetings as needed 100 1,350 League of California Cities Community Service Conference 650 350 National Recreation & Park Association Revenue School Boo 400 National Recreation & Park Association Design & Maintenance 550 0 League of California Cities Annual Conference 0 700 Newsletter Workshop 0 ------- 1,010 ____-_- TOTAL 4,850 7,035 3300 Mileage Mileage Reimbursement -Dept Head 2,400 2,400 Mileage Reimbursement -Staff 1,200 ------- 1,600 -___--- TOTAL 3,600 4,000 3900 Maintenance & Operations Utilities - 23,000 30,000 Office Supplies 3,200 3,600 Printing & Publications 15,000 38,000 Building Maintenance Supplies 4,000 15,000 . Uniforms -Recreation Staff 800 ------- 1,400 ------- TOTAL 46,000 88,000 3956 Dues National Recreation & Park Association 125 150 California Park & Recreation Society 140 375 Southern CAlifornia Municipal Athletic Federation 0 ------- 30 ______- TOTAL 265 555 6028 Contract service Park Site Appraisal(s) and Professional Land Services 7,000 7,000 Park Site Survey 6,000 0 Computer/Printer Maintenance Contract .. 1,000 5,500 Miscellaneous - 1,000 3,000 Minutes/Park Dev Comm & Pk Commission 0 1,400 Office Equipment Rental(s) 0 ''•000 Janitorial Services -Lions 0 0 9,300 7'500 Alarm System Svc RCNC & Lions • • TOTAL 15,000 32,700 CAPITAL OUTLAY .: I'Jae-63 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Account Budget Expense Budget Expense ------- Budget ------- 5-31-85 --- Budget --- Budget -_--_--- ------- Building Improvements 7043 ------- 0 ------- 0 ------- 0 0 1,400 7,389 23,000 Equipment 7044 0 ------- 0 ------- 3,550 ------- 4,378 ------- 22,000 ------- 15,070 -------- 4,750 - -----__- TOTAL 0 0 3,550 4,376 23,400 22,459 27,750 S ACTIVITY INFORMATION 7043 Building Improvements Repaint Lions Facility- Inside & out. 0 9,000 Repaint RCNC-Partial Interior 0 5,000 Renovate RCNC Parking Lot Lights 0 5,000 Miscellaneous Building Repairs 1,400 ------- 4,000 ------- 1,400 23,000 7044 Equipment Support Equipment -New Hires 22,000 4,000 Drafting Equipment 0 750 ------- 22,000 ------- 4,750 .: 69 PUBLIC SAFETY Costs Costs SERVICES 1964-85 1985-86 -------- -------- 11 - General Law Patrol Units 1.985.668 2,048.250 6 - Traffic Patrol Units 401.170 541.964 5 - Detective Units 357,916 361,530 UNIT COSTS SUPPORT SERVICE 2,744,748 2,951.744 Equipment 20,547 23.285 Personnel 264,838 295,794 Miscellaneous 4.000 4,000 County Direct Costs 45,629 48.160 TOTAL SUPPORT SERVICE TOTAL CONTRACT CONTINGENCY FOR M.O.U. COUNTY COSTS COSTS TO BE PAID DIRECTLY BY THE CITY: Contracts Utilities Personnel Unit Maintenance & Ooerations Meetings & Dues Miscellaneous Caoital Outlay TOTAL COSTS PAID BY CITY 335,014 371,239 3,079,762 3.322,983 75,600 83,760 3,154,762 3,406,743 71,425 15, 000 211.917 164,771 2.596 23,012 0 488.721 47.364 38.449 162.816 202, 020 5.096 13,212 13.464 482.421 TOTAL LAW ENFORCEMENT COST 3,643.483 3,889.164 • (1) County Personnel cost s*'a act to chance due to memorandum of understanding (MOU). (2) County Costs do not inc fuel and vehicle maintenance. (3) includes liability insuranra and norsrnnnel bondinc. SUPPORT SERVICE Radio Dispatchers 1129652 Sergeant's marked unit 69336 Travel Expense 41000 Captain 3 Vehicle 679927 Secretary II 249621 Safety unit extra help 109394 COSTS Costs FIELD SERVICE Additional unmarked detective unit 59282 1984-85 -------- 1985-86 -------- ------------- 5 - 168 hr. General Law Patrol Units 1,363,665 1376185 1 - 112 hr. General law Patrol Units 196,419 198206 2 - 80 hr. General Law Patrol Units 2650154 269544 2 - 80 hr. Traffic Patrol Units 265,154 269544 4 - 40 hr. Traffic Patrol Units 1369016 272420 1 - 56 hr. General Law Patrol Unit 92,922 0 3 - 40 hr. General Law Patrol Unit 67,508 204315 5 - 40 hr. Detective Units 357,910 -------- 361530 TOTAL PATROL UNIT COSTS 29744,748 2-------- 1951,744 SUPPORT SERVICE Radio Dispatchers 1129652 Sergeant's marked unit 69336 Travel Expense 41000 Captain 3 Vehicle 679927 Secretary II 249621 Safety unit extra help 109394 Senior Deputy differential 119289 Secretary differential 999 Additional unmarked detective unit 59282 4 -wheel drive unit 69429 Deputy I 369956 Replacement - Radar 2,500 County Direct Costs 459629 Transcriber Typist II 0 TOTAL SUPPORT SERVICE 3359014 TOTAL CONTRACT COSTS CONTINGENCY FOR MOU TOTAL COUNTY COSTS TO CITY 70 112,650 6,174 4,000 69,987 24,621 15,591 11,631 999 5,282 6,429 38,296 5,400 48,160 22,019 371,239 39079,762 3,322,983 759000 83,760 3,154,762 3,406,743 71 COSTS COSTS CONTRACTS --------- 1984-85 1965-86 Building (Leases) -------- 27,368 -------- 29.459 Communications Eauipment 44.865 -------- 17.985 TOTAL 71,425 -------- 47.364 PER;80f6ifcL Police Clerks (4) 66.455 33.114 Crossing Suards 20,609 20.606 Overtime (Sheriff Personnel) 182.853 -------- 189.896 TOTAL 211,917 -------- 162.816 UTILITIES Sas. Electric, Nater Etc. TOTAL 15,000 38,449 VEHICLE UNIT OPERATING COSTS ---------------------------- Fuel 98.800 69.768 Maintenance 64,471 112.328 Air Pollution Control Inso 426 a Radar Maintenance 1,880 0 TOTAL 164,771 282.820 OFFICE SUPPLIES/MISC COSTS ------------------------- LDF (PORAL) 1,500 2,500 Maintenance Supolies 13,525 13.212 Crime Prevention material 1,050 a Office Furniture 6,937 -------- 13.464 TOTAL 23.012 -------- 29.176 MEETINGS { DUES --------------- West End Chiefs 96 96 Service Clubs 156 150 Crime Prevention 500 750 • FBI Seminar .. 475 a Reserve Installation Dinner 1.500 1,50a Miscellaneous as needed 0 1" • TOTAL -------- 2.713 -------- 2.596 482,421 .NON CONTRACITB 488.840 0 SERVICE IMPLEMENTATION SHERIFF'S DEPARTMENT Administrative Services - All current service levels and staffing except for - Administration and Personnel - Crime Prevention Crime Prevention are adequate to meet the anticipated - Records and Reception - Property and Evidence - Radio Dispatch respond to growing community needs. CURRENT STAFFING 1 Captain 1 Lieutenant 5 Dispatchers 1 Sergeant 1 Secretary II I Deputy II I Secretary I I Auto Asat. 5 Clerks 1/2 Extra Help 1 Public Info. (Safety) Clerk SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - All current service levels and staffing except for Crime Prevention are adequate to meet the anticipated needs. Crime Prevention programs would not be able to respond to growing community needs. OPTION A Retain Current Seryice Level and Staffing Increase half-time - This option would result in a higher level of extra help position responsiveness to demands for Crime Prevention programs to three-quarter being generated by increasing number of residential time communities. OPTION R OPTION C RECOMMENDATION: Option g 72 SERVICE SHERIFF'S DEPARTMENT General Patrol S r ices - Proactive Patrol - Public Safety - Criminal Investigations - Public Services - School Resources - 9-9 Patrol CURRENT STAFFING 4 Sergeants 3 S.D. PTO's 28 Deputy II Patrol Officers 1 g-9 Dog AOL 73 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Lack of continued movement towards proactive patrol level goal of 451 by 1/1/87. - Depending upon the calls -for -services generated by increasing residential population and growth in residential area to be patrolled, we could logs ground. OPTION A Retain Current Service Level and Staffing Add 1 Deputy II - Would return level of staffing to pre R-9 level and Patrol Officer and would enhance our potential for attaining the desired 1 marked patrol proactive patrol level of 451 by 1/1/87. unit OPTION B OPTION C RECOMMENDATION: Option B 0 SERVICE SHRRlFF'S DEPARTMENT Traffic Safety Services - Proactive Patrol - Traffic Accident Investigation - Public Awareness - Traffic Enforcement CURRENT STAFFING 1 Sergeant 6 Deputy II Patrol Officers SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - The amber of injury traffic collisions would continue to increase at an unacceptable rate. - The time required to investigate the growing umber of traffic collisions would leave less time for enforcement which would result in an even faster rate OPTION A Retain Current of increase. Service Level and Staffing Add 2 Deputy 1I - Would result in a higher level of selective enforcement Patrol Officers and which would serve to reduce the rate of increase in 2 marked patrol traffic collisions. units equipped in - Would provide an increase in proactive patrol time radar which would result in higher visibility in areas subject to collisions during peak collision periods. OPTION B Reassign 2 Deputy - The results of this option would be the same as Option II Patrol Officers 0 for the Traffic Safety Program. However. the impact and 2 marked patrol on the general law patrol services would be significant units from general in terms of maintaining an acceptable level of law patrol proactive patrol. OPTION C RECOMMENDATION: Option B 74 SERVICE SHERIFF'S DEPARTMENT Investigative Services - Follow-up Criminal Investigations - Court Investigations - Criminal Complaints Process - Gang Intelligence CURRENT STAFFING 1 Sergeant S Senior Deputy Investigators 1 Deputy 11 - Gang Officer 1 Deputy II - Complaint Officer 75 SERVICE OPTION IMPLEMENTATION SERVICE IMPACT - Current service level and staffing is adequate to meet anticipated needs. OPTION A Retain Current Service Level and Staffing OPTION E OPTION C RECOMMENDATION: option A 0 76 77 RECREATION SERVICE funds Enterprise ACCOUNT, 13-567 DEPARTMENT SUMMARY --_-_Classification ------------ Personnel 5upplies.d Services CCapital Outlay TOTAL PERSONNEL Classification ------------------- Part-time TOTAL 1982-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approveo Budget Expense Budget Expense Budget 5-31-85 Budget Budget _______ _______ _______ ________ _____ ___ 0 5,126 7,500 6,503 15,855 4,493 22,500 0 71,762 82, 53a 132,653 107,910 166,000 87,975 144,334 0 -5,775 5,225 27,193_ 12,873 14,650 23,066 5,000 0 ___ _______ _______ ,537 92,889 167,34E 127,286, 196,505 115,534 171,834 0 Positions 1982-83 1982-83 Actual 1983-84 1983-a4 Actual 1984-85 Expenses 1985-86 Council Current Proposed Budget Expense Budget Expense Budget Thru 5-31-85 Proposed Approved _______ _______ _______ _______ budget Budpet ______ _______ - --_-__0 5,126 _______ 7,500 _______ 6,503 _______ 15,855 4,493 ___ _ 22,500 0.0 0.0 0 5,126 7 500 6,503 _______ 15,855 ________ 4,493 ________ _______ 22,500 0 • • • a CJ SUPPLIES A SERVICES VTC 1982-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-,35 Thru Proposed Approved Classification Account Budget Expense ------- Budget ------- Expense ------- Budget ------- 5-31-85 -------- Budget -------- Budget -------- ------- Maint 6 Operations 3900 ------- 7,500 7,363 10,500 2,790 10,000 5,855 20,000 Contract Service 6028 64,262 75,175 ------- 122,153 ------- 105,120 ------- 156,000 ------- 82,120 -------- 124,334 -------- -------- TOTAL ------- 71,762 82,538 132,653 107,910 166,000 87,975 144,334 0 ACTIVITY INFORMATION 6028 Contract service Contract Instructors,Special Events,Program Development TOTAL 156,000 124,334 3900 Maintenance 8 Operations Printing, Publications for recreational activities TOTAL 10,000 24a,000 CAPITAL OUTLAY 19,32-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Classification Account Budget Expense Budget ------- Expense ------- Budget ------- 5-31-85 -------- Budget -------- Budget -------- ------- Building Improvements 7043 ------- 1,700 ------- 