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HomeMy WebLinkAbout1993/06/17 - Agenda Packet - AdjournedAGENDA CITY OF RANCHO CUCAMONGA CITY COUNCIL AS~iourned Meetin¢ June 17, 1993 - 6:00 p.m. Council Chambers 1OS00 Clvle Center Drtve Rancho Cucamonga. Callfomia 1. Roll Call: Buquet _, Alexander ,, Stout ,. Williams _, Gutierrez _ B. ADVERTISED PUBIdC HEARING The fo0owlaQ Items ~ro been ad~ertbed and/or posted v public heacinss u rognlrod by Lw. The CbsU wW open the meetin( to recehe pnbllc Wtlmony. ADOPTION OF FISCAL YEAR 1993/94 BUDGET AND ARTICLE XU[ B Pg. 1 APPROPRIATTONS LIMIT RESOLUTION NO. 93-139 pg, g A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA. CALIFORNIA, ADOPTING THE CITY'S FISCAL YEAR 1993/94 BUDGET RESOLUTION NO. 93-140 pg, g A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, ESTABLISHING AN APPROPRIATIONS LIMIT PURSUANT TO ARTICLE XIII B OF TFiE CALIFORNIA STATE CONSTITUTION FOR FISCAL YEAR 1993/94 City Council A ;Jotuned Meeting Agenda June 17, 1993 Page 2 Thb 4 the time sad pbce for the (enerai public b address the City Conntll Sbte Ww prohlblb be Co®dl from addreaaln` any bane not prMooaty 1ncladM oD the agenda. 11e Comitll mRy cecdre testimony sad eet the matter far a toEaegoent mletla(, Caaemeab am b be limited to Eve mbntes per 1ndhWoaL I, Debra J. Adams. qty Clerk d the qty d Rancho Cacaaaoa`a, hereby certlfy tWt a tree. acconte copy of tics foreaatoj sseada was posted m Jane 10. 1999. aermty-two C~7) ~a p~ b the meetlnQ per Gorernmmt Cade 66965 at 101190 Cbic Curter Drbe, Rancho Cnnmaoja, Californb. - CITY OF RANCHO CDCAbiONGA STAFF REPORT DATE: June 17, 1993 TO: Mayor and Members of the City Council Jack Lam, AICP, City Manager FROM: Susan M. Neely, Finance Officer SUBJECT: ADOPTION OF FISCAL YEAR 1993-94 BUDGET AND ARTICLE XIIIB APPROPRIATIONS LIMIT FOR FISCAL YEAR 1993-94 RECOMMHNDATION• 1. Council approve the attached Resolution adopting the 1993-94 Fiscal Year Budget. 2. Council approve the attached Resolution adopting the Article XIIIB Appropriations Limit for Fiscal Year 1993-94. aAOxaaooero• 1. The City of Rancho Cucamonga has proposed a one year Program of Service with the 1993-94 Fiscal Year Budget ae the upcoming "operational" budget. The attached resolution adopts that one year budget. capital sad Gaaeral toad soaaial toads TOT_~_ Fiscal Year 1993/94: $ 25,197,010 $ 32,363,510 $57,560,520 2. The State of California Constitution, Article XIIIB, requires that an appropriations limit be established annually by the City Council. The factor used to develop the appropriations limit is the C.P.I. change, and change in City population. The additional attached resolution adopts the annual appropriation limit as required by Article XIIIB of the State Constitution. Based upon the factors of the Gann Limit C,P.I. calculation of 2.721 and a population change of 2.352, the City's fiscal year 1993-94 limit ie $21,717,372. The City's fiscal year 1993-94 budgeted appropriations subject to this limit total $16,294,370 which IDeans that the City expects to be at 75.03& of its Gann Limit at the conclusion of fiscal year 1993-94. Respectfully rysJUb~m/i~ t~~t~~e//d~~, Susan M. Neely ,YL- Finance Officer emnswp:Dudra~ol c;atr Vr ar.Atvc;nV l: UI:AMVIVVA MEMORANP,UM ~~ DATE June 17, 1993 _ '10 Mayor and Mcmbcrs of the Cit C until FROM: Lack Lam, AI it Manager SIJB3ECf: PROPOSED FY 1993-94 CITY GENERAL FUND BUDGET Presented herein is the proposed FY 1993-94 general fund budget for existing services in the amount of 524,549,600. Enhanced police services in the amount of (650.000 made possible 6y the recent adoption of the utility users fees would result in a total budget of f25,I97,010. For comparison purposes, setting aside the enhanced police services, the proposed budget contains reductions from FY 1992-93 of S1,591,370. This represents the City's continued efforts to restmcture City services and respond to adverse financial circumstances. Fiscal Year 1993/94 represents the most difficult and grim budget year yet. The FY 1993-94 General Fund Budget would have contained a 52.5 million shortfall that would have seriously affected services, including law enforcement, and would have required severe personnel cuts to balance the budget had the utility user's fees not been enacted in April 1993. Unlike other cities, the utility user's fees adopted for Rancho Cucamonga replaces only those revenues lost to