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2007/06/13 - Agenda Packet - Special
q AGENDA CITY COUNCIL REDEVELOPMENT AGENCY FIRE PROTECTION DISTRICT SPECIAL STUDY SESSION Wednesday, June 13, 2007 4 6:00 p.m. Rancho Cucamonga City Hall ~ Tri Communities Room 10500 Civic Center Drive 4 Rancho Cucamonga, CA 91730-3801 A. CALL TO ORDER 1. Pledge of Allegiance 2. Roll Call: Mayor Kurth Mayor Pro Tem Williams Councilmembers Gutierrez, Michael and Spagnolo B. COMMUNICATIONS FROM THE PUBLIC This is the time and place for the general public to address the Redevelopment Agency, Fire Protection District and City Council on any item listed or not listed on the agenda. State law prohibits the Agency, Fire Board or City Council from addressing any issue not previously included on the Agenda. TheAgency, Fire Board orCity Council may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to five minutes per individual or less, as deemed necessary by the Chair, depending upon the number of individuals desiring to speak. All communications are to be addressed directly to the Agency, Fire Board or City Council, not to the members of the audience. This is a professional business meeting and courtesy and decorum are expected. Please refrain from any debate between audience and speaker, making loud noises, or engaging in any activity which might be disruptive to the decorum of the meeting. The public communications period will not exceed one hour prior to the commencement of the business portion of the agenda. During this one hour period, all those who wish to speak on a topic contained in the business portion of the agenda will be given priority, and no further speaker cards forthese business items (with the exception of public hearing items) will be accepted once the business portion of the agenda commences. Any other public communications which have not concluded during this one hour period may resume aker the regular business portion of the agenda has been completed. C. ITEM(S) OF BUSINESS DISCUSSION OF PROPOSED BUDGETS FOR FISCAL YEAR 2007/2008 D. ADJOURNMENT I, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the foregoing agenda was posted on June 7, 2007, per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California. v o - s ~i 0 0 ~-~~~~'~~~, ~~ z~ ~~ ~ ~0 ~ ~ v ~ e ®~ ~~ ~ ~ e ~ ~o ~ ~ ~ ~~ ~ ~ ~ o ~ ~® c~ o g ~~ ~~. o Q °~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ao © ~ a ~ a O ~`~ a ~ ~;,~~ ~~ ~~.~~~~- a ~~~~ oQ ~~ ~~ (~ }~ 0 O O A.. _ O o ~ owl a ~ O ~ 0 0 ~ a ° Q O ° o g a a O a ^n O a 9 G ~ V Q e ® ~ a ° ~ D o O ° ° o 0 4 0 ~ ~ c o 0 0 ~ °~ a ~ p o C9 0 0 ~ c a u u (~ ~ o 0 ~J o O O o ~ O ~~~ ~ ~f ° ~ O ~ ° t^J ~ ` a O 0 a ° ® ° ~ p o ~ ~ O O O ° e O ~ ~ p o o a a ~ ~ ~ 00 0 ~ O p Q ~ aao~~~ Ooh a ~ ~ ~~° 00 ~ ~ a ° ° 0 ~ o ° ~ ~ o a 0 D O tS~~~1 O u o O C~ s ~ o V a 0 - oOQ ~+1 ~ ~ - o o °~- ~ ~ v~ W GO . 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O 00 ~ ~ p O u • a a a RANCHO ~;UCAMONGA CALIFORNIA Preliminary City Budget Summary Fiscal Year 2007-08 Table of Contents City Manager's Budget Message ................................1 Charts and Graphs ..............................................:.....25 Overview of Departmental Operating Budgets: Governance: City Council ...........................................................28 City Manager's Office ...........................................29 City Clerk ..............................................................30 City Treasurer .......................................................31 Public Safety.• Police .................................................:..................32 Fire District .:..........................................................33 Departments: Administrative Services ................. ........................34 Animal Care and Services ............. ...........:............35 Community Development .............. .......................36 Planning .......:............................ ........................37 Engineering/Public Works ......... .......................38 Building and Safety ................... .......................39 Community Services ...................... ...............:.......40 Library .........:................................. ........................41 Redevelopment Agency ................. .......................42 Capital Improvement Program ..................................43 ~._. To: Mayor and City Council From: Jack Lam, AICP, City~Manager I am pleased to present the proposed Fiscal Year (FY) 2007-08 Budget. The Budget and each of its component parts balance the planned expenditures with the projected revenues and address key strategic goals advanced~by the City Council and the or- ganization. These budgets allocate available resources to meet the direction of the City's vision, values, and priorities. ACHIEVING GOALS Linking objectives- with necessary resources involves a process that identifies key goals prior to budget preparation and these goals become priorities for the budget process. Programs and priorities from prior years that require final phase completion in FY 2007-08 also remain priorities. In other words, the focus is on finishing existing program goals before launching new initiatives. The following five key goals have been developed by the City Council in their teambuilding/goal setting sessions over the last several months. Highlights of budgetary responses to address these goals are contained in the respective Department Program Descriptions presented throughout this report. RECOMMENDED FISCAL YEAR 2007-08 BUDGET Page 2 CITY BUDGET The following summarizes the component parts of the proposed FY 2007-08 Budget: City General Fund $ 70,088,990 Fire District $ 28,518,020 Library Services $ 4,447,230 Redevelopment Agency $. 133,499,560 Capital Improvement Program $ 56,218,030 Special Funds $ 53,098,050 The Citv's General Fund Operating Budget funds most direct City services including contract law enforcement services. This General Fund Budget contains no new capital projects; personnel expenditures represent the major cost. The Fire District Budget provides for the operations of the City's Fire Department. It is a separate legal entity with its own established sources of funding as well as ongoing supplements from the City's General Fund and Redevelopment Agency and, thus, has a separate budget. It includes a $1,737,000 usage of Fire District capital reserves, $7,668,080 Mello Roos funding (including an $879,030 transfer to CFD 88-1 from the Fire District's operating fund), $644,190 from the City's General Fund,-$1,550,000 from the City's capital reserves, and $744,790 from the Redevelopment Agency (RDA). Ad- ditional capital funding of $9,547,750 is included in the RDA budget. The Library Services Budget contains revenues derived from the transfer of County Li- brary Services as well as State funding and has its own operating budget. All operat- ing budgets must also absorb their own increased fixed operating costs. The Redevelopment Agency Budget is completely independent and contains restricted revenues that cannot be utilized for operational services, unless directly associated with an Agency project or specifically allowed by law as in the case of graffiti removal within the Project Area. Expenditures are mainly capital, pass-throughs to other agen- cies, and costs related to infrastructure, housing, economic development and market- ing. The Capital Improvement Program (GIP) Budget also contains restricted revenues such as Gas Tax, Measure I, and Proposition 42 funds, as well as various develop- ment impact fees, such as Beautification and Park Development, that are utilized for infrastructure improvements. Infrastructure expenditures are determined on a priority needs basis. The Special Funds Budget contains the assessment districts, the municipal utility, rec- reation services, and restricted grant funds other than CIP. It also reflects all other re- stricted funding outside of the CIP, such as Community Development Block Grant (CDBG) and other special grants. Page 3 FINANCIAL'CONDITIONS SUMMARY Revenue Highlights. Looking forward to FY 2007-08, it is estimated that City General Fund revenues will be $70,088,990, an, increase of $6,317,220 from FY 2006- 07, after factoring in all revenue increases and de- creases. The•Library Fund revenues are estimated to be $4,447,230,°an increase of $910,890 from FY 2006- 07. The Fire District revenues are estimated to be $28,518,020, an increase of $2,798,340 from FY 2006- 07. Of this amount. $2,111,340 will be from net new revenue growth and $687,000 represents the increase in usage of Fire District capital revenues. The following .represents a summation of the major factors affecting revenues: Sales tax revenue represents $2,217,650 of the. overall revenue increase in the ' General Fund. The increase in sales and use tax is due to the continued growth of the City's sales tax base and the addition of.new businesses. While this growth is positive, this revenue increase represents a much smaller increase than in the two previous years due to the fact that the Victoria Gardens Regional Center revenues have reached a more stable level, and thus, more modest sales tax increases are expected in future years. Property Tax In-Lieu of Vehicle License Fees (VLF) are projected to grow based on increases in the assessed value of properties within the City, while VLF is estimated to grow at the same rate as projected population increases. Together, these revenue sources represent. $2,306,080 of the projected in- crease in revenues. - ~ Franchise fees are anticipated to increase $707,370 due to a projected popula- ' tion increase. (It should be noted that Legislative debate at the Federal and State level regarding telecommunications may result in legislation and rulings that may jeopardize the future of franchise fees). A growth factor of 11 % is generally used for projecting overall FY 2007-08 prop- erty tax revenue growth of $518,940. !