2,991 7,800 0 0 13,895 0 Equipment 7044 4,075 ------- 2,234 ------- 19,393 ------- 12,873 --------- 14,650 ------- 9,171 -------- 5,000 -------- -------- 5,775 5,225 27,193 12,873 14,650 23,066 5,000 0 ACTIVITY INFORMATION 7044 Equipment Start up Equipment-RCNC 3,500 0 Computer enhancements 11,150 5,000 VTC 79 VEHICLE & EQUIPMENT FUND: Enterprise ACCOUNT: 60-225 DEPARTMENT SUMMARY SUPPLIES & SERVICES Classification Account 1982-83 3930 1983-84 3931 Expenses 1985-86 Council 1902-03 Actual 1903-84 Actual 1984-85 Thru Proposed Approved classification --------------- Budget _______ Expense ------- Budget ------- Expense ------- Budget ------- 5-31-85 -------- Budget -------- Budget Personnel 0 e 0 0 0 0 0 ------- 0 Supplies & Services 220,937 170,014 170,000 162,075 102,800 147,973 197,501 0 Capital Outlay 0 _______ 0 _______ 49,240 _______ 41,115 _______ 167,240 _______ 0 ________ 209,398 ________ 0 TOTAL 220,937 170,014 219,240 203,190 290,040 147,973 406,099 ------- 0 SUPPLIES & SERVICES Classification Account Fuel 3930 Vehicle & Equip Maint 3931 Contract service 6028 TOTAL ACTIVITY INFORMATION 6028 Contract service Heavy Equipment Repair -Outside Service 1982-83 i9B3-84 Expenses 1985-86 Council 1902-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved budget Expense Budget Expense Budget 5-31-85 budget Budget ------- --------------------- ------- ---------------- ------- 128,404 116,442 95,000 105,446 30,0ee 93,672 109,869 82,533 47,630 60,000 56,305 56,100 54,301 65,394 10,000 5,942 25,000 324 16,700 0 22,238 _______ _____________________ _______ ______________ ------- 220,937 170,014 170,000 162,075 102,000 147,973 197,501 0 TOTAL 16700 22,238 CAPITAL OUTLAY Classification Vehicles 1982-83 1983-84 Expenses 1985-86 Council 1982-83 Actual 1983-84 Actual 1984-85 Thru Proposed Approved Account Budget Expense Budget Expense Budget 5-31-85 Budget Budget ------- ------------------`_--------------- _____ ------- 7045 a a 49,40 41,115 187,240 209,398 a 0 49,240 41,115 187,240 0 209,398 0 ACTIVITY INFORMATION 7045 Equipment Roseman Gang Mower Lease Purchase Payment Mid Size Pickup - Replaces Unit 8221 3/4 ton pickup (3) - Replaces units 511,520 & 610 3/4 Ton Pickup with Dump Body & Radio - Replaces Unit 8420 Inspector Vehicle Supervisor Inspector Vehicle - Street Sweeper Lease payment Mid size sedans - Replaces units 110,210,711 and the Silver Bullet City pool vehicles - Planning, Eng, Comm Svcs, & Bldg & Safety Heston type mower and towing trailer - Replacement RM 9,240 7,657 10,000 11,585 15,000 48,722 13,500 0 42,500 0 12,000 0 85,000 34,834 0 39,950 0 50,000 0 16,650 187,240 2.09,398 0 COMMUNITY IMPROVEMENT PROGRAMS PROGRAM TITLE Playground Development Field Lighting Church Street Park Trails Cucamonga Creek Survey of sites. Contract payment -Nov 85 Contract payment -Mar 86 Hermosa Park Site Hermosa Park Site West Beryl PROGRAM DESCRIPTION Various locations, bear Gulch. Church Street, Etc. Lightiang project at beryl Park. Current project under development. Under study for development. Facilities development in con- junction with development of Creek. Project. Beryl and Hermosa sites. 1st installment payment on Rancho Cucamonga park. End installment payment on Rancho Cucamonga Park. Plannir❑ and Engineering of Hermosa Park. site. Development of hermosa Park. Planning and Engineerinq of W. Beryl Park. Site. PROGRAM COSTS: $1,951,499 FUNDING SOURCE(S): Park. Development Fees,Grants. xxv 01 COMMUNITY IMPROVEMENT PROGRAMS PROGRAM TITLE Local Street Preventive Maintenance. Local Street Reconstruction Hamphsire, Devon, Malachite, Leucite, Klusman, Jadeite and Misc. Alley Constr. Vineyard Ave Reconstruction Traffic Signals Highland Avenue Rochester Ave @ R. R. crossing 1911 Act Protect Development Developer Cooperative Protects Circulation Planning Studies Hermosa/Turner Improvement Program PROGRAM DESCRIPTION General maintenance & Uok.eeo. Est. Cost $ 100,000 Repair of streets beyond normal maintenance control. Est. Cost $ 250,000 Arrow to Foothill design only. Est. Cost $ 10,000 Vineyard & Ninth Baseline & Beryl Arrow & Hellman Est. Cost $ 210,000 Bridge at Alta Loma Channel design only. Est. Cost $ 30,000 Construction design Est. Cost $ 20.000 As approved by City Council. Est. Cost $ 201000 As eoproved by City Council. Est. Cost $ 200,000 Update current circulation plan. Est. Cast $ 50,000 Design & reserve fl_inding Est Cost $ 190,000 PROGRAM COSTS: $1,080,000 FUNDING SOURCE(S): Systems Fees xxvi COMMUNITY IMPROVEMENT PROGRAMS PROGRAM TITLE Etiwanda Drainaae System Hermosa/Turner Imorovement Program i PROGRAM DESCRIPTION Comolete revisions of storm drain plan for Etiwanda Specific Plan. Est. Cost $ 100.000 Design and reserve funding. Est. Cost $ 450,050 PROGRAM COSTS: $ 550.000 FUNDING SOURCE(S): Drainage Fees 11 COMMUNITY IMPROVEMENT PROGRAMS PROGRAM TITLE Archibald Avenue Carnelian Street Baseline Road Carnelian Street Haven Avenue Medians Baseline Road Baseline Pkways 19th St parkways Foothill Blvd Median Island PROGRAM DESCRIPTION Finish orr_tect Est. Cost $ 50.000 Landscaoing 19th to Banyan. Est. Cost $ 200.000 Carnelian to City Line Landscaoing. Est. Cost $ 50,000 Baseline to 19th. Est. Cost $ 250,000 Arrow Route to 19th/ C000 with Developers. Est. Gust $ 250,000 Median development/ COOP with Lewis Homes. Est. Cost $ 20,000 Misc locations Carrelian to !-Oven. Est. Cost $ 50,000 Misc locations/west City limits to Haven Avenue. Est. Cost $ 1001000 Corridor Design Elements. Est. Cost $ 430.000 PROGRAM COSTS: $1,400,000 FUNDING SOURCE(S): Beautification Fees XXv111 COMMUNITY IMPROVEMENT PROGRAMS PROGRAM TITLE Archibald Ave Reconstruction Turner Avenue Widening No. Town Strt Improvements Archibald Ave Sidewalks Baseline Widening & reconstruction and traffic signal Archibald Avenue widening/S.P. R.R. East Avenue Reconstruction Arrow Rte Widening & Reconstruction Two phases split at Vineyard Ninth St.Widening & Reconstruction Two phases split at Vineyard Lemon Ave Widening/Bridge over Alta Loma Channel Greve Ave Phase 1 signal coon with City of Ontario Grove Ave Phase 2 widening/ signal modification is ninth and Arrow Route Hillside Road widening PROGRAM DESCRIPTION Fourth St to Baseline. Est. Gest $1.300.000 Feron St to AT & SF R.R. Est. Cost s 150.000 Phase IV -Acacia. Belmont, Cottage and Eighth Streets. Est. Cost $ 168,000 Foothill to Baseline. Est. Cost $ 61,000 Hermosa to Haven. Est. Cost s 292.000 North of Baseline. Est. Cost $ 160,000 Highland to Summit Esta Cost $ 240,000 Grove to Archibald. Est Cost $ 400,000 Grove to Archibald. Est. Cost $ 400,000 Archibald to Hermosa. Est. Cost s 160.000 Eighth & S. P. R.R. Est Cost s 250,000 Chaffev to Foothill. Est Cost $ 400,000 Southwest corner @ Archibald. Est Cost $ 30,000 PROGRAM COSTS: $4,193.000 FUNDING SOURCE(S): Systems Fees Gas Tax, FAU. SB325, HUD CDBG, Sidewalk Grant. 0 • REDEVELOPMENT AGENCY OF THE CITY OF RANCHO CUCAMONGA BUDGET FISCAL YEAR 1985 - 1986 AGENCY BOARD: Jon D. Mikels, Chairman Richard Dahl Charles J. Buquet Jeffrey King Pamela Wright AGENCY STAFF: Lauren M. Wasserman, Executive Director Jack Lam, Deputy Executive Director Harry Empey, Treasurer Linda D. Daniels, Senior Redevelopment Analyst Sharon Leonard, Redevelopment Accounting Technician ADOPTED JUNE 27, 1985 JACr- 9 0 Fund Cateaor 10 RDA Administration 11 Day Creek 12 Regional Shopping Ctr. 20 Tax Increment 21 Affordable Housing + 22 Regional Facilities 23 Non Reclaimable Water 24 Sewer & Water 25 Fire Protection 30 Special Trustee (Tax Allocation Bonds) TOTAL 0 RANCHO CUCAMONGA REDEVELOPMENT AGENCY SUMMARY ANALYSIS OF FUNDS Estimated Revenue/Resource $ 396,821* 3,211,880 2,069,060 1,378,650 707,000 883,750 35,350 282,800 282,800 -0- 248,111 Transfer In $ 15,000 -0- -0- -0- -0- -0- -0- -0- -0- 2,222,400 237 Transfer Out $ -0- -0- -0- 1,378,650 -0- 843,750 -0- 5,000 10,000 -0- $2,237,400 *Includes $90,900 interest Trom remaining iH 64-1 Dunu r-ubtfVU **$9,248,111 less: 707,000 affordable housing 272,800 fire protection 8,26 8 , 311 +Program under development SINGLE FAMILY HOME MORTGAGE REVENUE BOND PROGRAM SUMMARY* Estimated Expenditures $ 411,821 3,211,880 2,069,060 -0- -0- 40,000 35,350 277,800 -0- 2,222,400 68.311 runa ana 1,iLy 10dn *This is a summary of Redevelopment Agency issues only, refer to City Budget for detail of City issued Mortgage Revenue Bond Programs. .• • FUND 10 RDA ADMINISTRATIVE FUND BUDGET DETAIL formerly called Redevelopment Fund The RDA Administrative Fund is that portion of total tax increment directly attributable to the RDA and is the principal source of revenues to operate the RDA. Revenues for this fund are derived from proceeds of the City loan (which is repaid annually), interest from certain bond funds and certain bond reserve funds as well as certain administrative fees. Highlights of the operations budget include an increased audit budget reflecting increasing audit service needs, inclusion of an advertising and promotion budget reflecting beginnings of a promotional program to advertise RDA activities for promotional purposes and gain greater ex- posure to contacts with potential revenue producing clients for future developer disposition or participation agreements. In conjunction with this effort is the proposed budgeting for a Community/Agency brochure. The brochure was actually budgeted in fiscal year 1984-85 but workload did not accommodate its development. The Agency is behind other agencies in having basic materials for community marketing, economic development • and public relations. The brochure and information packer should be developed this fiscal year. It is proposed that the brochure be a component system which includes the versatility of a presentation folder, the brochure itself, separate marketing documents and announcement graphics. The brochure would emphasize community quality of life and the separate marketing material would have numerical data that can be modified annually. Because private business and development firms have their own systems of marketing information packets, staff proposes that the Agency brochure material be made available for defined private use for a fee that would amortize the Agency's original development costs and establish a revolving development fund. Separate budgeting has been done for both Economic Development Conferences should both Opportunity 86 and Inland Empire West 86 exist in 1986. Pro- fessional services have been increased to reflect major financial and Agency implementation efforts as well as evaluation of new project development. in 1985-86. Data Management from prior year is again re- allocated for FY 85-86, the large expenditure for the fiscal year contemplates actual implementation. RFP's for the system have been received and are currently being reviewed for award of contract in July 1985. The development and completion of the system will improve effi- ciency significantly and provide markedly improved service to the public. Again, taking an entrepreneurial approach when the system is complete, portions of the system may be marketed to other communities that desire a totally integrated parcel linked data system and permit tracking system. is -2- 0 0 FUND 10 RDA ADMINISTRATION PERSONNEL DETAIL FY 1985-86 Personnel Category 1984-85 1985-86 RDA Board $ 3,600 $ 3,600 Direct City Staff Services $ 67,046 76,261 Agency Personnel: 1 - Sr. Redev. Analyst 32,000 33,503 1 - Redev. Acct. Tech. (Finance Dept.) 17,754 20,173 1 -- Redev. Analyst* -0- 12,563 1 - Associate Planner 26,500 -0- 1 - Office Assistant 6,700 13,400 Sub -Total $ 82,954 $ 79,639 Grand Total 153,600 159,500 *Mid -year hire -3- 0 • • RDA ADMINISTRATION BUDGET FY 1985-86 1983-84 1984-85 1985-86 Estimated Revenues: $310,400 $400,921 Estimated Expenditures: Personnel RDA Board, RDA Staff.