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Budget 2013-14 ,-.., fry OF ..-7411.111 - /yANCHO `.J _MON A A..4 • , ,,„v,.,_. ._ _, ,,,,,-._ _„ , .,.. 1 l ' 7' . . Di 41 .• l it- . . J1.ri_ s, } INt......iiiim, act •kibiDZy.t9Mi:; . L.: fN, li -,r ,. ,i r -T - .'flse m ,r .. . - ALvix t • :iv' ,. ✓fir; `I i - _ r...l+' .1:-` -,r 1 tai" ' :y :i . ? - . . •---- i�; i� �. tt .r t e'er 4r1 �1 -"+rte'`-: .i .$ • ' - ' v,c t , _ kJ' . . t .4 . ..!..' - .. A, k. , it jfAi ■` J ! FISCAL YEAR 2013/14 ADOPTED BUDGET I I I I I CITY OF I RANCHO CUCAMONGA, I i CALIFORNIA I I I I FISCAL YEAR 2013/14 I ADOPTED BUDGET I I 1 I 0.4 (_1TY(11 ANCHO UUCAMONGA i91-JJL l.e IviSIteca'mr511 4,/ i 1 -� • FISCAL YEAR 201 14 AF)Of TFF) RL1f1GFT 1 About the cover..... t In April 2013, the Rancho Cucamonga Public Library was named a recipient of the National 1 Medal for Museum and Library Service. The National Medal for Museum and Library Service is the nation's highest honor that can be bestowed on a library or a museum. The National Medal is awarded to libraries or museums that demonstrate innovative approaches to public ' service, exceeding the expected levels of community outreach, and make a difference for individuals, families, and their communities. In 2013, there were 123,000 eligible libraries nationwide and, out of these eligible libraries, the Rancho Cucamonga Public Library was one of only five libraries awarded the National Medal. The National Medal was presented to the Rancho Cucamonga Public Library by First Lady Michelle Obama at a ceremony at the White House in May 2013. Freedom Courtyard is a civic and cultural art project in the heart of the City of Rancho Cucamonga designed and built to strengthen the community and provide a centralized military tribute area honoring our veterans — past, present, and future. Designed with significant community involvement and funded through a community-led fundraising campaign, Freedom Courtyard is a reflection area to contemplate and understand the invaluable service provided by active members and veterans of the United States Armed Forces; providing a place for visitors to reflect on those who have honorably served and continue to serve our country, and pay tribute to and honor those who have made the ultimate sacrifice. Freedom Courtyard was unveiled to the public on January 12, 2013. 1 I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget ' Table of Contents ' Page City Manager's Executive Summary 1 IGeneral Information 43 City Officials 45 I Organization Chart 47 Budget Guide 49 Budget Process 50 Budget Process Flow Chart 52 Summaries of Financial Data 53 IBudget Summary 55 Revenue Summaries 57 I Revenue and Resource Estimates 59 Revenue Summary by Category— Operating Budget 64 Revenue Detail — Operating Budget 66 I Revenue Summary by Category—All Funds 72 Revenue Detail —All Funds 74 Revenues by Fund 96 IExpenditure Summaries 101 Expenditure Summary by Department—Operating Budget 102 I Expenditure Summary by Category—Operating Budget 103 Expenditure Detail—Operating Budget 104 Expenditure Summary by Department—All Funds 110 I Expenditure Summary by Category—All Funds 111 Expenditure Detail —All Funds 112 Expenditures by Fund 145 IFunded Positions by Department—Summary 149 Funded Positions by Department—Detail 150 ISummaries of Financial Data 157 Spendable Fund Balances 159 Summary of Changes in Spendable Fund Balances 165 I Departmental Budget Details 169 I Governance City Council Overview of Department 170 I FY 2013/14 City Council Priorities 170 Three-Year Expenditure Summary by Funding Source/Category 171 Three-Year Staffing Summary 171 I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget ' Table of Contents ' Page City Clerk ' Overview of Department 172 FY 2013/14 Budget Highlights 172 Three-Year Expenditure Summary by Funding Source/Category 173 ' Three-Year Staffing Summary 173 City Treasurer Overview of Department 174 ' FY 2013/14 Budget Highlights 174 Three-Year Expenditure Summary by Funding Source/Category 175 Three-Year Staffing Summary 175 ' City Management Overview of Department 176 FY 2013/14 Budget Highlights 176 Three-Year Expenditure Summary by Funding Source/Category 177 Three-Year Staffing Summary 177 Performance Statistics 178 ' Services to the Community 179 Records Management Overview of Department 180 ' FY 2013/14 Budget Highlights 180 Three-Year Expenditure Summary by Funding Source/Category 181 Three-Year Staffing Summary 181 , Performance Statistics 182 Services to the Community 183 Public Safety ' Police Overview of Department 184 FY 2013/14 Budget Highlights 184 Three-Year Expenditure Summary by Funding Source/Category 185 Three-Year Staffing Summary 185 Performance Statistics 186 Services to the Community 187 Fire District ' Overview of Department 188 FY 2013/14 Budget Highlights 188 Three-Year Expenditure Summary by Funding Source/Category 189 , Three-Year Staffing Summary 189 Performance Statistics 190 Services to the Community 191 , Other City Departments Administrative Services Overview of Department 