~ Transient Occupancy Tax (TOT) is projected to increase $359,040 and reim- bursements from -other funds have increased $333,970. Additional licens- ing, adoption and other fee revenues from the City's Animal Care and Ser- vices Program are estimated to generate an additional $232,710. Page 4 Development fees decreased a net of $270,000 due to a softening of the hous- ing market, although Engineering fees are anticipated to grow by $150,000. Planning fees are anticipated to decrease $420,000. Fire District revenues are predominately property tax generated and the result of growth in the property values, new developments, and adjustments for the Consumer Price Index (CPI) for the District's two Community Facilities Districts (CFDs). !~ Library Fund revenues are generated through an allocation of the City's prop- erty tax that represents the transfer of the special library tax from the County to the City. Expenditure Highlights. The following section discusses the most significant fixed and operational cost increases for the City's General Fund, the Library Fund, and the Fire District Funds. These increases are due to various fixed and operating cost in- creases, the completion of certain programs begun in prior fiscal years, and the~imple- mentation of the key City Council goals, especially the enhancements to public safety programs: ,~ Labor contracts. FY 2007-08 is the second year of a three-year labor contract. $1,247,280 represents the estimated combined effect of labor negotiations on the General Fund, the Library Fund, and the Fire District Funds. Police contract. An increase of $1,776,860 reflects the second year of the three-year contract for the' San Bernardino County Sheriff. In addition to this contract cost increase, there are additional costs to provide vehicles for the new public safety staff discussed below. New Public Safetv positions. Projected revenue growth will provide $2,791,400 in funding for new public safety positions to keep pace with increased demands for service. Specifically, the Police Department will be adding a total of nine (9) new positions allocated as follows: four (4) new Deputies for additional patrol services citywide including an additional deputy assigned to the Crime Free Multi Family Housing Program; two (2) new Deputies for the Victoria Gardens substation; one (1) Deputy to enhance the Commercial Vehicle Traffic Enforce- ment Program; and one (1) Deputy and one (1) additional Sheriff Service Spe- cialist for the Neighborhood Watch and Crime Prevention Programs. A second medic squad will be funded for the Fire District with three (3) Firefighters/ Paramedics and three (3) Engineers/Paramedics. The District will also hire a new Field Training Officer, a Fire Prevention Specialist I, and apart-time Quality Improvement Nurse. Funding has also been provided to staff an enhanced Graffiti Program with one (1) Maintenance Coordinator and three (3) Page 5 Maintenance Workers. These personnel will further Goal 1 -Public Safety and Goal 4 -Community Enhancement. Cultural Center - Completion of fundina. To complete the funding needed for the Cultural Center, additional resources are proposed to be added for the Library, Lewis Family Playhouse, and Celebratiori Hall -all very popular new venues for the City. These resources provide support for the Lewis Family Play- house as well as allow the Biane Library to be open for an additional day (Monday). The $605,290 cost for these positions are provided from the General Fund, Library Fund, and Recreation Services Fund. The additional personnel will help to complete existing program initiatives and further Goal 2 - Parks and Recreation Development and Goat 4 -Community Enhance- ment. Animal Care and Services - Completiori of funding. The incremental increase in the Animal Care and Services budget to fully fund the Animal Care and Services Program is $439,520. This amount includes funding enhancements to the Cen- ter's-medical program and customer service as well as provides support for the public spay and neuter program. .These initiatives support both Goal 1 - Public Safety and Goal 4 -Community Enhancement. GPS navigational vehicle tracking program. The FY 2007-08 Preliminary Budget includes $623,000 of funding for the installation of GPS tracking devices in over 200 City and over 60 Fire District vehicles as well as $132,480 to fund related annual software licensing and maintenance costs. The system will en- able the City to track the location of all City and District vehicles to ensure that all resources are deployed and utilized in the most efficient manner possible and can be deployed to emergehcy situations based on their proximity to the inci- dent. This initiative implements Goal 1 -Public Safety. !~ Other Fixed Operating Cost Increases. Due to an increase in the scope of ser- vices with new facilities and the need to switch to a new vendor, the City's jani- torial contract has increased $335,000. Computer depreciation charges. in- creased $193,400 due to a planned replacement of computers, and increased fuel charges represent $189,000. Energy costs as well as insurance costs have also increased. The above noted cost increases are offset by savings in the Fire District's workers' compensation program of $494,140 as a result of the District no longer having to pay a negative equity adjustment with its annual premium. The adjustment was allocated over five years with FY 2006-07 being the final year. Additionally, contract develop- ment services are projected to decrease $200,000. Savings are also noted for post- age and the roll off of election expenditures for a combined amount of $172,000. Page 6 DEPARTMENT PROGRAM DESCRIPTIONS Fire District The District's proposed FY 2007-08 Budget focuses on "the: (1) continued implementation of the six service im- provement goals approved by the Fire Board, (2) con- tinuation of the Pay As You Go-Plan, and (3) implemen- tation of several new programs and service improve- ments. In so doing, the District's budget is focused primarily on Goal 1 -Public Safety. Service Improvement Goals -Paramedic Souad. The District is proposing to fund a second two-person paramedic squad for Station #172 to address the service improve-. ment needs outlined by the excess of 2,500 call volume improvement standard under the Fire Strategic Plan and related service improvement goals. The first paramedic squad was funded in FY 2006-07 for Station #171. The introduction of the Station #171 medic squad and the improvements in all segments of the Response Time Con- tinuum have already reduced the travel time for Emergency Medical Services (EMS) incidents approximately one (1) minute. Additionally, towards the goal of reduced re- sponse time, the Traffic Signal Emergency Vehicle Pre-emption project and Citywide facility Automated External Defibrillator and CPR programs approved in FY 2006-07 are iri their final stages of completion. Pav As You Go Plan. Work on the four proposed facilities related to the five year Pay As You Go plan will continue fo be a major focus for the District in FY 2007-08. ~ In the upcoming year, land acquisition for the new Station #177 at Hellman be- tween Hillside and Wilson will be completed with environmental processing and design development started. District capital reserves will be combined with City capital reserves to fund the construction of Station #177. The new Station #178 at Deer Creek and Base Line is currently in environ- mental processing and architectural concept site planning including initial con- cept floor plans for the Station. Funding will be provided through the Redevel- opment Agency Fire Fund. a~ The upcoming fiscal year will also find the continuation. of efforts to identify vi- able property options for the relocation of Station #172 in the southwestern por- tion of the City. The purchase will be funded by the Redevelopment Agency Fire Fund. ~, The Headquarters building, funded through prior Redevelopment Agency Fire Fund bond funds, has completed conceptual designs and awaits design review Page 7 processing. This building will bring all management and support personnel into one facility (currently spread out in five locations). The new facility will also pro- vide for the implementation of a Video Training and Conference Program, thus allowing personhel to remain in their response districts, while participating in training, to better serve the public. Video equipment will be installed in each of the stations, with the. Headquarters being the location from which instruction is televised. Architectural work will be done on the building in the upcoming fiscal year, with a proposed construction completion date of early 2009. Other Service Improvements. Proposed programs and service improvements for FY 2007-08 include: l,~ Fire Inspection Bureau Personnel. One (1) additional Fire Prevention position is requested, funded by cost recovery inspection fees, in order to conduct State mandated inspections and begin the brush clearance program in the Very High Fire Hazard Severity Zone (VHFHSZ) determined by the State and used to set homeowners insurance availability and rates. ' ~ Paramedic Quality Improvement Nurse. As the Paramedic program expands and State/County regulations change, the existing District personnel cannot keep pace with the required Quality Improvement (QI) requirements. A pro- posed new part time position at this time is critical. Field Training Officer. The DMV requirements to train and certify Class A and B drivers have increased tremendously. The District hires and trains 4-13 person- nel annually. Captain and Engineer promotional testing. also occurs annually. All of these programs are conducted and managed by District personnel on overtime. A Field Training Officer will take the place of the trainer overtime and more importantly provide for consistent program development and delivery. The position will also allow the District to conduct two Fire Academies per year which will enable year round continuous recruitments for District positions. The District will also participate in the GPS navigational tracking program along with all other City Departments. The District will-take a leadership role with the other dispatch contracting agencies in seeking the implementation of a call pri- oritization program. Several program enhancements begun in FY 2006-07' will also continue in the upcoming fiscal year, including the Fire Protection Bureau, Emergency Prepar- edness and Response, and Workers Compensation Reform. The District is also seeking more cost effective-alternatives to its existing insurance pool agencies. Finally, the District has implemented a wellness and fitness program and will continue to find ways to improve service through the most cost effective means. Page 8 Police Department With Goal 1 -Public Safety foremost among the Police Department's objectives, the focus is on additional personnel and enhanced technology to improve public safety programs and facilities throughout the community. Nine (g) new positions have been included in this recommended budget, including: Four (4) hew Deputies for additional patrol services citywide, including an addi- tional Deputy assigned to the Crime Free Multi Family Housing Program; Two (2) new Deputies for the Victoria Gardens substation; .