& City Serv.to Agency 3,600 167,000 3,600 150,000 3,600 150,000 Sub-Total$170,600 $153,600 59,500 Operations Financial Audit 5,000 7,000 10,000 Printing/Publications 16,000 15,000 15,000 Office Supplies 6,000 5,000 5,000 Travel/Meetings 3,000 5,000 51000 Dues 1,000 1,500 2,000 Advertising/Promotion -0- -0- 15,000 Sub -Totals 31,000 $ 30,000 s 52,000 Contract Services Legal Services 36,000 30,000 30,000 Professional Services as Apvd. 45,000 25,000 50,000 by RDA Board Sub -Total$ 81,000 $75 , 0-0 0 80,000 Capital Improvement Projects I-15/Foothill Interchange (Professional Services) $15,000 Special Projects Agency/Community Brochure $25,000 Opportunity 85 & West End Economic Development $10,000 Capital Outlay Data Management $60,000 Word Processing Equipment 7,321 Desk/Bookcases/File/Equipment 3,000 70,321 Grand Total $ '- 411,821 Budget Raallocation 1983-84 $ 28,000 a a anagem n 1984-85 $ 35,000 First vear /1QRi-0.61 and .,d ,,. /loon ocx .. reallocated instead of encumbered since project begins FY '85-86. First, second and third year phases will be combined. 0 • • FUND 11 DAY CREEK PROJECT FUND Monies contained within this fund are remaining proceeds of TA 84-1 attributable to the Day Creek Flood Control Project and transfer of certain funds from the Fund 22, Regional Facilities pass thru designated for the Day Creek project. (See Mello -Roos Day Creek Flood Control Project Budget.) Estimated Resources Estimated Expenditures $3,211,880 $3,211,880 -5- • FUND 12 REGIONAL SHOPPING CENTER PROJECT FUND • This fund contains those bond monies attributable to the Regional Shopping Center project from TA 84-1. These funds combined with pre-TA84-1 fund balance monies from Fund 20 will meet the Redevel- opment Agency obligations under Owner Participation Agreement 84-1. OWNER PARTICIPATION AGREEMENT OPA 84-1 BUDGET DETAIL Under OPA 84-1 the Redevelopment Agency obligations are to provide an approximate $9.5 million investment in the Regional Shopping Center. A $2.25 million initial obligation has already been met with Tax Allocation Bond Issue 84-1 which leaves a $7.25 million obligation in 1985-86. This amount is planned to be financed by a combination of escrowed fund balances, accumulated interest and a new tax allocation bond issue. FY 1985-86 Estimated Revenue $2,069,060 Estimated Expenditures OPA 84-1 $2,019,060 Operations Legal Services 15,000 Professional Services 35,000 TOTAL $2,069,060 M P • FUND 20 TAX INCREMENT FUND This fund is established for debt sery ice for TA 84-1 and city loan repayment (See OPA 84-1 Budget Detail.) Estimated Revenue Estimated Expenditures Debt Service TA 84-1 (Regional Center) TA 86-1 (Regional Center) City Loan TOTAL $1,378,650 * 461,855* 615,874 300,921 $1,378,650 *These funds are transferred to the Trustee Fund 30. -7- 0 0 FUND 21 AFFORDABLE HOUSING These funds are the mandatory 20 percent setaside monies from tax increment collected by the RDA. These funds are required by state law to be used for affordable housing purposes. Since funds have been heretofore inadequate to begin a formal housing program, monies have only been spent on a case-by-case basis - senior housing projects. However, funds will become adequate mid -year and staff will prepare for the Board a housing program for Board consideration in the summer quarter of FY 1985-86. A program report must be presented to the State Department of Housing and Community Development (HCD) prior to the end of the year. N 0 FUND 22 REGIONAL FACILITIES PASS THRU Budget Detail Under agreement with the County of San Bernardino, increment monies received in this account are to be used for regional facilities, more particularly, the Day Creek Flood Control project. To date, the Day Creek design study has been completed and a concept plan has been accepted by the Agencies having interest in the channel. A contract with County Flood Control has been established for assistance in coordinating the jurisdictional areas of project implementation. A Mello -Roos formation vote in June 1984 was successful in both Ontario and Rancho Cucamonga, thus paving the way for design and construction of the permanent improvements. The program contemplates a redevelopment increment pledge to assist in supporting Mello -Roos bonds. In April 1984, the Agency sold tax • allocation bonds which netted $3.2 million to help with final design of the Day Creek Debris Basin located north of the City. The major- ity of these tax allocation bonds have been held in account in Fund 11 and used progressively as Mello -Roos implementation has evolved. Various contractural arrangements have been implemented and many others are yet to be developed as the project progresses. Expenditures for Fund 22 are programmed for debt service both for that portion of TA 84-1 attributable to the Day Creek Project and new Mello -Roos bonds. The Mello -Roos budget detail shows the relationship between this debt service to total project program. 11 0 lu • 0 22. REGIONAL FACILITIES PASS THRU FY 1985-86 Estimated Revenues: Regional Facilities Tax Increment** $883,750 Estimated Expenditures: Debt Service * Debt Service 84-1 (Day Creek) $343,750 Debt Service pledge to Day Creek Mello -Roos Program 500,000 Sub -Total $843,750 Capital Data Processing Equipment (Mello -Roos) $ 40,000 Contribution to Tax Management TOTAL $883,750 *Debt service funds are transferred to Fund 30 Special Trustee **Remaining bond balance funds from fiscal years (Fund 22) prior to 1985/86 to be programmed for Day Creek Mello -Roos project. -10- 0 MELLO-ROOS DAY CREEK FLOOD CONTROL PROJECT BUDGET DETAIL In FY 1985-86 a Mello -Roos Finance District was adopted which included 3,695 acres of land. In addition, an annual assessment tax of not to exceed $550/acre was approved by property owners within the Mello -Roos District. In September 1985 the Agency expects to conclude the Mello - Roos financing program through the sale of approximately $18 million in bonds. The proceeds will be used to finance the design, construction and administration of the Day Creek Flood Control Channel facility. It is anticipated that this initial $18 million bond issue will be sufficient to fund the Day Creek Flood Control project. However, until the final design documents are developed and final estimates are done late in the year, total final estimates cannot be made. If additional funds are needed then a second bond issue will be done in FY 1987-88. Funds to pay debt service for the bonds will come from two sources: • 1) tax assessments from the property owners of land within the Mello - Roos District and, 2) tax increment monies which are used for Regional Facilities pursuant to the Agency/County agreement. In addition to these two sources of debt service revenue, the Program will also use the monies received from the 1984 tax allocation bond sale (TA 84-1) which was reserved for the design of the Day Creek facility. The revenues needed to begin the Day Creek facility should all be realized in fiscal year 1985-86. The facility construction itself is currently anticipated to be a three-year program if programming and coordination of all the various components of this complex project can be accomplished in a timely basis. -11- 0 n U MELLO-ROOS DAY CREEK PROJECT PERSONNEL DETAIL Personnel 85/86 86/87 87/88 1 - Project Manager** $60,000 $60,000 $60,000 1 - Resident Engineer** 25,000 50,000 25,000 1 - Senior Engineer 39,000 39,000 39,000 1 - Associate Engineer 36,800 36,800 36,800 1 - Clerical -0- 15,000 15,000 Inspectors 12,000'3) 105,000(2'5)105,000(2.5) $172,800 $305,800 $280,800 Plus Overhead 35,120 78,320 78,320 Revenue Services Program 50,000 50,000 50,000 TOTAL $257,920 $434,120 $409,120 *Personnel budget detail reflects Mello -Roos Day Creek Program presented to and approved by City Council on March 14, 1985. **County Contract - Flood Control District - No overhead is calculated on these personnel. -12- • • The following summaries provide general descriptions of the proposed three-year construction period based on assumptions prior to bond sales. MELLO-ROOS DAY CREEK FLOOD CONTROL PROJECT -year ro3ec ion ESTIMATED RESOURCES FY 85/86 FY 86/87 FY 87/88 Mello -Roos Assessment $1,293,2501 $1,380,7502 $1,380,7502 RDA Fund 22 Pledge for Debt 500,000 745,125 748,125 Net Proceeds of Mello -Roos. Bond Sale 16,050,000 -0- -0- Interest Earned on Bond Sale 750,000 1,000,000 790,947 Net Proceeds -RDA Fund 11 (TA84-1) 3,211,880 -0- -0- Carry Forward of Mello -Roos Bond Sale -0- 18,384,658 9,031,280 TOTAL $21-,805,130 $21,S=T $1T,931,102 ESTIMATED EXPENDITURES Debt Service Mello -Roos District Delinquency Reserve S 1,725,875 S 2,125,875 S 2,128,875 90,527 96,652 96,652 Personnel 257,920 434,120 409,120 Operation: -0- 128,000 262,000 Facility Rental 10,000 14,000 14,000 Maintenance and Operation 5,000 10,000 10,000 Field Station 10,000 51000 5,000 Travel and Meetings 1,750 1,750 1,750 Contract Services -Boyle Ludwig design of 7 street crossings and related storm drain design -Willdan (sizing and channel design) -Willdan (final design of channel and debris dam) -Soils Testing -Surveying and Staking -Material Testing -Inspector Facili�y Construction Coital Uutlay: Word Processing Upgrade Office Equipment Vehicles SUBTOTAL BALANCE TO CARRY FORWARD GRAND TOTAL 560,000 -0- -0- 612,000 -0- -0- 128,000 262,000 -0- -0- 138,000 100,000 -0- 250,000 100,000 -0- 30,000 20,000 -0- 50,000 50,000 -0- $9,013,706 $9,013,705 15,500 -0- -0- 3,900 12,150 2,000 -0- 36,000 -0- $ 3,420,472 $1� 411,951,102 18,384,658 9,031,280 -0- $21,805,130 521,510,533 $11,351,102 ZAssumes 100% collections on 3,695 acres Assumes 100% collections on 3,945 acres (includes addition of Caryn co. project) . -13- 0 FUND 23 NON -RECLAIMABLE WATER This fund is a pass thru fund to Chino Basin Municipal Water District to pay for bonded indebtedness on the industrial non - reclaimable water line as per agreement between the Redevelop- ment Agency and Chino Basin. -14- • FUND 24 SEWER AND WATER This is a pass thru fund with Chino Basin Municipal Water District and the Cucamonga County Water District. These funds are passed through to these Agencies, however, Chino Basin must submit its annual budget estimate to the Redevelopment Agency for review prior to release of funds for the fiscal year. 0 E 0 FUND 25 FIRE PROTECTION This fund contains monies set aside for fire protection facilities under agreement between the Foothill Fire Protection District and the Redevelopment Agency. In FY 1984-85 RDA agreed to finance the down payment on a new ladder truck ordered by the Fire Distict. Currently, the District is working on a Mello -Roos District to pro- vide funds for needed fire protection. There are anticipated ex- penditures for fiscal year 1985-86, however, such