192 , FY 2013/14 Budget Highlights 192 Three-Year Expenditure Summary by Funding Source/Category 193 I CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2013/14 Adopted Budget ITable of Contents Page I Three-Year Staffing Summary 193 Performance Statistics 194 Services to the Community 195 I Finance Overview of Department 196 FY 2013/14 Budget Highlights 196 I Three-Year Expenditure Summary by Funding Source/Category 197 Three-Year Staffing Summary 197 Performance Statistics 198 I Services to the Community 199 Human Resources Overview of Department 200 I FY 2013/14 Budget Highlights 200 Three-Year Expenditure Summary by Funding Source/Category 201 Three-Year Staffing Summary 201 I Performance Statistics 202 Services to the Community 203 Animal Care and Services I Overview of Department 204 FY 2013/14 Budget Highlights 204 Three-Year Expenditure Summary by Funding Source/Category 205 I Three-Year Staffing Summary 205 Performance Statistics 206 Services to the Community 207 I Community Services Overview of Department 208 FY 2013/14 Budget Highlights 208 I Three-Year Expenditure Summary by Funding Source/Category 209 Three-Year Staffing Summary 209 Performance Statistics 210 IServices to the Community 211 Economic and Community Development Overview of Department 212 IFY 2013/14 Budget Highlights 212 Three-Year Expenditure Summary by Funding Source/Category 213 Three-Year Staffing Summary 213 I Performance Statistics 214 Services to the Community 215 I Building and Safety Overview of Department 216 FY 2013/14 Budget Highlights 216 I Three-Year Expenditure Summary by Funding Source/Category 217 Three-Year Staffing Summary 217 Performance Statistics 218 1 Services to the Community 219 II CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget ' Table of Contents ' Page ' Engineering Services Overview of Department 220 FY 2013/14 Budget Highlights 220 , Three-Year Expenditure Summary by Funding Source/Category 221 Three-Year Staffing Summary 221 Performance Statistics 222 ' Services to the Community 223 Planning Overview of Department 224 ' FY 2013/14 Budget Highlights 224 Three-Year Expenditure Summary by Funding Source/Category 225 Three-Year Staffing Summary 225 , Performance Statistics 226 Services to the Community 227 Public Works Services ' Overview of Department 228 FY 2013/14 Budget Highlights 228 Three-Year Expenditure Summary by Funding Source/Category 229 ' Three-Year Staffing Summary 229 Performance Statistics 230 Services to the Community 231 Library Services Overview of Department 232 FY 2013/14 Budget Highlights 232 ' Three-Year Expenditure Summary by Funding Source/Category 233 Three-Year Staffing Summary 233 Performance Statistics 234 ' Services to the Community 235 Successor Agency to the Rancho Cucamonga Redevelopment Agency Overview of Department 236 III Three-Year Expenditure Summary by Funding Source/Category 237 Three-Year Staffing Summary 237 Capital Improvement Program 239 ' Summary by Category 241 Detail by Category with Funding Source(s) 242 ' Appendix 247 ' Snapshot of the City of Rancho Cucamonga 249 Principal Employers 250 Principal Sales Tax Remitters 251 ' Financial Policies 252 Long-Term Debt 256 Glossary of Budget Terms 257 MEMORANDUM Lot ' CITY MANAGER'S OFFICE RANCHO ' CUCAMONGA Date: June 13, 2013 ' To: Mayor and Members of the City Council By: John R. Gillison, City Manager Subject: ADOPTED FISCAL YEAR (FY) 2013-14 BUDGET • "I can't change the direction of the wind, but I can adjust my ' sails to always reach my destination." -Jimmy Dean ' Fiscal Year 2013-14 marks the first budget, since the nationwide economic downturn that essentially began in FY 2009-10, that the City of Rancho Cucamonga's budget will actually experience mostly overall positive growth. The impacts of the economic ' downturn linger still and the adopted budget for the City of Rancho Cucamonga for FY 2013-14 reflects the fact that the public sector is still contracting, adjusting and evolving in response to the new fiscal realities. Although the "Great Recession" is clearly over, ' revenue growth remains modest by prior standards. Costs, including utilities, deferred maintenance, pension and health care and other core drivers, are on the rise once again. Much like a boxer who has taken a series of hard hits, the City continues to ' struggle to shake off the effects of the fiscal blows of the last few years, including lost General Fund revenue, loss of Redevelopment revenue, loss of business, high unemployment, a stagnant housing market, rising utility costs, rising pension costs, and ' continued revenue erosion at the State and Federal Levels. Despite these challenges, the FY 2013-14 General Fund Budget is structurally balanced without the use of reserves for ongoing expenses. It marks the first budget in four years in which the economic outlook, although cautious, is at least headed in a positive direction. The City has begun the long process of rebuilding its lost reserves, including redevelopment reserves which accumulated over a twenty-year period of time. Significant