the state. The budget mull sti ll respond to the continueA economic downturn, and thus, the budget must be reduced in spite of the utility user's fees. The general Cund Budget trends from the base year of economic downtum are as follows: FY 1990-91 L29,217,109 FY 1991-92 527,142,850 FY 1992-93 526,140,970 Proposed FY 1993-94 f25, 197,010 The resultant budget reductions represent a cumulative 16% reduction (not including enhanced law enforcemenO of existing from fiscal year 1990-91, the beginning of the economic downtum. Given the tact that externally imposed costs of operations increase by an average of 2 - 396 annually, the net reductions result in a 24.6% decline in real dollars for services. Notwithstanding any increases for law enforcement. the staffing level Cor the city has declined since 1990 by 22% (72 positions including 7 additional positions to be cut from the Fiscal Year 1993-94 Budget). Yet since that time, population has grown and commercial and industrial uses have also increased, pushing up service demands as staffing levels continue to decline. a Reductions in staffing from the 1990 base year are represented by the following service areas: Administration 37.5% City Clerk 20.0% Resource Services 27.7% Finance & Licensing 19.096 Building & Safety 37.150 Community Services 6.796 Engineering 16.150 Public WorkslMaintenance 27.390 Planning 35,7% Redevelopment 25.096 Park & Landscape design 40.096 The 7 additional positions to be cut from Ne FY 1993-94 budget are as follows: Deputy City Planner Business License Technician Administrative Secretary Building Inspector Building Inspection Supervisor Plans Examiner Integrated Waste Coordinator (TO be filled through internal recruitment, thereby vacating an existing position elsewhere in the City) The State budget crisis remains hanging over every local jurisdiction's head. The cumulative impact of State revenues taken from the Rancho Cucamonga General Fund is 51.7 million with an additional 5800,000 proposed for FY 1993- 94. 52.5 million is to be taken away from the Firc District (4096 of that agency's general operating budget) and 57 million is proposed to be taken away from the Redevelopment Agency. Those revenues previously Taken away from the General Fund by the State have, heretofore, been temporarily backfilled through one-time inlerfund transfers which cannot be duplicated. These backfills disappear in PY 1993-94, and had the utility user's (eea not been adopted, a 52.5 million City deficit would have resulted in next fiscal year, leading to serious cuts in service programs including law enforcement. The 52.5 million loss to the Firc District would bring to SS million the service losses to Rancho Cucamonga. The magnitude of the State cuts have become so large that it threatened to destroy the foundation of those services held dear to the community. In FY 1992-93, 996 of the City's property tax was taken away by the State. The State proposes to take away another 3696 of our remaining property tax, The City's Redevelopment Agency in FY 1992-93 paid the State 53.7 million from a combination of redevelopment increment and bond funds, seriously diminishing the City's capacity to implement [uture projects. This State Take away presents a frustrating challenge to local government as we try to balance our budgets taking into consideration both the economic downturn and the State's predatory fiscal actions. Revenue lose has been so dramatic that 3 revenue growth in other areas will not likely recover this loss. As of the date of this memorandum, the State is still grappling with various versions of the State take-away. LAW ENFORCI7NFNf Law enforcement continues to be a major portion of the City's General fund. The budget detail for the enhanced services provided through the utility user's fees will be forthcoming. Meanwhile, no provisions have been made for cost- of-living for County law enforcement personnel. No diroct cost-of-living costs were incurred this pas[ fiscal year and given the County's continued poor fiscal condition, none is expected in FY 1993-94. Booking fees must still be reserved as the booking fee lawsuit is curtently being appealed by the County. The budget detail for the police budget will be revised with the following enhanced services provided through the adopted utility users fees. This recommendation recognizes those target areas deemed most important and