~ One (1) Deputy to enhance the Commercial Vehicle Traffic Enforcement Pro- gram; and One (1) Deputy and one (1) additional Sheriff Service Specialist for the Neighborhood Watch and Crime Prevention Programs. The Department also continues to look for alternative ways to fund sworn and non- sworn positions through Federal and State grants. As an example, in February 2007, the Department was able to fund four additional positions -one Sergeant, one Sheriff Service Specialist, and two Office Specialists -with Supplemental Law Enforcement Service Grant funds. These efforts will continue in FY 2007-08. Once again, our traffic division has applied for grants through the Office of Traffic and Safety (OTS). With the additional positions recommended for the upcoming year, greater emphasis will be placed on: Commercial vehicle traffic enforcement; Crime Free Multi-Housing; Neighborhood Watch and Crime Prevention Programs; Victoria Gardens Regional Center; and Citywide patrol Page 9 The Police Department will also continue to look at ways to conduct business more ef- fectively and efficiently. We continue to use non-sworn Sheriff Service Specialists to complete criminal and traffic collision reports, allowing the deputies more time for pro- active patrol. Technology is also a key focus of the Department. In FY 2007-08, the Department will implement a state of the art external surveillance camera system. Ad- ditionally, our Multiple Enforcement Team .(MET) continues to work on crime trends, which has been enhanced with the recent addition of our Crime Analyst. The Depart- ment will also continue to expand our business and citizen advisory committees. In FY 2007-08, the Department will proceed with the construction of our North End Sta- tioh as stated in the Police Strategic Plan. An architect is currently being retained to work on the design of the building. This Station will enhance the accessibility of police services to those citizens living north of the 210 Freeway and improve our level of ser- vice. An additional focus of the Department will be to work with-the Engineering/Public Works Division on the City's enhanced graffiti removal program. The Department always strives to provide superior customer service to the citizens of Rancho Cucamonga while maintaining low response times and reducing crime. Community Development The Community Development Department will play a key role in implementing Goal 4 -Community Enhance- ment and Goal 5 -Long Range Planning, through ef- forts such as the General Plan Update, Code Enforce- ment Enhancements, RCTOPS improvements, Traffic Strategic Plan, and extension of the municipal utility electric distribution system. The expansion of the graf- fiti abatement program furthers Goal 1 -Public Safety. Planning Division. The housing market has softened; however, new development . activity continues to be strong in the commercial, office and industrial sectors. There has also been increased interest in infill development. The focus of the Division is be- ginning to switch from a primary emphasis on current development activity that has dominated the Division over the last five years, to a balanced focus on both current and advanced planning activities. In the upcoming year, one of the primary work projects for the Division will be the multi- year effort of updating of the 2001 General Plan with an associated update to the De- velopment Code. This General Plan Update will serve as an important springboard for Page 10 the City Council and community to look ahead at the direction that the City will take in the upcoming years as it transitions to a more mature community; and is, as mentioned previously, one of the City Council's major goals for FY 2007-08. The Update will in- clude aHealthy Cities' element. The.Division has formed a grant writing team that will look in the upcoming year for ad- ditional funding for the Pacific Electric Trail, Etiwanda Depot, historic preservation ef- forts, the City's home improvement program, and Route 66 improvements. In the area of historic preservation, the Division will draft a new Historic Preservation Ordinance, establish a plaque and oral history program, monitor the Mills Act, and develop new programs for historic preservation Citywide. Customer service review will be an impor- tant aspect of our work program. Building and Safety Division. The Division will continue to perform construction advisory, building, grading and fire plan checks, issue permits, and provide code enforcement, build- ing inspection, and fire inspection services. In addition, Building and Safety will maintain its partnerships with other City departments in abating graffiti, promoting neighborhood improvement programs, handling public nuisance violations, and managing some of the City's structural and building im- provement projects. In addition to the abdve, Building and Safety will play a key role in the implementation of the installation of a GPS navigational tracking system on all City vehicles through a project partnership with Administrative Services and the Fire Dis- trict. Code enforcement is a vital component to ensuring the maintenance of properties and the overall quality of the community. In the upcoming year, Code Enforcement will im- plement the yard sale ordinance, an administrative citation code, and a revised ordi- nance on political, temporary and other general sign code updates. Code Enforcement will continue to implement its Code Enforcement Volunteer Program, in which volun- teer citizens assist with identifying various violations such as illegal signage, overgrown vegetation, abandoned shopping carts, and other matters. Code Enforcement will continue the Shopping Cart Retrieval Program. By contracting with a retrieval company and building relationships with local retail businesses, Code Enforcement will help to eliminate blight due to abandoned carts. Staff will continue to organize the popular neighborhood clean up events twice a year to fulfill the City Coun- cil's objectives and enhance the quality of life in the City. It will also participate in a multi-department effort in studying the possibility of implementing a Safe Neighborhood Enhancement program. The Division will enhance the current Rancho Cucamonga Telephone and On-Line Permit System (RCTOPS) that was begun in FY 2006-07. There are two options Page 11. currently available for customers applying for.permits for simple projects. They can re- quest inspections or check the status of their?plan check and inspection results either on-line or by phone. The Department plans to further enhance this component by pro- viding aprocess for customers to pay permit fees on-line through an E-payment sys- tem in the upcoming year. Engineering/Public Works Division. FY 2007-08 will see the accomplishment of sev- eral key goals, projects, facility improvements and program en- hancements. The four primary items of focus include the (1) completion of the Citywide Strategic Plan for Traffic Congestion Mitigation and Signal Synchronization, (2) construction of four of the five phases of the Pacific Electric Trail Project; (3) expan- sion of the City's Graffiti Abatement Program, and (4) extension of the Municipal Utility's electric distribution system to provide service to key City facilities. Benefits attained through the completion of each of these areas of focus are as follows: Completion of the Traffic Strategic Plan will explore methods of achieving the Council goal of mitigating traffic congestion as the community matures. Construction of the Pacific Electric Trail phases will create a continuous multi- purpose trail for use by pedestrians, equestrians, and bicyclists that will stretch from the easterly city limit to Amethyst Avenue, while design and the pursuit of grant funding continues for the last remaining phase (Amethyst Avenue- to Grove Avenue). Expansion of the Graffiti Abatement Program provides for adding two new crews and contract resources to address graffiti within the public right-of-way as well as expands the program to include the eradication of graffiti. on highly visible pri- vate property areas. Plans are to expand service to a seven-day a week opera- tion. Extension of the City's underground electric utility distribution system to create a loop traversing Rochester Avenue, Jersey Boulevard, Haven Avenue, and Foot- hill Boulevard. This will allow the electric service provider for the Civic Center and Epicenter Stadium to be switched from Southern California Edison to the Rancho Cucamonga Municipal Utility (RCMU), as well as allowing for the future connection of Station #174 (Jersey) and the Animal Care and Adoption Center to the RCMU electric system. In addition to these four key items, several other important planned projects and pro- grams will benefit the community. Three of these projects include traffic