challenges, however, remain. The State's finances are far from certain and continued encroachment into local revenue remains a distinct possibility. Challenges ' abound at the Federal level with the debt ceiling, budget deficit and tax reform; any and all of these could have a significant impact on the local economy. Closer to home, staff ' is planning and preparing for coming issues related to employee pension cost growth, and financial challenges in some landscaping and street lighting districts. The FY 2013- 14 budget, however, also marks the start of the restoration of services for the community that were eliminated or reduced during the previous recessionary years. Fiscal J �su�l Year 2013/14 Adopted 13udgct— Page 1 , •; 1 Finally, the FY 2013-14 budget continues the restructuring and reorganization process of City staff which first began with the personnel reductions, and attrition, during the Great Recession. So why the nautical analogy and quote at the beginning of this budget message? Because in many ways it summarizes where the City is now. The high-growth days of the early 2000's are long gone. Everyone clearly recognizes now, hindsight always being 20-20, of course, that the expectations created during that time frame were not realistic. Artificial, and risky, financial vehicles along with creative financing, created a huge real estate bubble, which in turn fed consumer spending to a level that was unsustainable. Those days will not come again, and when revenues do return to their historic highs, they will be matched by a much more realistic level of expenses which largely, if not completely, offset one another: Years of deferred issues at the state level including lack of infrastructure investment, pension funding and benefits, and inattention to education have now caught up with us and must be dealt with. To quote The Bard himself, it is a "Brave New World" we must face and the environment today is very different from what it was. We forge forward with many high waves in our path and a strong headwind in our face. Nevertheless, the goal remains the same: Enhance the quality of life of all Rancho Cucamonga residents through the continued pursuit of excellence and commitment to the City's core values and goals. City staff are united in their desire to deliver superior service to all who live, work, and play in our community. We do this through maintaining a high level of professionalism, producing quality work products, and striving to retain the public's trust through fiscal discipline and accountability. The goal has not changed, even though the winds of change are definitely blowing. As we move forward the challenge will be to adjust how we do business so that we can continue to make progress towards our goals. ' The New Normal During the past five years, Rancho Cucamonga, like other jurisdictions, had to endure multiple years of revenue declines, resulting in the reduction of annual budgets to adjust to diminished fiscal resources. Rancho Cucamonga's budgetary strategy was to achieve a "soft landing" through gradual, strategic budget reductions combined with the judicious use of reserve funds so that services, while under intense fiscal pressure, would not suffer major dislocations but have some measure of stability. All this was achieved through austerity measures including staff reductions, salary reductions through furloughs, rebidding of contracts, organizational restructuring, re-distribution of workload, deferred maintenance, aggressive grant writing, and strategic use of reserves. While services were somewhat "frayed around the edges," the core components of our major public services remained relatively intact. Unfortunately, as was noted last year, the unprecedented complete elimination of Redevelopment with no opportunity for an orderly wind-down, "pulled the rug" out from underneath the City's "soft landing" approach and resulted in a "hard hit" to the organization and services. With the stroke of a pen, the City of Rancho Cucamonga Fiscal Year 2013/14 Adopted Midget Page 2 I was faced with a $4.2 million deficit in the General Fund as well as the loss of tens of millions in dedicated RDA reserves, many of which were set aside for capital ' maintenance on those facilities which the Redevelopment Agency built. This unprecedented change by the State of California forced the City to issue 19 layoff ' notices, restructure/downgrade and/or reassign another 10 positions, and eliminate 11 vacant positions. Throughout all levels of the organization, from Executive Management to General Employees, personnel were affected and every department was impacted. In total, 110.5 FTE's have been eliminated from the organization over the last five years, representing a reduction of approximately 20% of the workforce. Despite a personnel reduction of 20%, services were only minimally impacted in ways ' which were largely imperceptible to most residents. As a result of the City Council's prudent fiscal leadership and foresight, Rancho I Cucamonga not only came through what