provides a proper balance of swom and non-sworn personnel to sus[ain this service and enhance prevention activity and provide greater support to the existing torte: THREE OFFICERS, (SWORN) to target gangs, graffiti and narcotics. These officers supplement the one gang officer at the station. TWO OFFICERS, (SWORN) to target crimes against persons, auto theft and robbery. ONE SERGEANT, (SWORN) to provide supervision and field support for these teams. TWO COMMUNITY SERVICE OFFICERS, (NON-SWORN) to provide education and assistanec to citizens and businesses in an effort to reduce their crime vulnerability through proactive community involvement in crime prevention. Crime prevention must become a vital component of our overall law enforccmcm program. TW(1 STATION.. CLERKS, (NON-SWORN) to provide support in crime reports preparation, records checks, and computer checks, freeing up sworn personnel tnr greater proactive patrol, ~_CRIMF AN I Y T, (NON-SWORN) to gather and analyze crime data and use the results for more effective allocation of resources, (both swom and non- swnrn personnel) in enforcement, education end prevention activities. TWO UNMARKED POLICE VEHICLES to be wilized by the officers and community service personnel in their enforcement, education, and prevention activities. However, with the failure of Measure U. the total number of new personnel will be reduced by the amount of any increases to the Sheriffs contract that 3 might occur as a resuh of the ballot measure failure. Any such result will no[ be known until after the budget is adopted. NO ~W P t8 I . FAC?t TI' s OR S RVICFs The day-today operations continue to shrink significantly and new capital/public facilities projects are practically non-existent. Sports Park represents the last public facility to be constructed. Although completed in 1993, it was planned and financed in 1989 through the sale of redevelopment bonds. New capital projects cannot be implemented since all capital funds have evaporated or have been taken away. The 3 - 4 year plan-design-build cycle has been interrupted since 1990. furthermore, no new operational (ands are available. This means that absolutely no new services will be initiated without a stable funding source. CAPITAf. EQ(J[PIV NT The proposed budget continues a hold on all normal General Fund replacement and new equipment. Repair and "do without for another year" is still in effect. The only major purchase will be the replacement computer system still on the books from Redevelopment Agency funding as part of the City Hall F,F & E construction but not yet acquired. We anticipate that the Agency will be in a position to inquest bids in FY 1993-94. As Council knows from previous information, this equipment is already funded and will be vital to improving the entire City operation, as the present system is completely over-taxed. inadequate, and actually hinders productivity. During this cycle of downsizing, it is important that productivity be enhanced whenever possible through technological advancement. V N'fF7~R RFCp IR(`FC A bright light in the City is its expanding volunteer program. Formalized in 1991, volunteer hours contributed have growr. from a dollar equivalent of 5450,000 in 1991 to nearly 5700,000 today. Volunteers contribute thousands of hours to all our programs throughout the City. This volunteer program goes beyond enhancement of services. The City simply cannot function without our volunteers in these challenging (fiscal times. CHA FN , -FOR THE O N . eR The challenges facing the City arc many. While the principle focus has been on the budget, related problems and other challenges loom ahead. The following summarizes these challenges and recommendations fur action: A. Continue to explore service function consolidations to create greater efficiency by maximizing staff resources, avoiding duplication, and produce long term benefits to the operational Cofit CCnler. S B. Do not initiate any new programs withom an accompanying stable revenue source, one that is self-indexing so that such programs can be sustained from year to year, C Examine all existing programs and determine which services should pay for themselves. In those cost centers that do not and should, fees and/or charges should either he cstablishtd, revised, and/or updated. This will insure that these services do not impact general fund services which should be wholly