expenditures can- not be estimated at this time. During the year the Fire District will be submitting a program that would reflect any needed expen- ditures from the RDA. -16- • • FUND 30 SPECIAL TRUSTEE FUND Revenues in this fund are derived from transfers from the tax increment fund and transfers from other funds as appropriate to relieve debt service. All funds are forwarded to the particular trustee for the respective bond issue. Programmed surplus funds are returned to repay the other debt obliga- tions of the Agency. -17- Ll • 0 HOME MORTGAGE REVENUE BOND PROGRAMS (SB -99)* Budget Detail Since 1983 the Redevelopment Agency has participated annually in the Home Mortgage Revenue Bond Program. In 1983 the Agency issued $36.2 million of single family mortgage revenue bonds. The Agency issued $21,375,000 and $5,274,000 in 1984 and 1985, respectively. The follow- ing table shows the monies used, as of May 1, 1985, for each year's Program. Program Year 1983 1984 1985 Bonds Issued $36,200,000 $21,375,000 $ 5,724,000 Amount of Loan Approved by Agency $25,353,125 4,750,000 Remaining Money Available for Loan Funding $10,846,875 16,625,000 5,724,000 The money which remains available in the 1983 Program must be utilized by February 1986. The monies which remain available in the 1984 and 1985 Programs must be funded by July 1907 and March 1988, respectively. Due to the present sales and market conjitions, these monies should be used well within the required time periods. It is anticipated that approxi- mately 785 home mortgages will be funded through the Agency sponsored Home Mortgage Revenue Bond Programs. In fiscal year 1985/86 the Redevelopment Agency again plans to sponsor a Home Mortgage Revenue Bond Program. An application for a 1986 allocation has already been accepted by the State and developer interest has been solicited. *Note that these are Agency issues only. of those programs issued under AB 1355. ME City Budget contains detail 0 The following summaries provide general descriptions of the proposed three-year construction period based on assumptions prior to bond sales. MELLO-ROOS DAY CREEK FLOOD CONTROL PROJECT -year ro7ec ion JIMATED RESOURCES FY 85/86 FY 86/87 FY 87/88 Mello -Roos Assessment $1,293,2501 $1,380,7502 $1,380,7502 RDA Fund 22 Pledge for Debt 500,000 745,125 748,125 Net Proceeds of Mello -Roos Bond Sale 16,050,000 -0- -0- ,Interest Earned on Bond Sale 750,000 1,000,000 790,947 Net Proceeds -RDA Fund 11 (TA84-1) 3,211,880 -0- -0- Carry Forward of Mello -Roos Bond Sale -0- 18,384,658 9,031,280 TOTAL $2T,-805,130 05,130 $?lam $11,nT,102 ESTIMATED EXPENDITURES Debt Service Mello -Roos District $ 1,725,875 $ 2,125,875 $ 2,128,875 Delinquency Reserve 90,527 96,662 96,652 Personnel_ 257,920 434,120 409,120 Operation: Facility Rental 10,000 14,000 14,000 Maintenance and Operation 5,000 10,000 10,000 Field Station 10,000 51000 5,000 Travel and Meetings 1,750 1,750 1,750 Contract Services -Boyle Ludwig design of 7 street crossings and related storm drain design 560,000 -0- -0- -Willdan (sizing and channel design) 612,000 -0- -0- -Willdan (final design of channel and debris dam) 128,000 262,000 -0- -Soils Testing -0- 138,000 100,000 -Surveying and Staking -0- 250,000 100,000 • -Material Testing -0- 30,000 20,000 -Inspector -0- 50,000 50,000 Facility Construction Capital Outlay: Word Processing Upgrade Office Equipment Vehicles SUBTOTAL BALANCE TO CARRY FORWARD GRAND TOTAL -0- $9,013,706 $9,013,705 15,500 -0- -0- 3,900 12,150 2,000 -O 36,000 -0- $ 3,420,472 $12,479,_53 $11,951,102 18,384,658 9,031,280 -0- $21,805,130 $21,510,533 $11,951,102 2Assumes 100% collections on 3,695 acres Assumes 100% collections on 3,945 acres (includes addition of Caryn Co. project) .I L L REDEVELOPMENT AGENCY OF THE CITY OF RANCHO CUCAMONGA BUDGET FISCAL YEAR 1986 - 1987 AGENCY BOARD: Jeffrey King, Chairman Richard M. Dahl Charles J. Buquet, II Jon D. Mikels Pamela Wright AGENCY STAFF: Lauren M. Wasserman, Executive Director Jack Lam, Deputy Executive Director James Hart, Treasurer Linda D. Daniels, Senior Redevelopment Analyst Olen Jones, Jr., Redevelopment Analyst. Sharon Leonard, Accountant i' 5� y * Z k W O O 0 ] O � O C O O OU-) O O O O 0 } fes') O O O n O 0 O 0 — O w 1 1 1 O O O I C) E O pM F- cn .O. 7 Oi N o � co — _ 41 d N O O I I Ln 0 I- O to O. N X to C' 1` O M — pI O to N 0T W W trs to An. trs to t!s to trs trs t7} us vs Z W O O 0 p O 0 O O O O O l(7 0 I C O O z y 1 1 1 O ^ I C) LOO O F- cn .O. 7 Oi N O O O N __r M O M Z Lo I- O to to tis to to to to tis to to to to �LUD Cl. LL. LL JJ o 0 o 0 >N i O O N O O LLJ (n N — M ll'1 1/1 eb n o — O O O O O O O O O � Q z �— C t/s i!s 4.1-,i!} t!? v)-th (, a N Z } 0a v a� U O Ui o y Le) vrrm v = oj ^ a o 0 0 0 0 0 C 0 0 0 0 Z O C ♦p O O O L O N ul O M .r Q j — M O — O M to 0 I tT C ct�w U P'1 I� _O M N = = pj N W it 'O E 0 y c i ccu O a d C o U y u m 3 a O c O LL y y a a U o c o c 0 o = :� n o a> c o y s c .X N o L y E = O! E .O O u U j w O ` O O U O O df O ~' O a U o t d r ° om` d Q T o rn :' X ° o+ c 3 aUi a o of Z LL H a o Z co ti N ` v m J a 0 o V- U _ N M Of N N OM 0 — — 4 N N N FUND 10 RDA ADMINISTRATIVE FUND DESCRIPTION Fund 10 is the account which the Redevelopment Agency uses to operate its administrative activities. The Administrative Fund derives the majority of its operating revenues from tax increment which are directly attributable to the Agency. Other revenues which are available are the proceeds from the City loan, administrative transfers from pass-thru accounts, interest from certain bond funds and certain bond reserve funds. Highlights of the operations budget include an increased advertising and promotions allocation. This increase is due to the Agency's continuation of a promotions campaign to gain exposure and contacts with potential revenue producing clients and industry which are looking to locate in this area of southern California. The advertising/promotions campaign began in FY 85/86 with the development of a marketing/public relations brochure and professional advertisements in local as well as national publications. In FY 86/87 the campaign will see the continuation of the advertisements and promotions in. local and national economic and business journals as well as the beginnings of professionally prepared articles about Rancho Cucamonga. -3- FUND 10 RDA ADMINISTRATION BUDGET 1986/87 Estimated Revenues: City Loan $ 416,739 Transfer from Fund 24 5,000 Transfer from Fund 25 $ 10,000 $ 431,739 Estimated Expenditures: Personnel RDA Board $ 3,600 City Services to RDA & RDA Staff $ 198,921 Sub -Total $ 202,521 Operations Financial Audit $ 10,000 Printing/Publications $ 15,000 Office Supplies $ 5,000 Travel/Meetings $ 5,000 Dues $ 2,000 Advertising/Promotions $ 80,000 IEW Conference $ 10,000 Sub -Total $ 127,000 -4- Contract Services Legal Services Professional Services (inc. 1-15 Interchange design) Sub -Total Capital Outlay 3^TN +501 erminals, I Batch Printer, 2 xt C-PPW's,� share of digitizer & plotter Software Pkg.(proforma and bond financing analysis OfficeEquipment/RSP a l.s4a((a-f r� Sub -Total TOTAL -5- $ 30,000 $ 45,000 $ 75,000 $ 17,218 $ 8,000 $ 2,000 $ 27,218 $ 431,739 FUND 10 RDA ADMINISTRATION PERSONNEL DETAIL Direct City Staff Services Agency Staff: Senior Redevelopment Analyst Redevelopment Analyst Accountant (50%) Office Assistant Overhead/Fringe Benefits Sub -Total FY 1986/87 10 1986/87 $ 3,600 $ 70,957 $ 36,396 $ 29,220 $ 11,604 17,568 $ 94,788 $ 33,176 $ 127,964 $202,521 FUND I I DAY CREEK PROJECT FUND Monies contained within this fund are derived from the transfer of certain monies from Fund 22, Regional Facilities pass-thru designated for Day Creek, that are not needed to pay for debt service obligations, and from a portion of the bond proceeds from TA 84-I. At the present time this fund is being utilized to pay fora portion of the annual debt payments for the City 1985 issued Community Facilities District -Mello Roos bonds. The minimum annual payment from this fund for such purposes is $500,000. This payment is made to the City pursuant to a loan and pledge agreement which was adopted at the time the bonds were issued by the City. This fund is also utilized to assist in the development of the Day Creek flood control channel project as revenues are available. The primary resource of money to construct the facility is the proceeds from the Community Facilities District bonds issued in August of 1985. The proceeds from the issue wil I be used over the next three years. Estimated Revenues Transfer from Fund 30 Proceeds from TA 84-1 Estimated Expenditures Reimbursement to City for CFD 84-1 Amount Available for Construction -7- $1,031,250 $3,196,415 $4,227,665 $ 500,000 $3,727,665 $4,227,665 FUND 12 REGIONAL SHOPPING CENTER PROJECT FUND This fund's primary source of revenue is the proceeds from the Tax Allocation bond sold by the Agency in 1984. In addition, the fund also receives revenue from interest received on the bond proceeds, revenues from Fund 20 which are not required for debt service obligations, and revenues from the initial City loan. These sources of revenue, when combined, will meet the required Agency obligations under Owner Participation Agreement (OPA) 84-I. Estimated Revenues TA 84-1 Proceeds $2,538,911 TA 86-1 Proceeds 4 761,089 $7,300,000 Estimated Expenditures Carry Forward OPA 84-1 . $7,250,000 Legal Services 15,000 Professional Services $ 35,000 $7,300,000 IM OWNER PARTICIPATION AGREEMENT (OPA 84-1) BUDGET DETAIL Under OPA 84-1 the Redevelopment Agency has agreed to provide a total investment of approximately $9.5 million towards the development of a Regional Shopping Center. This investment is in three parts: $4,500,000* land acquisition $4,700,000 infrastructure improvements $ 300,000 engineering costs $9,500,000 The Agency obligation, under OPA 84-1 as amended, is to be available in August 1987. In order for the Agency to meet that obligation it is necessary to sell a second Tax Allocation issue whereby the net proceeds will be used for paying the required infrastructure improvements and engineering costs. The $4,500,000 needed for land acquisition is being paid for from portions of the proceeds of TA 84-I. *A portion of the land acquisition, $2,250,000, has already been disbursed pursuant to OPA 84-1. 