flow and emergency response measures such as the synchronization of traffic signals along Foothill Boulevard (citywide) and Day Creek Boulevard (210 Freeway to Foothill Page 12 Boulevard) as well as 100% operational status of the Emergency Vehicle Preemption System for allCity-owned traffic signals. The amenities and resources made available to the community will also be improved with the construction of South Etiwanda Park, tot lot and sports facility improvements at Old Town Park, seating and field area renovations at the Epicenter Stadium, and the establishment of a 1,600 square-foot Resource Recovery and Environmental Learning Center at the current Household Hazardous Waste site on Base Line. Additionally, En- gineering/Public Works staff will provide cross-departmental support for the design of Station #178 and the Aquatic Center proposed for Central Park. New programs for FY 2007-08 include the development of electric utility rebate pro- grams for RCMU customers based upon the results of voluntary energy audits com- pleted during FY 2006-07 and the development of a Food Waste Recycling Pilot Pro- gram for key restaurants. Lastly, staff will work with its waste hauler to improve the City's current Green Waste Program to automate the curbside collection of residential green waste. Finally, the Division is looking to improve internal operations through construction of the Compressed Natural Gas Fueling Station at the Corporate Yard as well as the de- sign and construction of the Corporate Yard Facility Expansion planned for FY 2009- 10. Updates will be made to the Pavement Management System and the Etiwanda Drainage Master Plan, which will assist in identifying critical capital projects for future years. An Underground Utility Atlas will be developed to ensure the proper identifica- tion, marking, and protection of all City-owned underground utilities in the vicinity of de- veloper-initiated and utility-initiated construction. Lastly, the City's Cucamonga Valley Water District (CVWD) Trench Repair Program will be expanded to accommodate a multi-year water service lateral replacement program to be initiated by CVWD begin- ning next year. Continuation and expansion of this program will allow the City to coor- dinate CVWD's efforts to minimize the impact upon recently paved streets and ensure timely and appropriate repair of all necessary trench work. Capital Improvements Proaram (CIP). The City has an ambitious Capital Improvement Program for FY 2007-08, funded through non-General Fund, special, and restricted funds. In addition to the projects de- tailed in the preceding paragraphs, some of the major CIP projects include: Page 13 -Storm DraimProiects • Beryl Street Master'Plan Storm Drain (n/o 210 Freeway to n/o Banyan) Street Improvement Proiects • Base Line Road/I-15 Ramp Improvements (southbound and northbound on- ramps) • Foothill Boulevard/I-15 Ramp Improvements (southbound on/off-ramps and northbound on-ramp) • Wilson. Avenue Street Widening/Pavement Rehabilitation (Archibald to Ha- ven) and (Amethyst to Archibald) • Arrow Route Street Widening/Pavement Rehabilitation (west of Etiwanda to easterly City limits) Traffic Proiects/Studies • Signal Synchronizations: Carnelian Street (Base Line to Foothill) and Victoria Gardens Lane (Day Creek to Church) • New Traffic Signals: Banyan Street at Fire Station No. 175, Church Street at Hermosa Avenue, and Foothill Boulevard at Malachite Avenue !E~ Landscape Improvement Proiects • 19th St. Landscape Improvements (Carnelian to westerly City limits) • Wilson Avenue Parkway Improvements (Carnelian to Beryl) ,~ Trail Proiects • Banyan Trail (Amethyst to Archibald) and Archibald Trail (Banyan to Wilson) Park Proiects • Future Park Land Acquisition Multi-Year Design/Construction Proiects • Base Line Road/I-15 Interchange • Foothill Boulevard Street Widening and Bridge Improvement (Grove Avenue to Vineyard Avenue) • Haven Avenue Grade Separation (at Metrolink railroad-crossing) The annual Local Street Rehabilitation Program that involves the construction of as- phalt overlays and slurry seals upon existing streets will continue. This program fo- cuses on a proactive approach that utilizes effective pavement rehabilitation tech- niques to extend the useful lifespan of existing streets. This provides acost-effective alternative to the costly option of pavement reconstruction that would. otherwise be re- quired, if rehabilitation measures were not employed at the appropriate time. Page 14 Library Using the most advanced technology to provide the best in per- sonalized public service, the Rancho Cucamonga Public Library provides current information, formal education support, inde- pendent learning opportunities and life enrichment materials to a highly diverse public. In so doing, the Library plays a prominent role in achieving Goal 4 -Community Enhance- ment. Focusing on marketing efforts that promote the "Three Amazing Libraries" of Rancho- Cucamonga, service enhancements will be seen at each library location in the upcom- ing year. Thanks to strong growth in the property tax revenues due to rising home values and well planned housing growth, the Library will focus upon the following: ~ Expanding service hours at the new Biane Library, providing six open days at the popular "destination place" library. While continuing to offer seven days per week service at the, more traditional Archibald Library, special funding is budgeted this year to supplement the book stock of this Library's fifteen year old collection. At the completion of this three year project, the Archibald Library collection will be as up to date as the new Bi- ane collection, continuing the policy of providing equal support to each of our physical locations. '~ At the expanded Virtual Library, residents will be able to connect with live, on- line homework tutoring help for youngsters ages 6 through 15, renew books via their touch tone phone or computer, and continue to access the more traditional data base services of full text magazines and Internet searching support. A Li- brary Assistant is being added to support the technology demands of the City's entire library system Capital projects support growing library usage by completing the "reinventing" process at the Archibald Library. This includes refurbishing furniture as well as replacing and relocating shelving for a more retail merchandise appeal and in- creasing public space. Advanced planning will begin for construction of the second floor of the Biane Library, expanding that location by 14,000 square feet in 2009. The recommended budget includes three additional positions to support public service at the Biane Library. These three positions, a Senior Librarian, an Office Assistant II, Page 15 and a Library Assistant, will allow the Library to open on Mondays for an additional 11 hours of public service and provide additional clerical support to the administrative functions of this popular library location. To~enhance revenues, the Rancho Cucamonga Public Library Foundation continues to work with the Rancho Cucamonga Foundation in efforts to fundraise for the Promoting Arts and Literacy (PAL) Campaign, including a second year of operating .the "house raffle" project, which seeks to raise $1 million toward the support of the Cultural Center. -Redevelopment Agency (RDA) The Redevelopment Agency plays a key role in im- plementing Goal 4 -Community Enhancement and Goal 5 -Long Range Planning, as well as a support role in Goal 1 -Public Safety and Goal 2•- Parks and Recreation Development. Business Enhancement. During FY 2007-08,°the Re- development Agency will continue its efforts to expand the City's business base, thereby generating additional revenue to the City and additional employment opportunities for local residents. The Agency is targeting its marketing efforts towards professional office attraction, including larger corporate users. Larger office users locating in Rancho Cucamonga will provide more employment opportunities; particularly for the City's growing number of profes- sionals. The Agency is continuously enhancing outreach efforts to the brokerage com- muhity, site selectors, and companies seeking an Inland Empire location. The majority of the office development will be seen on Haven Avenue in the upcoming year. The office development, along. with the infrastructure work related to the Haven Avenue rail- road overpass, will present a new urban look to our main office corridor. The retail sector remains an important component of the Rancho Cucamonga econ- omy, and in FY 2007-08 efforts to recruit major retailers to the community will continue. Significant additions for 2007 include Bass Pro Shops Outdoor World (opening June 2007), and Flemings Prime Steakhouse and Wine Bar (opened February 2007). Agency staff will continue to approach and attract retailers to our existing and pro- posed retail centers to insure that the needs of residents and businesses can be met. Local Marketino. I.n addition to office development and retail recruitment, the Agency will also be more aggressive in the promotion of local amenities and attractions in order to boost local tourism. The opening of five new business-class' hotels and the new Cul- tural Center, in addition to many other local attractions (Victoria Gardens, Rancho Cucamonga Quakes, wine tasting, Empire Lakes Golf Course, Maloof Residence and Workshop, Route 66; etc.) and nearby activities (California Speedway; mountain and desert resorts; etc.), have helped to position Rancho Cucamonga as the perfect Page 16 gateway to a Southern California adventure: With two additional business class hotels planned to open in 2008, the City has seen an explosion of overnight stays in our com- munity. The hotels not only provide an important service to the growing demands of the corporate traveler, but create increased customer bases for local retail and dining businesses. By the end of 2008 an estimated 917 rooms will be available. This com- pares to 122 rooms that were available in January 2005. Infrastructure Improvements. The Agency continues to fund significant capital im- provement projects to improve and benefit the City. The Cultural Center is in its first year of operation and is already an impressive anchor tenant to Victoria Gardens Re- gional Center. The facility opened with praise and accolades from the communjty and region and is expected to generate more than 500,000 visits in its first year. Other pro- jects that are being funded by the Agency and are in progress, or are expected to be initiated in the upcoming Fiscal Year include: *~ Implementation of the Foothill Specific Plan between Grove Avenue and Vine- yard Avenues. The public improvements will include the reconstruction of a bridge overpass, as well as median islands and street widening to improve traf- fic safety. '?