subsidized by the shrinking lax dollar. D. Implement the remaining portions of the Arroyo Seco Report regarding inspection services, i.e. eliminating duplication of overlapping building and fire code provisions to streamline operations. E Explore marketing the successful CERT training program to other areas to recapture some of the costs of the City's emergency preparedness program. F. Continue to allow administrative shifts of positions within and between departments to balance the service needs in the organization. The budget does not reflect such shifts as these occur Throughout the year as necessary. While the opportunities for such shifts are limited, they are useful where appropriate. G. Implement civilianization of fire prevention services where appropriate to achieve long term budgetary savings. Such approaches have already been implemented with police services. H. Explore the opportunities of joint services with adjacent cities where service levels are not reduced but where cost savings might be found. Explore working with a local university to develop a comprehensive community survey to determine types and levels of service desired in Rancho Cucamonga. The last survey done was prior to the economic downturn and new da ta will be helpful for future planning. J. Implement multi-family and business recycling program in FY 1993-94. Residential recycling was enacted in FY 1992-93 and the remaining Iwo programs (the latter of which will result in the most benefit on the community's AB 939 requirements) are scheduled to follow. K, Explore avenues of funding the new National Stormwater Pollution control System Federal mandate. Such program costs are currently 570,000 and arc estimated to reach SS00,000 to over SI million within the nett two fiscal years as the result of State guidelines requiring monitoring end testing. This Federal 5 6 mandate has no revenues for implementation, yet the fine for non-compliance is 525,000 per day. As service demands continue to increase and staffing levels decline, City employees have exhibited outstanding commitment in coping with such conditions placed upon Them over the past three years. This intense pressure and stress gives new meaning to the phrase "do more with less". This diminished operational staffing throughout the various services cannot be sustained without recognizing its adverse effects upon both the remaining staff and resultant services. Rancho Cucamonga is essentially a contract City and it would be unrealistic to expect that remaining staffing levels can continue to decline without recognizing a degradation of services or ending up with a de facto collapse of a Service. Plans move through the system more slowly, repair Work takes longer, preventative maintenance is virtually non-existent, increased graffiti strains existing resources, etc. External costs continue to increase both in materials costs, services, utilities, and programs mandated by higher levels of government. Yet expectations for service continue to inercase even during an economic downturn: more police, more street sweeping, more recreation programs, more parks, more maintenance, more code enforcement, more youth programs, more senior programs and so on. The City's ability to meet these demands am limited financially and operationally. We will, however, continue to do our best to meet these challenges head on as best we can even under such adverse budgeting conditions. 7 A880LUTIOH Ao. ~j3 - 139 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA ADOPTING THE CITY'S FISCAL YEAR 1993-94 BUDGET WHEREAS, the Rancho Cucamonga City Council held a workshop to review the appropriation requests for the fiscal year 1993-94, and; WHEREAS, the Rancho Cucamonga City Council held a public hearing on the General City Budget, and; WHEREAS, this public hearing was published in a newspaper of general circulation and held on June 17, 1993. NOW, THEREFORE, the City Council of the City of Rancho Cucamonga, California does hereby resolve that a special session assembled this 17th day of June 1993, as follows: SECTION 1: ADOPTION OF FISCAL YEAR 1993-94 BUDGET. The City of Rancho Cucamonga budget for the fiscal year 1993-94, on file in the office of the Finance Officer, is hereby adopted in the amount of $57,560,520. This budget total include8 appropriations for both the general and other special purpose funds. SECTION 2: TRANSFERS