5ZI FUND 13 NEIGHBORHOOD CONSERVATION This fund is proposed to be created at the time bonds are sold for the purposes of improving the community's supply of affordable housing. The proceeds of the tax allocation bond for this fund are expected to be approximately $10,000,000. The proceeds of the issue wil I be used throughout the City on neighborhood conservation type projects. These projects will include such things as correcting inadequate or aging streets, sidewalks, street lights and other similar forms of public improvements. In addition, the proceeds of the bond issue will be used to develop and improve flood protection facilities which directly benefit residential neighborhoods providing affordable housing. Once staff has prepared the necessary information for preparing the programs and bond structure, a more detailed budget wil I be presented to the Agency for consideration. M FUND 13 AFFORDABLE HOUSING This fund is proposed to be created at the time bonds are sold for the purposes of improving the community's supply of affordable housing. The proceeds of the tax allocation bond for this fund are expected to be approximately $10,000,000. The proceeds of the issue will be used throughout the City on neighborhood conservation type projects. These projects will include such things as correcting inadequate or aging streets, sidewalks, street lights and other similar forms of public improvements. In addition, the proceeds of the bond issue will be used to develop and improve flood protection facilities which directly benefit residential neighborhoods providing affordable housing. Once staff has prepared the necessary information for preparing the programs and bond structure, a more detailed budget will be presented to the Agency for consideration. Will FUND 14 FIRE PROTECTION FACILITIES In preparation to implement the Foothill Fire Protection District's master plan for fire protection facilities, this fund is proposed to be created. Revenues which this fund is to receive will be derived from the proceeds of tax allocation bonds sold by the Redevelopment Agency. The bond proceeds will then be used to provide the necessary fire protection facilities which are identified in the fire protection facility master plan. The Agency anticipates selling a tax allocation bond in FY 86/87 in which a portion of the issue will be for Fire Protection Facilities. Once staff has prepared the necessary information for the proposed bond issue and the fire protection facility needs, a more detailed budget will be presented for the Agency's consideration. FUND 20 RDA TAX INCREMENT FUND This fund is established for the payment of debt obligations of the Agency. The resources which are used by the Agency to pay the obligations are derived directly from tax increment revenues. In order to meet the Agency's obligations under OPA 84-1 it is necessary to sell a second Tax Allocation bond. The net proceeds for this second tax allocation bond will be used to pay for the in infrastructure improvements and associated engineering costs which have been approved under OPA 84-1. The following identifies the amount of debt and necessary transfers which are affordable by the Agency in comparison to the estimated tax increment. Estimated Revenue: Debt/Transfers: TA 84-1 City Loan Repayment -12- FY 86/87 $ 2,145,000 $ 459,250 $ 650,000 $ 1,035,750 $ 2,145,000 FUND 21 AFFORDABLE HOUSING For the past several months a subcommittee of the Agency has been working to develop a housing program which focuses on neighborhood conservation programs. As part of the subcommittee's efforts, staff has been working on the development of a bond program whereby the proceeds will be used to improve infrastructure and other neighborhood conservation measures in qualified neighborhoods. This fund is required by the California Healthy and Safety Code to receive 20% of all tax increment received by the Agency. In this fiscal year the estimated revenue to this account is $1,100,000. This amount of tax increment would be able to support a tax allocation bond of approximately $10,000,000. At the present time Agency and City staff are working with a consultant to develop a study which will identify qualified neighborhoods where the proceeds of the bond can be used for neighborhood conservation work. Once the study has been completed staff will prepare for the Board's consideration a more detailed budget of how the revenues allocated to this fund could be used to support a bond program and other potential housing and neighborhood conservation programs. NIKE FUND 22 REGIONAL FACILITIES FUND Under agreement with the County of San Bernardino, tax increment monies received in this account are to be used for the development of regional flood control protection facilities. The first regional facility which is being developed utilizing these monies is the Day Creek Flood Control project. To date the Agency has committed to two separate debt obligations utilizing this fund for the development of the Day Creek Flood Control project. The first obligation was with the sale of TA 84-1 in which a portion of the proceeds is being used for construction. The second more recent obligation was with the sale of the City Community Facilities District bond issue. In this second obligation the Agency has agreed to pledge a minimum of $500,000 annually towards payment of the annual debt service assessments on the bond. Once these two obligations are met, any remaining tax increment monies are transferred to Fund II to be used for construction of the project. Estimated Revenues: Estimated Expenditures: Debt on TA 84-1 Amount Available for Construction and CFD 84-1 Pledge -14- FY 86/87 $ 1,375,000 $ 343,750 1031,250 $ 1,375,000 FUND 23 NON -RECLAIMABLE WATER This fund is a pass thru fund to Chino Basin Municipal Water District to pay for bonded indebtedness on the industrial non -reclaimable water line as per agreement between the Redevelopment Agency and Chino Basin. -15- FUND 24 SEWER AND WATER FUND This is a pass thru fund with Chino Basin Municipal Water District and the Cucamonga County Water District. These funds are passed through to these Agencies, however, Chino Basin must submit its annual budget estimate to the Redevelopment Agency for review prior to release of funds for the fiscal year. In addition, an Administrative fee of $5,000 is collected by the Agency as a reimbursement for time and charges in processing and coordinating the pass-thru agreement. This fee is a transfer in to Fund 10. M FUND 25 FIRE PROTECTION FUND This fund contains monies which are to be used by the Agency for the development and acquisition of fire protection facilities which benefit the Project Area. For fiscal year 1986/87 the Agency anticipates selling a tax allocation bond issue in which the proceeds will be used for the acquisition of land and the development of fire protection facilities for the benefit of the Project Area. $365,000 is available to service debt on a tax allocation bond issue, the proceeds of which will be used for construction of the first phase of the fire protection facilities capital improvement plans. Initial improvements will include the construction of a fire protection facility in the industrial area of the City. At the present time the Foothill Fire Protection District is preparing a comprehensive plan of needed fire protection facilities and equipment. Once this plan is completed a revised budget for this fund will be submitted for the Board's consideration. An annual expenditure which has already been approved by the Agency is in the amount of $65,000 for the aerial ladder fire truck. An additional one-time expenditure of not to exceed $162,000 has also been approved by the Agency for necessary remodeling to Fire Station 1i3 to house the truck temporarily, and $65,000 for required equipment for the truck. FY 86/87 Estimated Revenue $ 440,000 Estimated Expenditures: Administrative Fee -transfer to Fund 10 $ 10,000 Fire Truck $ 65,000 TA 86-1 $ 365,000 $ 440,000 -17_ FUND 30 SPECIAL TRUSTEE Revenues in this fund are derived from transfers from the tax increment fund and transfers from other funds as appropriate to relieve debt service. All funds are forwarded to the particular trustee for the respective bond issue. Programmed surplus funds are returned to repay the other debt obligations of the Agency. Estimated Revenues Fund 20 Fund 21 Fund 22 Fund 25 Total a Estimated Expenditures TA 84-1 TA 86-1 (proposed) Transfer to Project/ FVoA 22 nc w M FY 86/87 $ 2,145,000 $ 1,100,000 $ 1,375,000 $ 365,000 $ 4,985,000 $ 803,000 $ 2,115,000 $ 1,031,250 1035 750 $ 4,985,000 HOME MORTGAGE REVENUE BOND PROGRAMS (SB -99)* BUDGET DETAIL Since 1983 the Redevelopment Agency has participated annually in the Home Mortgage Revenue Bond Program. In 1983 the Agency issued $36.2 million of single family mortgage revenue bonds. The Agency issued $21,375,000 and $5,274,000 in 1984 and 1985, respectively. The following table shows the monies used, as of May I, 1985, for each year's program. Amount of Remaining Loan Approved Money Available Program Year Bonds Issued by Agency for Loan Funding 1983 $36,200,000 $33,145,192 $ 496,850 1984 $21,375,000 $11,606,772 $ 9,768,228 1985 $ 5,724,000 $_0_ $ 5,724,000 The loan origination period for the 1983 issue expired in February 1986- However, Lewis Homes obtained a one-year extension for $496,850 of mortgage money. Monies which remain in the 1984 and 1985 program must be funded by July 1987 and March 1988, respectively. It is anticipated that approximately 785 homes will be financed under these programs. A proposed 1986-87 Home Mortgage Bond Program has been delayed pending federal action on Tax Reform. Should it become feasible to issue bonds, the Agency will pursue such a program. An application for a state allocation of Mortgage Revenue Bond capacity has been accepted and developer interest solicited. *Note that these are Agency issues only. City budget contains detail on AB 1355 Home Mortgage Revenue Bond program. 9RE • CITY OF RANCHO CUCAMON REDEVELOP,NIENT AGENCY MEMORANDUM DATE: May 31, 1985 N TO: Lauren Wasserman, Execut?ie Di///rector FROM: Jack Lam, Deputy Director SUBJECT: PROPOSED REDEVELOPMENT AGENCY -BUDGET 1985-86 u The proposed 1985-86 Redevelopment Agency budget represents a depart- ure from budgets of earlier years because the Fund accounting was completely reconstructed to allow a more efficient system of account- ing and to enable project budgeting and management reporting. Fund categories that begin with the digit one (1) represent administrative and project funds while those beginning with the digit two (2) are restricted (pass-thru) funds subject to Agency agreements. Finally, the funds beginning with the digit three (3) represent special trustee funds that are transferred to the respective financial agent (bond trustees) for a payment of debt service. How do these funds work? Tax increment is received by the RDA from the County. The RDA in turn, places these monies in the special funds in exact proportions according to percentages provided by the County Auditor/Controller's office. The pass-thru funds are those restricted by Agency agreements while project funds are those established for specific RDA projects. Monies contained in these funds come from fund transfers, proceeds of bonds, and other sources earmarked for project implementation. The trustee fund (tax allocation bonds) is a special fund from which tax increment is transferred to pay debt service on bonds. Funds can be transferred from the pass-thru funds as well as supporting bond debt, i.e. (Regional Facilities). The operation of the Agency is principally funded by loans from the City which are paid back annually through the Tax Increment Fund. The following diagram illustrates the Fund relationships: • FUND ORGANIZATION CONCEPT 21 Affordable Housing 22 Regional . Facilities COUNTY R D A 23 Non -Reclaimable Water 24 Sewerand Water 25 Fire Protection 20 Tax rrFA) s 30 Special To Trustee Trustee 10 RDA Admin. Fund 11 Day Creek Proj. Fund 12 Regional Shop. Ctr. Pro'ect Fund Project Fund Etc. • The projected increment for fiscal year 1985-86 has grown from the prior year but, like