should have been, to most communities, a devastating loss, but the City did so while clearly placing its feet on the road to recovery. Due to the receipt of one-time revenues, or decreased expenses, the City was able to ' slightly improve its reserve funding at the end of FY 2012-13 by 2%, including placing funds back into the Changes in Economic Circumstances Reserve, Information Technology Reserve and Self Insurance Reserve. The importance of incrementally ' adding to reserves cannot be overstated. With the elimination of RDA, the City of Rancho Cucamonga lost over $150,000,000 in reserves that had been accumulated over a 20+ year time span. While some of these reserves were for specific projects, ' others were for facility maintenance. These reserves will obviously not be replaced overnight; however, it is a positive sign that the City has immediately begun the process of rebuilding those reserves. In fact, the FY 2013-14 budget represents the first budget ' in the City's history in which $508,680 is specifically set-aside up front to go into reserves. If additional one-time revenue becomes available during the year, it will be added to the aforementioned amount. It is these types of activities, among others, that have contributed to the City's current credit rating of AA. Revenues and Expenses ' The seeds of an economic recovery have clearly been sown. Unemployment, which hit a high of 9.3% in the City in 2010, is now down to 6.2% as of April 2013. As unemployment drops and job growth picks up, the City's revenues, which are largely based on sales taxes, will rise accordingly. • We are seeing signs that revenues have begun the long slow process of recovering from the Great Recession. In past economic downturns, revenues tended to bounce back quite strongly once a true recovery began. This economic downturn, however, is appearing quite different. While revenues are beginning to once again grow, the levels of growth are modest at best. Additionally, in t what is a more typical pattern, private sector growth is leading the way and public sector growth is lagging. Indeed, many economists have noted lately that the nation, and State's, overall economic growth would be distinctly greater were it not for continued ' and continuing cutbacks and reductions in public sector expenditures. L.Ate.j Fiscal Year 2013/14 Adopted Budget — Page 3 •*: J The City's total General Fund revenue from property taxes, property transfer taxes, sales taxes, transient occupancy taxes and franchise fees on gas, electric, refuse and cable is estimated at $54.8 million for FY 2013-14, which is still approximately $350,000 ' below its peak in FY 2008-09. Property taxes for FY 2013-14 are estimated at $4,010,170, which returns these revenues back to their FY 2011-12 levels (before re- assessments and foreclosures spiked). On a positive note, inventory in certain sectors of the residential market in Rancho Cucamonga is at all-time lows and this tends to drive prices up. As properties turn over, and prices rise, assessed valuation increases. New home construction has also begun to pick up. In the last 18 months, the City has approved permits for over 452 new homes. Sales tax, which is estimated to be $26,301,170 next year, is still not back to its FY 2008-09 levels, although it continues to increase. Larger corporations are clearly recovering faster than small to medium businesses, but overall the City forecasts positive sales tax growth in the budget of 8.5% next year. Transient Occupancy Tax has just now eclipsed its FY 2008-09 gross levels, although when adjusted for actual beds, considering that in FY 2008-09 neither Aloft nor Four Points Sheraton yet existed, it still has room for improvement. There are no new hotels on the immediate horizon. Lastly, franchise fees for utilities are still 9.9% below their FY 2008-09 peak, even though utility rates have increased. This is clearly the result of both conservation and the push for people to move to renewable energy. Since January of 2012 the City has issued 497 permits for solar photovoltaic systems. While revenues have begun to increase, unfortunately, so too have expenses. Despite a dramatic reduction in personnel of over 20% from the peak years of FY 2008-09, pension, reform and employee cost-sharing, there are many areas of expenses where growth is beyond the City's control. Water costs are up 15.9% since FY 2008-09. Medical and health care costs continue to rise for the City as they are for everyone else. With the private sector rebounding more strongly than the public sector, the City is also seeing costs increasing again from its contract service providers for everything from routine professional services, to landscape maintenance costs, legal costs and many other areas. Overall, the City's revenue and expenses are about $4.4 million below the peak year of FY 2008-09. It is not estimated that the City will reach a similar level of revenue and expenses until most likely FY 2015-16. When it does, the workforce will be leaner, utilize technology more, and