OF FUNDS BETWEEN AND/OR WITHIN APPROPRIATIONS. The City Council of the City of Rancho Cucamonga may transfer funds between funds or activities set forth in the budget. The City Manager may transfer funds between appropriations within an appropriation as set forth in the budget and may transfer appropriations between activities within any fund. SECTION 7: TRANSFERS OF FUNDS BETWEEN FUNDS. Transfers of funds between funds as shown on the Fund Analye is shall be made as expenditures warrant such transfers. SECTION 4: DISBURSEMENTS. The City Manager and the Finance Officer, or the duly designated representative, ere hereby empowered and authorized to disburse funds pursuant to appropriations provided for in the 1993-94 budget, and Aave the responsibility to establish procedures and to adminlatzatively implement and control the budget on all matters, except direct expenditures by Council members which require Council approval. SECTION 5: ADDITIONAL APPROPRIATIONS. The City Council may amend this budget to add or delete appropriations. (Y mEeoLDTioa mo. ~~ 3 _ ) ~{ 0 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA ESTABLISHING AN APPROPRIATION LIMIT PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTITUTION FOR PISCAL YEAR 1993-94 WHEREAS, Article XIIIB of the State of California provides that the total annual appropriations subject to limitation of the State and oP each local government shall not exceed the appropriations limit of such entity of government for the prior year adjusted for changes in the cost of living and population except as other vise provided in said Article XIIIB, and; WHEREAS, pursuant to said Article XIIIB of the Constitution of the State of California, the City Council of the City of Rancho Cucamonga deems it to be in the best interests of the City of Rancho Cucamonga to establish an appropriations limit for the Fiscal Year 1993-94, and; WHEREAS, the Finance Officer of the City of Rancho Cucamonga has determined that said appropriations limit for the Fiscal Year 1993-94 be established in the amount of $21,717,372. NOW, THEREFORE, the City Council of the City of Rancho Cucamonga does hereby resolve that an appropriation limit for the Fiscal Year 1993-94 pursuant to Article XIIIB of the Constitution cf the State of California be established in the amount of $21,717,372 and the same ie hereby established. BE IT FURTHER RESOLVED that said appropriations limit herein established may be changed as deemed necessary by resolution of the City Council. PASSED, APPROVED, and ADOPTED this 17th day of June,1993. AYES: NOES: ABSENT: Dennis L. Stout, Mayor ATTEST: Debra J. Adams, City Clerk w.:rp:emrtwllU 1993/94 GANN INITIATIVE APPROPRIATION LIMITS I. Base Appopdadon Limit Total Appropriatons (1979-79 Rev. Budget) 5,790,989 Encum Wance Reserves (audit report) a22,841 Less approp. not sub(ed to 9m8 (1,052,340) Less Non-Proceeds of taxes (1,777,692) Adtl Excess Fees Cost 403,675 Base Appropriation Limn 1978-79 3.777 483 II. Cumulative Growth Rates Cumulative Growth Rates Since 1978-79 Fiscal Year: 1992-93 446.969E 1993-94 474.92% III. Appropriatbn Limits 3,777,483 3.777,483 x 5.4686 x 5.7'192 20 657.635 = 1992-93 _ 21.717.372 = 1993-94 -- 11m9 limp 1982-93 1993-94 Prolectetl Budtlatetl Appropriations 46,571,9110 53,987,490 Non-Tax Proceeds 2,563,790 37,702,390) 3uD-Total: 14,008,190 18,285,100 Plus Excess Fee Cost 12,280 __ 8,270 APPROPRUITIONS SUBJECT TO LIMIT: 14.020,450_ 18 294 370 .»wri 1993/94 CITY OF RANCHO CUCAMONGA SCHEDULE TO CATEGORIZE REVENUE SUBJECT TO GANN INITIATIVE Par Autllt Estlmatad Budgeted Actual Proceeds From Taxes 1978R9 1992193 1993194 Selea end Use Tax 1,087,787 6,500,000 8,953,040 cipare0a rax 106,857 11.7so 0 8usinees License 173,027 775,000 781,530 RealPropeny Transfer Tex 136,437 200,000 200.000 Property Tez 203,800 2,334,490 1,582,870 Homeowner's prop. tax rebel 0 19,800 19,600 Tranelent Occupancy Tax 0 8,000 8,000 Atlmiselone Tax 0 1,450 3,000 UnNery Taz 0 0 0 llllllry Uaere Fu 0 0 2,500,000 Motor Venick In-LJeu 584,301 4,000,000 4,036,000 Trailer Coach Fees 0 0 0 l)H Highway Ucenae Feea 848 2,250 2,250 Highway Carnere 5,853 0 0 Mcanolk Beverage Foes 13,475 0 0 Interest EeminBa on Tex Procaetle 63,131 155,640 198,010 Revenue from - Agenciee 28,317 0 0 SB 161 Bag-Out hinds 214,000 0 0 P1Y Fund Balance (Note 1) Used to balena budget _ 333,131 0 _ 0 Tax Proceeds 2,950,987 14,008,180 18,285,100 Non-Tax PrOCeeds 2,840,022 32,563,790 97,7D2,390 Total Revenue 5,790,989 48,571,880 53.987,490 Nore 1: Thla total wo slbcered on s n1b o catepodo beer to IotN revenw due to prbr year dare not svsllaDN u the Ciry incorporated on t tR7. ~.