the last fiscal year, debt service will account for the major expenditures. (Tax increment can only be used to incur debt.) The programmed debt service reflected in the 1985-86 fiscal year budget falls within the planned debt service of the Regional Center finance plan presented to the Agency Board when it approved OPA 84-1. (This debt service also reflects the final tax allocation bond commitment for the Center with bond sale contemplated in February 1986 (See OPA 84-1 budget detail). Again, as in 1984-85, interest from as yet unused TA 84-1 bonds will be used to fund RDA operations because of the maximum financial leverage approved in 1984. This interest will be less than in 1984-85 since both Shopping Center and Day Creek drawdown from TA 84-7 are anticipated throughout 1985-86. The Day Creek project will begin an ambitious design and construction period beginning FY 1985-86 in conjunction with the approved Mello - Roos District. Major funds are programmed for this major project. While emphasis will be placed greatly on implementation of current projects, the Agency proposes to investigate opportunities for new projects preferably those which also will be revenue generating. Further, Agency staff will be proposing a neighborhood conservation and rehabilitation program for the housing set-aside fund since program funds will become sufficient to develop a local agency program prefer- ably dovetailing with the Block Grant efforts and replacing the program • currently administered by the County. The Agency must begin reporting housing activities to the State Housing and Community Development Department beginning this year and it would be prudent for the Agency to report progress on developing a local program which heretofore had inadequate annual funds for implementation. 0 • RANCHO CUCAMONGA PROPOSED REDEVELOPMENT AGENCY BUDGET 1985 - 1986 v AGENCY BOARD: Jon D. Mikels, Chairman Richard Dahl Charles J. Buquet, II Jeffrey King Pamela Wright AGENCY STAFF: Lauren M. Wasserman, Executive Director Jack Lam, Deputy Executive Director Harry Empey, Treasurer Linda D. Daniels, Senior Redevelopment Analyst Sharon Leonard, Redevelopment Accounting Technician 0 June 3, 1985 • r N m "C O � O m m ""- — N O to O CT O O I O 1 O O O O j' O to M In M O O m f\ n N 1 OI O O N N N M M to N H} M N O V � i N m V 0 O M rn O) O b 3 64 Y U Z WO O O CJ N i I O O 1 Q z O O O to O n O O O O Z W VI I 1 I W M lP O C d WO i M O F- O J In W O J 9 O O W O Q¢ N I 1 1 1 I I C\ 1 O O O O O N Z CC J T �$ N i d UJ F- N O x O o C) O m O O O O 00 O^ ID O n M m m M Lf) N N O N (Ii M O M M m CO 1 W = ,N r / -1- O i i O In cc::), v O V � i U V 0 O M rn O) O b 3 p N � I co m � Q O VI O C O C i n O O NI O O O 'V +' O c 2 U M O S- E E O O) E +) V x 4i- C Y N E� W aj i V • O r- i O M 16 3 Y F- O 0 "EO >_ -00 O U .O U -a Oi C7 N O O O i C M C M 4- N F+4 r -O Or: V O �OOr h^ Om ) O O ^N :R: i O t0 i O a' l l O O K rp F- 1- O O bi Iy i F I Q K "O O C i -I W V O .- N M u7 O r- �--, N N N N N N M -1- 00 00 m N rn O O m O O a) � O O r- O m O O IO rr O E r != m , O R W J C R O m r E O K O O) C i-> OL O O Oj N r O N �r G >> ILY O)r QU + 4- 1= O O OO r O m O O >-O O O i O O �4- 4-4. F= O a) m Ms - n, ii O O Tm S- C-) U m O O 7 S- 4- C O O 4) > F- i � 11 O i O cc::), v O V � i ^I V M C Ni O N I co m O Q O F a n M NI 'V b E7 E O S- E E O O) x 4i- 41 N C 41 10 0, 4- O t C O M O O O E N0 0 >_ -00 O O b i l t O .. > C7 N O O O O 04- i O4 -•r C:) M 4- N F+4 r -O Or: V �OOr h^ Om ) O O ^N Och d O Q V N O N ( N m C Ol co O C) O bi Iy i F I + 00 00 m N rn O O m O O a) � O O r- O m O O IO rr O E r != m , O R W J C R O m r E O K O O) C i-> OL O O Oj N r O N �r G >> ILY O)r QU + 4- 1= O O OO r O m O O >-O O O i O O �4- 4-4. F= O a) m Ms - n, ii O O Tm S- C-) U m O O 7 S- 4- C O O 4) > F- i � 11 • FUND 10 RDA ADMINISTRATIVE FUND BUDGET DETAIL formerly called Redeve opment Fund The RDA Administrative Fund is that portion of total tax increment directly attributable to the RDA and is the principal source of revenues to operate the RDA. Revenues for this fund are derived from proceeds of the City loan (which is repaid annually), interest from certain bond funds and certain bond reserve funds as well as certain administrative fees. Highlights of the operations budget include an increased audit budget reflecting increasing audit service needs, inclusion of an advertising and promotion budget reflecting beginnings of a promotional program to advertise RDA activities for promotional purposes and gain greater ex- posure to contacts with potential revenue producing clients for future developer disposition or participation aqreements. In conjunction with this effort is the proposed budgeting for a Community/Agency brochure. The brochure was actually budgeted in fiscal year 1984-85 but workload did not accommodate its development. The Agency is behind other agencies in having basic materials for community marketing, economic development • and public relations. The brochure and information packets should be developed this fiscal year. It is proposed that the brochure be a component system which includes the versatility of a presentation folder, the brochure itself, separate marketing documents and announcement graphics. The brochure would emphasize community quality of life and the separate marketing material would have numerical data that can be modified annually. Because private business and development firms have their own systems of marketing information packets, staff proposes that the Agency brochure material be made available for defined private use for a fee that would amortize the Agency's original development costs and establish a revolving development fund. Separate budgeting has been done for both Economic Development Conferences should both Opportunity 86 and Inland Empire West 86 exist in 1986. Pro- fessional services have been increased to reflect major financial and Agency implementation efforts as well as evaluation of new project development in 1985-86. Data Management from prior year is again re- allocated for FY 85-86, the large expenditure for the fiscal year contemplates actual implementation. RFP's for the system have been received and are currently being reviewed for award of contract in July 1985. The development and completion of the system will improve effi- ciency significantly and provide markedly improved service to the public. Again, taking an entrepreneurial approach when the system is complete, portions of the system may be marketed to other communities that desire a totally integrated parcel linked data system and permit tracking system. • -2- L FUND 10 RDA ADMINISTRATION PERSONNEL DETAIL FY 1985-86 Personnel Category 1984-85 1985-86 RDA Board $ 3,600 $ 3,600 Direct City Staff Services $ 67,046 76,261 Agency Personnel: 1 - Sr. Redev. Analyst 32,000 33,503 1 - Redev. Acct. Tech. (Finance Dept.) 17,754 20,173 1 - Redev. Analyst* -0- 12,563 1 - Associate Planner 26,500 -0- 1 - Office Assistant 6,700 13,400 Sub -Total $ 82,954 $ 79,639 *Mid -year hire Grand Total 153,600 159,500 -3- 0 • 0 RDA ADMINISTRATION BUDGET FY 1985-86 1983-84 1984-85 1985-86 Estimated Revenues: $310,400 $400,921 Estimated Expenditures: Personnel RDA Board, ROA Staff.& City Serv.to Agency 3,600 167.000 3,600 3,600 Sub-Total$170,600 150,000 $153,600 150,000 59,500 Operations Financial Audit Printing/Publications 5,000 7,000 10,000 Office Supplies 16,000 6,000 15,000 15,000 3,000 3,000 5,000 5,000 5,000 51000 DuesTrav Advertising/Promotion 1,000 1,500 2,000 Sub -Total$ 31,000 -O $ 30,000 10,000 47,000 Contract Services Legal Services Professional Services as Apvd. 36,000 45,000 30,000 30,000 by RDA Board Sub -Total$ 81,000 25,000 $ 55,000 50,000 80,000 Capital Improvement Projects I-15/Foothill Interchange (Professional Services) $15,000 Special Projects Agency/Community Brochure Opportunity 85 & West End Economic Development $25,000 $10,000 Capital Outlay Data Management Word Processing Equipment $60,000 Desk/Bookcases/File/Equipment 7,321 3,000 70,321 Grand Total $ 40F 821 Budget Reallocation -Data anagemen 1983-84 $ 28,000 1984-85 $ 35,000 reallocated instead- of�encumberedysince'project beginsmFYu 585-86. First, second and third year phases will be combined. 0 • FUND 11 DAY CREEK PROJECT FUND Monies contained within this fund are remaining of TA 84-1 attributable to the Day Creek Flood C Project and transfer of certain funds from the Fa Regional Facilities pass thru designated for the project. (See Mello -Roos Day Creek Flood Control Budget.) proceeds ontrol nd 22, Day Creek Project K ,� y Estimated Resources Estimated Expenditures $3,211,880 $3,211,880 Ws • is FUND 12 REGIONAL SHOPPING CENTER PROJECT FUND This fund contains those bond monies attributable to the Regional Shopping Center project from TA 84-1. These funds combined with pre-TA84-1 fund balance monies from Fund 20 will meet the Redevel- opment Agency obligations under Owner Participation Agreement 84-1. OWNER PARTICIPATION AGREEMENT OPA 84-1 BUDGET DETAIL Under OPA 84-1 the Redevelopment Agency obligations are to provideIpl °'�S an approximate $9.5 million investment in the Regional Shopping Center. A $2.25 million initial obligation has alr met 2 •Z e with Tax Allocation Bond Issue 84-1 which leaves a 7. million 5,0 obligation in 1985-86. This amount is planned to be financed by a combination of escrowed fund balances, accumulated interest and a new tax allocation bond issue. FY 1985-86 Estimated Revenue' $2,069,060 Estimated Expenditures OPA 84-1 $2,019,060 Operations Legal Services Professional Services TOTAL M 15,000 35,000 $2,069,060 • FUND 20 TAX INCREMENT FUND This fund is established for debt sery ice for TA 84-1 and city loan repayment (See OPA 84-1 Budget Detail.) Estimated Revenue $1,378,650 Estimated Expenditures Debt Service TA 84-1 (Regional Center) 461,855* TA 86-1 (Regional Center) 615,874 City Loan 300,921 TOTAL $1,378,650 • *These funds are transferred to the Trustee Fund 30. • -7- 0 E FUND 21 AFFORDABLE HOUSING These funds are the mandatory 20 percent setaside monies from tax increment collected by the RDA. These funds are required by state law to be used for affordable housing purposes. Since funds have been heretofore inadequate to begin a formal housing program, monies have only been spent on a case-by-case basis - senior housing projects. However, funds will become adequate mid -year and staff will prepare for the Board a housing program for Board consideration in the summer quarter of FY 1985-86. A program report must be presented to the State Department of Housing and Community Development (HCD) prior to the end of the year. U 0 FUND 22 REGIONAL FACILITIES PASS THRU Budget Detail Under agreement with the County of San Bernardino, increment monies received in this account are to be used for regional facilities, more particularly, the Day Creek Flood Control project. To date, the Day Creek design study has been completed and a concept plan has been accepted by the Agencies having interest in the channel. A contract with County Flood Control has been established for assistance in coordinating the jurisdictional areas of project implementation. A Mello -Roos formation vote in June 1984 was successful in both Ontario and Rancho Cucamonga, thus paving the way for design and construction of the permanent improvements. The program contemplates a redevelopment increment pledge to assist in supporting Mello -Roos bonds. In April 1984, the Agency sold tax • allocation bonds which netted $3.2 million to help with final design of the Day Creek Debris Basin located north of the City. The major- ity of these tax allocation bonds have been held in account in Fund 11 and used progressively as Mello -Roos implementation has evolved. Various contractural arrangements have been implemented and many others are yet to be developed as the project progresses. Expenditures for Fund 22 are programmed for debt service both for that portion of TA 84-1 attributable to the Day Creek Project and new Mello -Roos bonds. The Mello -Roos budget detail shows the relationship between this debt service to total project program. 