~ Construction of a railroad overpass on Haven Avenue to improve traffic safety and access. to the businesses located within the industrial portion of the Project Area. Design, right of way acquisition, environmental review and construction of the Base Line Road and I-15 interchange. Due to the amount of work involved with the interchange, as well as the involvement at various stages with State and Federal transportation organizations, it is expected that the Base Line/I-15 inter- change project will take approximately five years to complete. The Arrow Route/I-15 interchange project will focus on acquiring right of way needed in the near future. Design and environmental work is anticipated to be- gin within the next five years. Design of two different reaches of the Hellman Avenue storm drain system.. One reach is on Hellman Avenue near Base Line Road and goes north to 19`h Street. The second portion is south of Foothill Boulevard and continues south to the Cucamonga Creek channel. The goal of the Agency is to complete design work for both sections, and to begin construction on the northerly portion by spring of 2007. .~ The design and construction of a long planned for administrative headquarters facility to serve the Fire District. Page 17 Tax Allocation Bond. In addition, the Agency is planning a tax allocation bond in order to generate funds for additional capital infrastructure projects. Some of the projects that may be funded from the bond proceeds include: Pacific Electric Rails to Trails between Grove and Haven Avenues '~ Complete funding for the construction of the southerly portion of the Hellman Avenue Storm Drain ':~' Complete estimated construction funding for I-15 interchanges at Base Line Road and Arrow Route A potential future phase of Central Park Completion of I-15 Interchange and freeway landscape improvements at Base Line, Foothill, Arrow Route and 4th Street Workforce Housing. As the affordability gap for home ownership in Rancho Cucamonga and the greater Inland Empire continues to widen, the rieed to provide workforce housing opportunities has become even more important. The Redevelopment Agency is con- stantly working to increase the number of workforce housing units within the City through its ongoing part- nerships with non-profit organizations. The partner- ships have been successful in developing new units, obtaining additional or extended covenants of existing units, or through programs such as the Agency's First-Time Homebuyer's Program. A Housing Programs Manager po- sition to assist in these efforts has been filled in Spring 2007. Part of the work program for this Housing Programs Manager will include developing a public relations compo- nent to help residents and businesses understand the need and value for workforce housing, and the economic benefits, as well as provide a "face" to better understand the variety of people that benefit from workforce housing. The Agency will continue its economic development partnership with the Chamber of Commerce, including its on-going focus, on the "Shop Rancho" campaign and "Business Appreciation Week". Community Services Goal 3 -Parks and Recreation Development is the primary focus of the Community Services District, al- though the Department is involved in Goal 4 - Com- munity Enhancement as well. The Community Services Department will strive to con- tinue its high quality programs and services offered to the residents during FY 2007- 08. Specifically, this year will bring organization.enhahcements for the Victoria Gar- dens Cultural Center. that have been identified after the first full year of operation. These include a Community Services Supervisor to oversee Cultural Center opera- tions, aCommunity Services Coordinator to facilitate special events, and three (3) Stage Technician Ills to replace existing part-time employees to provide full-time tech- nical support for the very popular Lewis Family Playhouse. Other staffing authorized this year includes an Office Specialist Il for program and class registration support. This position will be funded from the Department's Recreation Fund. Looking ahead, staff will begin the design of the future Family Aquatics Center at Cen- tral Park, as well as conceptual planning for the other future phases of the Park. In ad- dition, staff will begin identifying agencies to provide programs and services at the Ar- row-Route facility consistent with Council direction. Two new parks, Olive Grove and South Etiwanda, are anticipated to come on-line during the upcoming fiscal year. Grand opening festivities and programming for these facilities will be a focus for staff. During the year, staff will continue to support the joint efforts of the Rancho Cuca- monga Community Foundation and the Rancho Cucamonga Public Library Foundation as they continue their PAL fundraising campaign for the Cultural Center as well as ex- plore organizational models for the most effective means of operation. A concerted effort to identify and secure Foundation and grant funding for the Cultural Center will continue. Working with a City interdepartmental team, the Department will participate in efforts towards offering "Healthy Cities" programs to the residents of our community. Initial efforts will include the promotion and possible expansion of many of the City's existing programs into a healthy lifestyle concept for the community as well as begin looking at potential additional programs and related resource requirements. Following on the success of last year's Founder's Day Parade at the Victoria Gardens Regional Center, the Parade will be enhanced. during FY 2007-08 to include even more youngsters, community groups and novelty entries. In addition, staff will begin to explore avenues to expand the day's activities for the community. Lastly, staff will be- gin to research opportunities for implementing amulti-day festival event for the com- munity. Page 18 .Animal Care and,Services Animal Care and Services is a key partner in Goal 1 -Public Safety, and its focus in the next fiscal year will be on finish- ing the existing program objectives launched in FY 2006-07. As the new Animal Care and Services Department enters its sec- ond year of operation, the Department is receiving strong commu- nity support as evidenced by a greatly increased number of clients visiting the Center and support of events and programs. This first full year of operation has provided the Department with a better sense of the demand both in terms'of animal care and the strong community interest in our Animal Services Program. Towards this end, the De- partment is proposing the following for the upcoming 2007-08 Fiscal Year: The enhancement of the medical care provided to Center animals through the completion of a sur9ery facility at the Center during FY 2007-08. Approved by the City Council at a February 2007 study session, this surgery facility will pro- vide an opportunity to perform more medical services, including spay. and neuter and surgeries, in house, and provide medical care in a more efficient.and timely manner, especially for injured and sick animals. The proposed. hiring of one (1) full-time and one (1) part-time Veterinarian Assistant will assist in the intake •area and day to day medical operations at the Center. .$50,000 in funds for spay and neuter programs, an essential element of our longer term efforts to reduce the number of animals coming into the Center. Towards the goal of improving customer service to the people and potential adopters who visit the Center, the hiring of one (1) Office Specialist for the front counter and one (1) Animal Services Dispatcher is proposed. This will enable the Center staff to serve the increased number of clients coming to the Center in amore timely and personal manner. The Animal Services Dispatcher would re- place two temporary positions and provide more knowledge and greater conti- nuity in support of our field services division and the citizens who require these services. The addition of one (1) Animal Care Attendant to assist in the daily care of the increased number of animals at the Center. .During the upcoming year, the Department will focus on community events and outreach, Volunteer and Foster Programs, working with media, and license and canvassing programs. These programs are vital to increasing awareness of the City's program, improving the number of adoptions, and educating the public on quality animal care. Page 19 Page 20 Administrative Services As a department that supports the front-line opera- tions of other City departments, Administrative Ser- vices assists in implementing Goal t -Public Safety, Goal 3 -Organization Development and Goal 4 - Long Range Planning. In furtherance of its service and support role to internal staff the proposed Budget includes the following enhancements to the Administrative Ser- vices Department: Administration. The Administration Division will work in conjunction with the City Manager's Office during the upcoming fiscal year to implement a new Workforce Development Program to complement the current Rancho Cucamonga Training Academy. This furthers the Council's Goal 3 -Organizational Development. New areas of focus will include a leadership