~ CTTY OF RANCHO CUCAMONOA MEMORANDUM DATE: June 10. 1993 TO: Mayor and Members of the Ci ouncil FROM: Jack Lam. AICP, Clty Manager SUBJECT: INFORMATION REGARDING CHAM1f3ER FUNDING During the last budget workshop, Ctty Council requested that information be developed regarding Chamber of Commerce funding. The following are decision points to consider: 1. A copy of a letter attached indicating desire to accept funding should it be available and expressing willingness to accept a revised agreement. 2. The following funding areas were to be discussed: A Funds available kom Travel and Meetings budgets of Convntssfons ................................................................................... $2.400.00 B Greater Ontario Visitor and Convention Bureau ............... $7,600.00 C Foundefs Day Yarade .................................................................. x.100.00 3. Fund Category A and C are self explanatory. Fund Category B is described on the attached exhibit. JL/d)a Attachments Rancho Cucamonga --= ~- CHAMBER OF COMMERCE June 8, 1993 Jack Lam AICP., City Manager City of Rancho Cucamonga 10500 Civic Center Drive Rancho Cucamonga CA 91729 Dear Jack, In response to your May 27, 1993 letter, please consider this a formal confirmation of our interest in maintaining a fee-based contractual agreement with the City of Rancho Cucamonga. We are happy to either continue our arrangement under the current contract or to negotiate new terms and conditions. We will be happy to discuss this matter with you at your convenience and look forward to your response. Since relyT,` ~jA;~ul µ'I' ~`L~- Rance L. Clcuse of Lee & Associates President, Rancho Cucamonga Chamber of Commerce ~~~, Danielle Watson Executive Director Rancho Cucamonga Chamber of Commerce RLC/DW:kc 8280 UTICA AVENUE, SUITE 160 • RANCHO CUGAMONGA CALIFORNIA 91730 • 909 / 9871012 The following describes the provisions of membership in the Greater Ontario Visitoi s and Convention Bureau (GONGS): Membership is classified with the GOVCB as a "General Municipal Membership", and the cost for FY 1993/94 is $7,600. The membership Is intended to help the marketing efforts of the CIty in the Sports Market area. The GOVCB in the past year has taken a stronger position in marketing the area as a sporting event destination. With the completir,.^^. of the Sports Complex, including the stadium, the City of Rancho Curamonga has added a significant venue to our existing resources that could be used for amateur sporting events. The membership is intended to provide the City the following marketlng efforts by the GOVCB: Lead Shazin¢ -The Bureau will provide leads to the Clty for events and organizations that are looking for facllities which we can provide. The City would be responsible Cor fotlowmg up on the lead. Visitor Guide Listin¢ -The City wtll receive one page of editorial space in the English and Spanish version of the Visitors Gufde. This is a semi-annual publication. Sports Familiarization Tourc -The Bureau wttl conduct famillarizatlon tours of the venues available for sporting and recreational events. The Bureau will pre-quality organizers of events and will organize and conduct the tours. The Bureau proposes for FY 1993/94 to provide two mayor tours consisting of 20 participants and three smaller tours consisting of 7 participants. These tours will be focussed at organlzattons such as the United States Olympic Committee (USOC) which has an extensive amateur sports market and the Local, regional and national levels of SMERF (social, military, education, religious and fraternal organization) which sponsor both sports and recreation events. Sports Council -Through the municipal membership, the Ctty can partCipate in the Sports Council activities and have the opportunity to he a Boazdmember when a vacancy becomes available or when the Board expands. The Sports Council is part of the GOVCB, and In. order to directly participate in the Council, the City must be a member of the GOVCB. in addition, the Municipal membership will extend a 50% discount to membership (ees to the Best Western Heritage Inn and any other hotel that may Join while the City is a member.