0 22. REGIONAL FACILITIES PASS THRU FY 1985-86 Estimated Revenues: Regional Facilities Tax Increment** $883,750 Estimated Expenditures: Debt Service * Debt Service 84-1 (Day Creek) $343,750 Debt Service pledge to Day Creek Mello -Roos Program 500,000 Sub -Total 843,750 Capital Data Processing Equipment (Mello -Roos) $ 40,000 Contribution to Tax Management TOTAL $883,750 *Debt service funds are transferred to Fund 30 Special Trustee **Remaining bond balance funds from fiscal years (Fund 22) prior to 1985/86 to be programmed for Day Creek Mello -Roos project. -10- u MELLO-ROOS DAY CREEK FLOOD CONTROL PROJECT BUDGET DETAIL In FY 1985-86 a Mello -Roos Finance District was adopted which included 3,695 acres of land. In addition, an annual assessment tax of not to exceed $550/acre was approved by property owners within the Mello -Roos District. In September 1985 the Agency expects to conclude the Mello - Roos financing program through the sale of approximately $18 million in bonds. The proceeds will be used to finance the design, construction and administration of the Day Creek Flood Control Channel facility. It is anticipated that this initial $18 million bond issue will be sufficient to fund the Day Creek Flood Control project. However, until the final design documents are developed and final estimates are done late in the year, total final estimates cannot be made. If additional funds are needed then a second bond issue will be done in FY 1987-88. Funds to pay debt service for the bonds will come from two sources: • 1) tax assessments from the property owners of land within the Mello - Roos District and; 2) tax increment monies which are used for Regional Facilities pursuant to the Agency/County agreement. In addition to these two sources of debt service revenue, the Program will also use the monies received from the 1984 tax allocation bond sale (TA 84-1) which was reserved for the design of the Day Creek facility. The revenues needed to begin the Day Creek facility should all be realized in fiscal year 1985-86. The facility construction itself is currently anticipated to be a three-year program if programming and coordination of all the various components of this complex project can be accomplished in a timely basis. 11 -11- 0 I`1 MELLO-ROOS DAY CREEK PROJECT PERSONNEL DETAIL Personnel 1 - Project Manager** 1 - Resident Engineer** 1 - Senior Engineer 1 - Associate Engineer 1 - Clerical Inspectors Plus Overhead Revenue Services Program TOTAL $60,000 $60,000 $60,000 25,000 50,000 25,000 39,000 39,000 39,000 36,800 36,800 36,800 -0- 12,000('3) $172,800 15,000 105,000(2'5105,000(2'5) 15,000 $280,800 $305,800 35,120 78,320 78,320 50,000 $257,920 50,000 $434,120 50,000 $409,120 *Personnel.budget detail reflects Mello -Roos Day Creek Program presented to and approved by City Council on March 14, 1985. **County Contract - flood Control District - No overhead is calculated on these personnel. -12- 0 • The following summaries provide general descriptions of the proposed three-year construction period based on assumptions prior to bond sales. MELLO-ROOS DAY CREEK FLOOD CONTROL PROJECT -year ruiec ion ESTIiMATED RESOURCES FY 85/86 FY 86/87 FY 87/88 Mello -Roos Assessment $1,293,2501 $1,380,7502 $1,380,7502 RDA Fund 22 Pledge for Debt 500,000 745,125 748,125 Net Proceeds of Mello -Roos. Bond Sale 16,050,000 -0- -0- Interest Earned on Bond Sale 750,000 1,000,000 790,947 Net Proceeds -RDA Fund 11 (TA84-1) 3,211,880 -0- -0- Carry Forward of Mello -Roos Bond Sale -0- 18,384,658 9,031,280 TOTAL ESTIMATED EXPENDITURES Debt Service Mello -Roos District Delinquency Reserve Personnel Operation: Facility Rental Maintenance and Operation Field Station Travel and Meetings S ,82T 05,130 $21_5=3T $17931,102 S 1,725,875 S 2,125,875 $ 2,128,875 90,527 96,652 96,652 Contract Services -Boyle Ludwig design of 7 street crossings and related storm drain design -Willdan (sizing and channel design) -Willdan (final design of channel and debris dam) -Soils Testing -Surveying and Staking -Material Testing -Inspector Facili_ty Construction capital Uutlay: Word Processing Upgrade 15,500 -0- -0- Office Equipment 3,900 . 12,150 2,000 Vehicles -0- 36,000 -0- $ 31420,472 $12,779-753 511,951,102 257,920 434,120 409,120 10,000 14,000 14,000 5,000 10,000 10,000 10,000 5,000 5,000 1,750 1,750 1,750 560,000 -0- -0- 612,000 -0- -0- 128,000 262,000 -0- -0- 138,000 100,000 -0- 250,000 100,000 -0- 30,000 20,000 -0- 50,000 50,000 -0- $9,013,706 $9,013,705 SUBTOTAL BALANCE TO CARRY FORWARD GRAND TOTAL 18,384,658 9,031,280 -0- $21,805,130 521,510,533 511,351,102 1Assumes 100% collections on 3,695 acres Assumes 100% collections on 3,945 acres (includes addition of Caryn Co. project) . -13- • E FUND 23 NON -RECLAIMABLE WATER This fund is a pass thru fund to Chino Basin Municipal Water District to pay for bonded indebtedness'on the industrial non - reclaimable water line as per agreement between the Redevelop- ment Agency and Chino Basin. -14- • FUND 24 SEWER AND WATER 0 This is a pass thru fund with Chino Basin Municipal Water District and the Cucamonga County Water District. These funds are passed through to these Agencies, however, Chino Basin must submit its annual budget estimate to the Redevelopment Agency for review prior to release of funds for the fiscal year. -15- 0 FUND 25 FIRE PROTECTION This fund contains monies set aside for fire protection facilities under agreement between the Foothill Fire Protection District and the Redevelopment Agency. In FY 1984-85 RDA agreed to finance the down payment on a new ladder truck ordered by the Fire Distict. Currently, the District is working on a Mello -Roos District to pro- vide funds for needed fire protection. There are anticipated ex- penditures for fiscal year 1985-86, however, such expenditures can- not be estimated at this time. During the year the Fire District will be submitting a program that would reflect any needed expen- ditures from the RDA. -16- 0 • FUND 30 SPECIAL TRUSTEE FUND Revenues in this fund are derived from transfers from the tax increment fund and transfers from other funds as appropriate to relieve debt service. All funds are forwarded to the particular trustee for the respective bond issue. Programmed surplus funds are returned to.repay the other debt obliga- tions of the Agency. -17- 0 n LJ HOME MORTGAGE REVENUE BOND PROGRAMS (SB -99)* Budget Detail Since 1983 the Redevelopment Agency has participated annually in the Home Mortgage Revenue Bond Program. In 1983 the Agency issued $36.2 million of single family mortgage revenue bonds. The Agency issued $21,375,000 and $5,274,000 in 1984 and 1985, respectively. The follow- ing table shows the monies used, as of May 1, 1985, for each year's Program. Program Year Bonds Issued 1983 $36,200,000 1984 $21,375,000 1985 $ 5,724,000 Amount of Loan Approved by Agency $25,353,125 4,750,000 In Remaining Money Available for Loan Funding $10,846,875 16,625,000 5,724,000 The money which remains available in the 1983 Program must be utilized by February 1986. The monies which remain available in the 1984 and 1985 Programs must be funded by July 1987 and March 1988, respectively. Due to the present sales and market conditions, these monies should be used well within the required time periods. It is anticipated that approxi- mately 785 home mortgages will be funded through the Agency sponsored Home Mortgage Revenue Bond Programs. In fiscal year 1985/86 the Redevelopment Agency again plans to sponsor a Home Mortgage Revenue Bond Program. An application for a 1986 allocation has already been accepted by the State and developer interest has been solicited. *Note that these are Agency issues only. City Budget contains detail of those programs issued under AB 1355. ME .y 40 --- - CITY OF RANCHO CUCAMONGA w�Atio� MEMORANDUM z°�'° z 1 O June 4, 1985 F Jh TO: Lauren Wasserman City Manager FROM: Robert A. Rizzo Assistant to City Manager t H\ SUBJECT: Recom(.W'n d -Equity Adjustment for Fiscal Year 1985-86. N, From time to ;4i e`ifhtYecomes necessary to survey various positions within the personnel system to dete'""' ie their current market salary. At this time, there are six positions (three benc 13rk) that appear to be in need of equity adjustments. These fall into three categories: (a) poor quality of applicants due to below market salaries; (b) changes in labor market data; (c) internal equity within organization. (A) Poor quality of applicants due to below market salaries: Since our classification and compensation study was adopted, there have been two positions (assogiate planner and maintenance worker) where recruitments were less than overwhelming (a third was the plan check position, however an adjustment has already been made). In these cases we either had to recruit twice or appoint people that were somewhat less than desirable. Consequently, of the six maintenance workers hired four months ago, three are having difficulty during the probation period. If they are unable to meet our standards during the probationary period, they will be terminated. From that point we would need to re -recruit and start the training period over again. This type of situation is much more expensive in the 'long run" than originally paying a competitive market salary. MAINTENANCE WOR1<ER In surveying the Maintenance Worker position, it was found that we are in fifth place out of six cities and approximately 3% below the current labor market. Listed below is the survey data and recommended adjustment for the maintenance series. Chino 1527 Claremont 1587 Corona N/C Fontana 1625* Ontario 1456 Redlands N/C Upland 1491 *Parks 1742, public works 1508; average 1625 Y June 4, 1985 Equity Adjustment Page 2 Local Median 1527 R. C. Control Point 1478 Difference 3% Recommend control point 1523 (step 297). Maintenance Services Recommended Adjustment ASSOCIATE PLANNER The Associate Planner position was found to be 6% below the combined local and regional labor market. Listed below is the survey data and recommended adjustment for the planning series. Included in the planning series adjustment is a change in relationship with the assistant and associate planner positions (there exists a 10% difference, however • a 15% difference is more appropriate). Local Regional Chino 2639 Current Recommended Claremont Position Comments C. P. Corona C. P. Brea % Change Maintenance Worker Market (291) 1478 (297) 1523 3% St. Sweeper Oper. 5% above M.W. (301) 1554 (307) 1601 3% Sr. Maint. Worker 10% above M.W. (31 1) 1633 (317) 1683 3% Maint. Crew Superv. 