academy; various trainings for spe- cific employee groups such as supervisory/professional and management; and the development of a comprehensive employee orientation program. Other en- hancements to employee development (including mentoring programs) will be determined after the results of the recent Citywide employee survey have been compiled. Finally, the Administration Division will work with Building and Safety and the Fire District to install a GPS navigational vehicle tracking system in all City and .District vehicles. Finance Division. The Division will work with the City Manager's Office to ad- dress the GASB 45 reporting requirements for other post-employment benefits (OPEB) such as retiree medical and implement a solution to deal with these needs. Initial actuarial work for meeting these reporting requirements is cur- rently being undertaken. ,~, Geographic Information Systems (GIS) Division. In order to provide the public with access to various useful types of GIS-related information, a new software package will integrate with the City's current GIS database. The software will enable various following data to be hosted on the City's website, including trash collection days, street sweeper routes, school district boundaries, voter polling locations, cable company boundaries, school and park locations, and the loca- tion of City facilities. Additionally, staff will be able to develop applications that show road closures due to development or closures due to natural disasters. Information Svstems (IS) Division. The proposed budget will complete phase two of the City's computer server consolidation project. This project involves consolidating many servers currently at the end of their useful lives into fewer physical servers, improving reliability and performance, and reducing the time and cost of maintaining the array of servers. The core network equipment will Page 21 also be replaced to meet current and growing computer demands. In order to ensure continuity of services in the event of emergency and non-emergency in- terruptions, a "hot site" for disaster recovery at Central Park will be developed. A revamping of the City's web site will be initiated. Personnel Division. The Personnel Division will be reviewing and updating all aspects of the City's recruitment procedures and working to revise the City's Personnel Rules and Regulations. Purchasino Division. Anew eProcurement software solution is proposed for the upcoming Fiscal Year, which will result in the City receiving the best possible prices, quality, and service. A multi-year.phased approach to reconfiguring, up- dating, and replacing worn workstations, furniture, and carpeting throughout City Hall will continue; The proposed Budget includes the replacement of three key data communication lines (currently T-1 lines)-with shared Ethernet connections. This upgrade will significantly increase the speed at which data will travel be- tween various City facilities and ensure better redundancy for emergency and non-emergency operations. City Clerk's Office The City Clerk's Office will continue providing the community with public information and documentation as it relates to City records, providing assistance to all City Depart- ments, and preparing all City Council, Redevelopment Agency and Fire Protection Dis- trict and City Council Subcommittee agendas and minutes, receiving and processing all campaign financing forms and economic interest statements for City officials, and other record related duties. Our Passport Application Program continues to be a very popular service for our com- munity. Changes in federal laws pertaining to passport requirements have resulted in dramatic increases in the number of passport applications processed. The City Clerk's office has placed the complete-City Council agenda (/~~ packet on the City's website, which links to all written staff reports, providing another link for the community to obtain information. In ad- dition to Council meetings airing on RCTV-3, the recently imple- mented "RC Live" is a very popular service allowing for live web casting of regularly scheduled City Council meetings. The public is now able to view an indexed and archived meeting any time that is convenient for them through the City's website. Page 22 City Manager's Office The City Manager's Office will continue .to provide support for the City Council. and all of the departments in the City organization. The following are some of the core pro- grams and projects that will continue from the prior year as well as those to be initiated in FY 2007-08: Goals Attainment (Goal 5). The Office will be responsible for working with the various departments to track and update the City Council on the projects and tasks established at the Council goal setting workshops in late 2006/early 2007. -The Office will provide administrative support, resolve interdepartmental issues, and coordinate the use resources necessary to achieve these goals. ~ Workforce Development (Goal 3). The Office will take a lead role in the develop- ment of the City's workforce development programs, working with Administrative Services and other departments. The Office led a citywide employee survey process in Spring 2007 and will incorporate the survey results into the design of workfdree development and enhanced training programs during FY 2007-08. !~ Legislative Program and Intergovernmental Relations. The Office will continue to work closely with our Legislators, legislative advocates, and the League of California Cities to seek project funding and monitor legislative activities at the Federal and State level. The City will actively monitor the implementation of the November 2006 infrastructure bond measures to ensure that we actively seek funding for which it would be eligible. We will carefully monitor implementation of recent telecommunications legislation and assist other departments with is- sues related to telecommunication infrastructure improvements within the City. The staff will support the City Council's active participation in regional organiza- tions (i.e. SANBAG and Omnitrans) that affect Rancho Cucamonga and our re- gion. The City will continue to work closely with the County of San Bernardino and our County Supervisor in areas of mutual interest and concern. Community Information/Citywide Communications (Goal 4). The City's award- winning Community Information program; aimed at informing our residents and businesses of local government projects, programs, and activities, will be evalu- ated through the development of a Communications Strategic Plan during FY 2007-08. The Plan will provide a series of recommendations to enhance the City's communications efforts, both externally to the community and internally to city employees. The Office also oversees the RCTV-3 Government Access Channel, which includes the live broadcasting of regular City Council meetings, and the non-production, governmental bulletin board. Page 23 ~' Animal Care and Services (Goal 1 j. Over the last several years, the City Manager's Office has spearheaded the transition of Animal Care and Services to aCity-operated department, with the City assuming responsibility for shelter services in May 2006, and field services in July 2006. The Office will continue to assist the newly-formed Department in FY 2007-08 with the completion of re- modeling and construction of medical/surgery facilities at the Animal Care and Adoption Center and further development of policies and procedures. City-Wide Contract Administration. The Office will continue to monitor and pro- vide oversight of contracts .and agreements covering law enforcement, school crossing guards, mobile home parks, and cable television. The Office adminis- ters the Mobile Home Accords between the City and the eight mobile home parks in the City. The Accords, which serve to provide stabilization in rent in- creases for mobile home park residents while still allowing park owners a fair return on their investment, will be up for renewal in February 2009. Staff is be- ginning its preparations for the renewal process. With the•expiration of the initial contract, staff has issued a Request for Proposal for the City's Red Light Camera Program and will present a vendor recommen- dation to the City Council. The goal of the program is to reduce traffic collisions at key intersections, and increase traffic safety by discouraging. the "running" of red lights. The program includes installing red light cameras at different inter- sections that have a propensity for traffic collisions, in particular right-angle (broadside) crashes, which have the most propensity forsevere injuries and fa- talities. Saecial Projects. As it has in past years, the Office will coordinate major interde- partmental projects. Upcoming projects include: the new Police Substation, Healthy Cities, Technology Advancement, and Long-Range Planning. SUMMARY The proposed FY 2007-08 Budget and its component parts are balanced. Every effort has been made to align programs with avail- able resources to meet existing needs as well as those directly re- lated to the key goals identified by the City Council. Completion of programs that were. begun in a prior year are also addressed. We are grateful for the City departments who have assisted in creating a workable plan of action so that progress can, be made on all these key goals. Operating Budget Library Fre District 4.5% Taxes 25.3% \ 56.4% Other 2.8% tr~tergov'tl 1.3% Charges for Services 4.1% Lye of Nbney Licenses and property Rnes and PorrriLs 0.4% porteRUres 4.3% 0.9% Governance Fre District Library 1.9% Police 25.3% 4.5% J 27.3% Banning 2.6% Services 12.0% Works Com`unity~~ 14.4% Services community' 4.9% Development 0.3% ~An'vnal Care & Services 2.4% Building & Safety 4.6% 25 Overview of Departmental Operating Budgets Note: The number of fu//-time and part-time staff for each department indicates the tote/number of emp/oyees assigned to the department, regard/ess of funding source, City Council As a body of elected officials, the separately elected, Mayor and four-member City Council establish local laws, set policy, approve programs, adopt the annual budget and appropriate funds. As elected representatives of the citizens, the City Council is responsible to all of the people, and as such devotes its energies to making decisions which are in the best interest of the public welfare. The Mayor and City Council members serve overlapping four- yearterms. The City Council also serves as the Redevelopment Agency Board and the Board of Directors for the Rancho Cucamonga Fire Protection District (a subsidiary district of the City). :. The City Council meets the first and third Wednesday of -~° the month at City Hall to discuss and vote on pertinent ~ issues facing the City and its residents. In addition, the City' Council is responsible for appointing the City Manager, City Attorney, and members of certain boards and commissions. 