15% above Sr. M.W. (341) 1897 (347) 1954 3% ASSOCIATE PLANNER The Associate Planner position was found to be 6% below the combined local and regional labor market. Listed below is the survey data and recommended adjustment for the planning series. Included in the planning series adjustment is a change in relationship with the assistant and associate planner positions (there exists a 10% difference, however • a 15% difference is more appropriate). Local Regional Chino 2639 Santa Ana 3144 Claremont 2630 Anaheim N/C Corona 2387 Brea 2723 Fontana 2481 Costa Mesa 2762 Ontario 2757 Fullerton 2796 Upland 2514 Irvine N/C Redlands 2137 W. Covina 3009 Alhambra N/C Cerritos 2930 Local Labor Regional Market Median 2514 Labor market Median 2864 Combined local and regional labor market median 2689 Rancho Cucamonga control point 2533 Difference 6% Recommend control point 2689 (step 411) 11 June 4, 1985 Equity Adjustment Page 3 Planning Series Recommended Adjustment Position Comments Current C.P. Recommended Corona N/C Fontana 1619 C.P. % change Asst Planner Assoc Planner 15% below Assoc. Market (379) 2293 (381) 2316 I % Sr Planner Asst Park Planner 15% above Assoc. (399) 2533 (429) 2942 (41 I) 2689 (441) 3123 6% 6% Park Proj. Coord. Same as Sr s Planner (379) 2293 (429) 2942 (381) 2316 (441) 3123 I % 1508 6% (B) Changes in Labor Market Data The labor market for clerical type positions has changed greatly in the last six months. Our survey cities have adjusted their salaries upward, which has created a higher market. That may partly be attributed to the comparable worth issue which has surfaced recently. SENIOR OFFICE ASSISTANT Our benchmark position in the clerical series is the senior office assistant (formerly known as secretary). This was surveyed at the level of a secretary to department/division head (i.e. city planner, city engineer, park and recreation director, and personnel director; not secretary to police or fire chiefs). This is consistent with the previous survey conducted by Ralph Andersen and Associates. Listed below is the survey data and recommended adjustment. Included in the recommendation is a change in relation between the office assistant (clerk typist) and senior office assistant (secretary), from a 15% to a 20% difference. This is due to the added role the senior office assistant Position is performing within in the organization. Chino 1639 Claremont 1634 Corona N/C Fontana 1619 Ontario 1576 Pomona 1789 Redlands N/C Riverside 1795 San Bernadino 1622 Upland 1595 S. B. County 1554 Local Median 1622 R. C. Control Point 1508 Difference 7% 10 Recommend control point 1617 (step 309) a • Ul 0 June 4, 1985 Equity Adjustment Page 4 Another area of changing market salaries is with the Records Manager. Since the last time surveyed, the market rate has jumped over 11%. In calculating a recommended adjustment, the base salary was discounted $200.00 ($100.00 City Clerk's salary plus $100.00 monthly for taking City Council minutes. Local Office Assistant/Clerical Recommended Adjustment Regional Position Current Comments C.P. Recommended C. P. Santa Ana N/C Claremont 2816 % Change Office Asst 20% below S.O.A. (265) 1298 (269) 1325 2% Sr. Office Asst Market (295) 1508 (309) 1617 7% Deputy City Clerk Same as S.O.A. (295) 1508 (309) 1617 7% Pub. Svc Tech. Some as S.O.A. (295) 1508 (309) 1617 7% Office Superv. 15% above S.O.A. (325) 1751 (339) 1878 7% N/C RECORDS MANAGER 2663 Alhambra Another area of changing market salaries is with the Records Manager. Since the last time surveyed, the market rate has jumped over 11%. In calculating a recommended adjustment, the base salary was discounted $200.00 ($100.00 City Clerk's salary plus $100.00 monthly for taking City Council minutes. Local Regional Chino 2707 Santa Ana N/C Claremont 2816 Anaheim N/C Corona N/C Brea 3112 Fontana 3300 Costa Mesa N/C Montclair 2602 Fullerton 3450 Ontario 2304 Irvine N/C Redlands 2074 W. Covina N/C Upland 2663 Alhambra 2945 Cerritos 2600 Montebello N/C Local Median 2663 Regional Median R. C. Control Point 2203 Recommend only utilize local labor market for survey. Difference II% Recommend control point 2458 (step 393). Adjustment Recommended - Records Manager Position Records Manager Comments Market Less $200 for City Clerk and minutes 3029 Current Recommended C.P. C.P. % change (371) 2203 (393) 2458 11% 1 'y June 4, 1985 Equity Adjustment Page 5 (C) Internal Equity Within Classifications Both the Community Services Coordinator and Public Works Engineer positions have taken on greater 'breadth" since the classification study. First, the community services coordinator position has played more of a key role in the overall workings of the Community Services Department. This position in the absence of the department head takes the lead in public relations, disaster preparedness, and the recreation function of the deportment. In order to recognize the expanded role this Position has taken within the organization, it is recommended the following adjustment be approved. Current Position Comments Recommended C.P. C.P. %change Com Svc Coord 5% below Admin Anal. (355) 2034 (388) 2398 16 112% Second, the Public Works Engineer position is responsible for the supervision of all maintenance and public works activities within and approximately $10 million in public works the City. This is a total of 17 employees projects. The function is on a compatible level with the Senior Civil Engineer. It is recommended the following adjustment be approved. • Current Position Comments Recommended C.P. C.P. %change Pub. Wks Eng. Some as Sr Civil Eng (442) 3139 (457) 3383 7 112% RECOMMENDATION Adjust control point for the following positions to steps listed below. Position Step # Maintenance Worker 291 St. Sweeper Operator 301 Sr. Maint. Worker 311 Maint. Crew Superv. 341 Public Works Engineer 457 Office Assistant s 269 Sr. Office Assistant 309 Deputy City Clerk 309 Public Service Tech. 309 Office Supervisor 339 Records Manager 393 Assistant Planner 381 Associate Planner 411 Senior Planner 441 . Asst. Park Planner 381 Park Proj. Coord. 441 Com Svc Coord. 388 These to be included into upcoming salary resolution and take effect July I, 1985. i u • CITY OF RANCHO CUCAMONGA MEMORANDUM June 4, 1985 TO: City Council and City Manager FROM: Robert A. Rizzo Assistant to City Manager SUBJECT: Salary and Fringe Benefit Proposal from Employee Committee al Year 1985-86 The Employeeittee has basically requested three items: (a) cost of living adjustment, oduction of an optical plan, and (c) adding additional holidays. Below is a short ar I s s and cost factor for each of these requests. Cost of Living Adjustment The Committee requested a $225 per employee monthly increase. This works out to be a 10.64% adjustment. Such an adjustment would not be equitable throughout the organization, and it is more than twice the current Los Angeles -Long Beach C.P.I. of 4.8%. It would appear a more reasonable cost of living adjustment would be 5% that has a budget impact of 6.967% Introduction of Optical Plan The Committee requested that the City provide an optical plan. This item was researched and a plan found which addressed the needs of the employees (my opinion and consensus of Employee Committee). The plan provides for annual examinations and lenses, and frames every 24 months. Additionally, there is a $10 deductible per person examined annually. The cost for implementing such a program would be .637% or $21,200. Additional Holidays The Employee Committee request was for an additional three holidays: (1) Christmas Eve Day, (2) Floating holiday, and (3) New Year's Eve Day. Granting all three days seems to be out of the question, however Christmas Eve Day may warrant some consideration. June 4, 1985 Salary and Benefit Recommendation • Page 2 The following cities and counties are closed on Christmas Eve Day: Corona Upland (1/2 day) Claremont San Bernardino County San Dimas Riverside County Montclair The following cities are open on Christmas Eve Day: Chino Ontario Fontana Redlands This is a soft cost of .37% of $11,710. RECOMMENDATION It is recommended the City Council consider the following salary and fringe benefit package for fiscal year 1985-86. Cost A. Cost of Living Adjustment of 5% 6.967% $219,229 • B. Introduction of Optical Plan as 637% described above $21,200 C. Close on Christmas Eve Day when Christmas occurs on a Tuesday, Wednesday, .37% Thursday or Friday $1 1,710 (soft) Total recommended package hard costs 7.6% $240,429 Total recommended package hard and 7.97% soft costs $252,139 Options on cost of living adjustment: total % % adjustment including overhead Cost 4.0% 5.573 $175,374 4.5% 6.270 $197,306 5.5% 7.674 $241,474 6.0% 8.372 $263,425 RAR:mk 0 • • CITY OF RANCHO CUCAMONGA MEMORANDUM June 4, 198S TO: Employee Committee FROM: Robert A. Rizzo Assistant to City Manager SUBJECT: Salary and Fringe Benefits Proposal - Fiscal Year 1985-86 The request submitted on May 17, 1985 has been "costed out," and below are the percentage amounts of the requested adjustments. Cost Cost of Living $225 per month increase Insurance Benefits 10.64% A. Introduction of Optical Plan - Proposed plan provides for annual exam and lens and frames over 24 months - $10.00 deductible per person examined .637% Additional Holidays Request A. Christmas Eve - 8 hours •37 B. Additional Floater - 8 hours .37 C. New Year's Eve - 8 hours .37 RAR:mk Ul • CITY OF RANCHO CUCAMONGA MEMORANDUM May 17, 1985 TO: Robert A. Rizzo FROM: Rancho Cucamonga Employee Committee SUBJECT: Salary and Fringe Benefit Proposal - Fiscal Year 1985-86 It is the request of the Employee Committee, after considerable delib- eration, to submit the following proposal to the City Council for a salary and fringe benefit package consideration. Employee Committee Proposal: COST OF LIVING ADJUSTMENT $225 per month increase. INSURANCE BENEFITS City paid optical plan. ADDITIONAL HOLIDAYS REQUESTED A. Christmas Eve - whole day B. Additional floating holiday C. New Year's Eve - whole day Thank you. Judy Acosta Richard Carrillo Loyd Goolsby Tom Neely Karen Si Ihanek Carlos Silva Brigit Tate Cathy Van Der Sluis 1977 • • CITY OF RANCHO CUCAMONGA MEMORANDUM June 4, 1985 1977 TO: City Manager and City Counci FROM: Robert A. Rizzo Assistant to City Manager SUBJECT: Adjustment of,Mna ion Schedule Attached iss����'\q�oFi n schedule survey of local cities and counties utilized in our classificatioi�� udy. It indicates Rancho Cucamonga is falling behind in allowing vacation time. Eight of the nine survey entities are ahead of Rancho Cucamonga, with the City of Redlands on the bottom of the list. Currently, we are 12 1/2 days below the average vacation granted during ten years of service. Vacation time may be somewhat of an unpopular subject, however we need to stay competitive. Listed below is our current vacation schedule, the average of the survey entities, and recommended adjustment. The recommended adjustment would bring Rancho Cucamonga up to the average amount of vacation time given by the surrounding cities and counties. 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