28 City Manager's Office As the administrative head of city government, the City Manager is appointed by the City Council to enforce municipal laws, direct daily operations of the City, make recommendations to the Council, prepare and observe the municipal budget, appoint and supervise all City department heads and employees, and supervise the operation of all City departments. The City Manager's Office also oversees contracts and agreements covering law enforcement, school crossing guards, mobile home parks, and cable television. This of- fice also participates in a number of intergovernmental agencies that affect Rancho Cucamonga and our region. The City Manager's Office actively monitors state, local and federal legislation that may impact Rancho Cucamonga; coordinates special projects and programs; oversees the community information programs and publications; responds to and follows-up on citizen inquiries and concerns regarding City programs and services; operates the community bulletin channel RCN- 3; and produces the live broadcasts of City Council meetings. 29 City Clerk The City Clerk is an elected official charged with the responsibility of maintaining records of City Council actions and of maintaining a permanent record of all city transactions. This includes preparing all agendas. and minutes, coordinating the presentation of proclamations at the Council meetings, preparing Resolutions/Ordinances, processing contracts/agreements, and conducting bid openings. The City Clerk also serves as the City's official recorder at all meetings of the City Council. In addition, the City Clerk is responsible for all documents and duties associated with municipal elections. The City Clerk's Office also serves as an official Passport Application Acceptance Agent. 30 City Treasurer The City Treasurer is an elected official charged with the responsibility for the custody and investment of all City funds. The Treasurer is the City's official "sigriature" for all financial transactions made. The Deputy City Manager/ Administrative Services has been appointed as Deputy City Treasurer and has the authority to handle treasury functions needing daily attention. The budget for the elected City Treasurer is incorporated into the Treasury . Management Division of the Administrative Services Departments budget. 31 Po I i ce Since incorporation, law enforcement services in the City have been provided through a contract with the San Bernardino County Sheriffs Department. The City continues to be one of Southern California's most family- oriented, safe and prosperous cities. The low crime rate that the City continues to enjoy is a direct result of not only the hard work and dedication of the men and women of the Police Department but the positive interaction and participation by the community in crime prevention activities. These efforts have resulted in not only one of the safest cities to live in, but also a place where the citizens enjoy the security of a City and a Police Department that are truly dedicated to working together to provide a safe and family-oriented environment. The Police Department has one of the largest volunteer units in the Inland Empire, which includes Line Reserves, Citizen Patrol, Equestrian Patrol and Explorers. The number of volunteer hours dedicated to the Department and the City continues to be the highest in the County. Many of these volunteers have been residents within the City for some time, which also attests to the community's involvement of working together to provide a better place to live. Public safety is the City's highest priority. The City has expended funds in recent years to add equipment and personnel to enhance Police services to meet increased service needs. The City will continue to take advantage of any available Federal and State funding opportunities. As the community continues to grow, the challenge will be to continue addressing these increased needs that affect the "quality of life" in Rancho Cucamonga 'and define our community as a safe one. . 32 Fire District The Fire District is a subsidiary district of the City and has its own statutory funding plus supplementary funding from the City General Fund, City reserves and the City Redevelopment Agenty. The City Council serves as the Board of Directors and is responsible for providing and managing a variety of programs for the efficient delivery of life safety, fire :inspection and prevention, and fire protection services. Personnel are dedicated to the preservation of life and property in service to the people of Rancho Cucamonga. The District's goal is to deliver these services in an effective, efficient and professional manner, which will reflect improved fire protection and life safety for an enhanced quality of life to those they serve. The delivery of Fire District services is managed through divisional responsibility consisting of: Administration, Fire Inspection and Prevention, Emergency Services, and Support. The Fire District provides numerous programs which include, but are not limited to, Technical Rescue and Hazardous Material Response Teams, Advanced Life Support (Paramedic) Response to all emergency medical incidents, Fire Suppression Protection and Prevention, Public Education, Fire Explorers, Juvenile Firesetter Intervention, Arson Investigation and Fire Inspection which are commensurate with the City's commitment to public safety. 33 Administrative Services Administrative Services is unique in comparison to other City departments in that it is a key "service" department as opposed to a "line" department. While line departments typically provide services only to the public, the Administrative Services Department also provides extensive services and support to internal staff of the various City departments. The Department's major service divisions are: Administration, Finance (including Business Licenses and Treasury Management), Geographical Information Systems (GIS), Information Services (IS), Personnel, Purchasing, Risk Management, and Special District Administration. 34 Kn.~~w ~v"10.'°~ ~ An i ma I Care `` and Services The Animal Care and Services Department has completed its first full year of operations and continues to refine its operations to ensure that it provides quality services for its two- and four-legged clients. The Department has expanded its volunteer program with over 400 new applications for opportunities such as dog walkers, outreach and foster care. Beginning in July 2006, field services started delivering 24 hour, seven day a week service to the community. The Department's medical program will be enhanced by a surgical facility which will enable the Center to deliver more efficient and timely medical services for its homeless pets. Expansions have also occurred with low cost spay/ neuter and vaccination programs for our citizens. The Department oversees the following program areas: She/ter Program Services: General animal care and adoption related services; AVID microchip. services; and cleaning/maintenance services. -Humane/Fie/d Services Program: Field operations (animal pickup, investigations, canvassing); enforcement of animal regulations; and animal licensing. Medics/ Care and Rehabi/nation Program: Contract for in-house veterinarian services; contract for local spay and neuter services for adoptions; medicines; and other medical care. 35 Community Programs: Volunteer programs; adoption promotions; foster care; community outreach; public spay/ neuter program; and community information/education products to advance the Center's No Kill goals. Community Development The Department encompasses all Community Development activities including Planning, Engineering, Public Works, Building and Safety and Code Enforcement. The Department coordinates the activities, work products, and processes of these areas with the City Manager's Office and other City Departments. In addition, the Department coordinates implementation of the City's Community Development goals and objectives and Capital . projects planning programs. 36 Planning The Planning Division functions as the professional and technical advisor to the Planning Commission, Historic Preservation Commission and City Council on policy matters and issues concerning the physical development of the community. To provide a comprehensive planning program, the Division is divided into two sections: Current Planning and Advanced Planning. The primary objectives of the Planning Division are: to develop comprehensive plans for a quality community; to implement the plans through efficient and effective management of growth and review of all development proposals; and to maintain a balanced, quality environment in developed areas of the community. The Division also supports the City's Planning Commission and Historic Preservation Commission. 37 Engineering/ Public Works The Engineering/Public Works Division is charged with numerous activities related to providing effective and efficient stewardship of the City's public works infrastructure. This includes the design, construction, operation, maintenance and repair of our community's streets, storm drains, electric distribution system, parks and facilities. The nine sections of the Engineering/Public Works Division are identified below. The City Engineer manages and directs all nine sections of the Engineering/Public .Works Division including the Engineering Administration Section. The Management Support Services Section provides management and fiscal support to the City Engineer and all Engineering sections and is responsible for the development and administration of the Engineering Division and Capital Improvement budgets and the City's landscape maintenance, and street lighting districts. The Land Development Section is responsible for processing, reviewing, and inspecting the construction of developer-funded infrastructure improvements. The Transportation Development Section makes recommendations for improving the City's traffic systems, designs and provides project management for traffic-related capital projects and maintains, monitors and analyzes accident and traffic volume records. The Capital Improvements Section designs and manages the construction of City-funded public improvement projects and is responsible for developing the City's Annual Capital Improvement Program. The Park Development Section designs and manages the construction of the City's parks and community centers and administers the City's Americans with Disabilities Act Transition Plan. The Environmental Programs Section is responsible for the City's trash collection contracts, recycling programs, and the monitoring and enforcement of federal regulations regarding discharges into the public storm drain system. The Public Works Section is responsible for maintaining the City's streets, storm drains, traffic signals, City- owned facilities and buildings, Fleet vehicles and equipment; parks, median landscaping, and trails. The Municipal Utility Section is responsible for the operation of the City's electrical distribution system, project management of electric infrastructure capital projects, and administration of the Municipal Utility business unit. 38 Building and Safety The Building and Safety Division, in partnership with the community, provides five basic functions: • Support community improvements through construction advisory services by providing plan checking, permit and inspection services to meet state mandated regulations and municipal codes. • Work with other City departments to apply regulations and conditions to the construction projects. • Enforce the City ordinances and municipal codes through the Code Enforcement Unit. • Coordinate and assist other City departments in managing building capital improvement projects and emergenty responses. • Communication through department brochures, a newsletter, and an interactive website that informs residents of upcoming projects and activities. Building and Safety enforces a series of nationally recognized standard codes which are adopted by City Council ordinances, as well as indirect mandates from state regulatory agencies in matters pertinent to energy, physically handicapped persons, places of assembly, and housing. Field inspections and complaint follow-up are performed by field inspectors. Plan checking is accomplished by an in-house plan check staff and through the use of contract cohsulting engineers for some of the grading and structural plan checks, in an effort to meet the goal of improved service to the development community. The Fire New Construction Unit provides plan checking and inspection for California Fire Code compliance.. This unit, along with the Building Inspection Unit, perform all fire, life, and safety inspection activities. The Code Enforcement Unit is responsible for the enforcement of the City's zoning, sign, public nuisance, noise and various City codes. This unit also directs the Code Enforcement Volunteer Program. 39 ,. Community Services Community Services provides a wide variety of programs, services and facilities to the residents of Rancho Cucamonga to enhance the quality of life for individuals of all ages. Department activities are coordinated through 6 Divisions: Administration, Youth and Adult Sports, Youth and Family Programs, Special Events, Cultural Arts, and Seniors and Human Services. Each year, thousands of community members benefit from participating in activities conducted by the Department in programs such as: Playschool, youth activities, Teen Center programs, workshops and activities, excursions, adult and youth recreation classes, sports programs and senior citizen services. Many more residents enjoy picnics in our parks, meeting room rentals and athletic field uses through facility reservations that are coordinated through the Department. A number of special events are held each year for residents including the 4"' of July Spectacular, Cinco de Mayo, Movies in the Park, Concerts in the Park and Founder's Day Parade. A number of rentals and commercial filmings take place at the Epicenter Stadium each year. The Department also assists dozens of community organizations in their mission with facility usage and partnership efforts. Lastly, the Department provides opportunities for the community to experience, explore and enjoy professional Theatre for Young Audience productions, family entertainment along with exciting guest artist performances at the Lewis Family Playhouse at the Victoria Gardens Cultural Center. 40 Library The Rancho Cucamonga Public Library strives to inform and enrich our community by providing access to traditional and technologically-innovative resources. The Department supports and. encourages education and the love of reading in a welcoming atmosphere with a knowledgeable, service-oriented staff. Programs offered at the Archibald Library include: • Children's services, programs and special events. • Adult information services. • Adult and family literacy services. • Borrowing services and processing of materials for use. The following programs are offered at the Paul A. Biane Library, which opened its doors to the public in August 2006: • Children's services, and special events programs and events tied to the performing arts and children's theater. • Teen services and programming in the new Teen Scene location. • Children's Homework Center. • Reading Enhancement Center, featuring tutoring for reading challenged youngsters. • Technology Services, including classes using the 22 seat Center. • Adult information services The Library also offers the following, services to the Community: • Outreach Services, featuring bookmobile service to children -and delivery service to the homebound and infirmed elderly. • Administrative support for the Rancho Cucamonga Public Library Foundation and the PAL Fundraising Campaign. • . A full service Virtual Library Branch, accessible on- line, 24/7. - LIBRARY ~ ° ° FY 2006/07 FY 2007/08 _ Bud et $ 3 536,340 $ 4 447,230 Full-Time Em b ees 26:0 29.0 - 1~` \/ `. Part-Time Em to ees 30.0 32:0 /~ -,"'`// 41 Redevelopment Agency The Redevelopment Agency is a special fund not affiliated with the City's General Fund. The Rancho Cucamonga Redevelopment Agency administers a variety of economic development, redevelopment, and housing-related programs that support businesses and residents in the City of Rancho Cucamonga. Established in 1981, the Agency has assisted in the elimination of blighted conditions, resulting in the development of new public facilities and affordable housing projects,. improved infrastructure, and in the .creation of a strong local economy through business attraction/retention, work force development, and tourism efforts. In the upcoming fiscal year, the Rancho Cucamonga Redevelopment Agency will continue its efforts to expand the City's business base, thereby generating additional revenue for the City and additional employment opportunities for local residents. ,Agency efforts will target office development and the recruitment of .large corporate users; support related infrastructure projects; focus on the creation of additional work force housing opportunities; and increase efforts to expand local tourism. 42 ,... Capital Improvement Program The City's Capital Improvement program for Fiscal Year 2007-08 will provide needed infrastructure improvements city-wide. The following .is a listing by category. (Note: Funds for these projects come from a variety of sources including Special Funds, RDA and Special Districts. These funds are non-General Fund revenues and fluctuate annually). A description of each category along with the respective projects planned for Fiscal Year 2007-08 are as follows: Some of the more significant capital improvement projects are discussed below: The Beautification category includes landscape and trail improvements on Highland Avenue from Haven Avenue to Milliken Avenue. Within the Drainage category, the City will install a Master Plan storm drain on Beryl Street. The Facilities category includes the construction of the Fire Administration Building, as well as the City Yard expansion/remodel. The Miscellaneous category includes four capital projects to construct trail improvements along the Pacific Electric Railroad at various locations throughout the City. Also included in this category is the design and construction of a CNG fuel site at the City Yard. Within the Parks category is the park land acquisition at a yet to be determined site, development of a five acre park at Etiwanda Avenue and Foothill Boulevard, as well as various park rehabilitations throughout the City. FY 2007-08 also includes the much anticipated grade separation on Haven Avenue at the Metrolink Tracks within the Railroad Crossings category. The Streets category includes 18 different projects. The larger projects in this category include the Arrow Route and I-15 interchange improvement EIR and design, street widening and bridge on Foothill Boulevard from Grove Avenue to Vineyard Avenue and local street pavement rehabilitation at various locations. The Traffic category includes the installation of new traffic controllers along Foothill Boulevard. 43