deliver the same or increased services as compared to the pre-downturn time period. Challenges still abound, however, and continued fiscal prudence, careful attention to replenishing reserves and balancing special funds as well as the General Fund, and investment in projects that reduce the growth in expenses for things like utilities and other hard costs, will remain the order of the day. 1 1 1 Fiscal Year 2013/14 Adopted Budget — Page 4 L•:'j FY 2013-14 Budget Changes ' Every budget is a snapshot in time; a representation of the organization as it exists when that budget was prepared. Unlike a snapshot, which is a static item, fixed in time ' that never changes, a municipal budget is an organic document. As bills are paid, revenues received, and projects begin, the fiscal year budgets change. Typically those changes occur within a certain fixed corridor or range, and accordingly, the City Council is updated every quarter on those changes. As those changes add up to increasing levels of significance, the City Council receives a twice a year (mid-year and year-end) compilation of budget changes (revenues and expenditures) for review and approval. t The end of each budget cycle in many ways is the beginning of the next cycle, with a comparison of the prior year's budget to the upcoming year's budget. ' The aforementioned comparison is important for a variety of reasons. First and foremost, because the City does not follow zero based budgeting, the budget cycle provides the context within which each year's changes can be understood, and compared to prior years' budgets. Further, most governmental agencies typically change incrementally, and the budget cycle displays that incremental change clearly. Lastly, many of the City Council goals can not be accomplished within a single given ' year. Accordingly, those goals are carried over into the following years until complete, and only in the context of the budget cycle, including available funds and personnel, can one see the progress toward those goals. ' With the end of the Great Recession, it is critical that the City once again begin the process of rebuilding its reserves, which were a critical element in weathering the last ' economic downturn. Many economists predict there is a 50/50 chance of another economic downturn in the next five to seven years. It is not enough to make it through the last downturn, and then begin the process of rebuilding, unless that work also ' includes planning for the next downturn. Reserves which were used during the downturn to create a "soft landing" need to be restored to the proper levels so they are ready for the next time they are needed. At the same time, reserves that were lost completely due to the RDA takeaway will need to be replaced over time. Regular cyclical reserves, such as vehicle and equipment replacement, need to continually be replenished so that those needs do not compete with personnel and program needs in the operating budget. On top of all of the abovementioned, the City of Rancho Cucamonga is at a clear ' transition point in its history. The City is not built out, but more projects are now infill than anything else. Infill projects are always harder by their very nature than other types of projects. The City is over 30 years old and some of our earliest infrastructure now needs to be refreshed or replaced. Further, we can clearly see on the horizon the need to save funds for the repair, replacement and rehabilitation of infrastructure built during the 1990's, so that it remains at an acceptable level of maintenance and residents continue to receive services at the level to which they are accustomed. These new dynamics will require different budgeting approaches than the City used in its earlier history. Capital construction will be less important; capital maintenance will be Fiscal Year 2013/14 Adopted Budget— Page 5 L. :; 1 more important. Operating within our fiscal limitations will now have to expand to include a greater level of reserve funding, and correspondingly a greater level of reserve expenditures, than has ever been the case before. For Fiscal Year 2013-14 the principal challenges facing the City are as follows: 1. Complete the transition and adjustment to the permanent loss of Redevelopment funding and the programs, projects, services and personnel that were supported with those funds. FY 2013-14 should mark the final year of this transition and the end of the major wind-down activities. 2. Begin negotiations on new MOU's for all employee groups. Continuing increases in PERS rates, and higher levels for the next 20 years, will place an emphasis on increased employee cost sharing. 3. Continue to offset rising utility and fuel costs with increased efficiencies, cost savings in other areas, technology improvements or new revenues as necessary. 4. Balance the City's budget for FY 2013-14 without the use of reserves, eliminate the temporary budget stabilization practices of the last few years and begin the process of rebuilding reserves used to weather the recession of 2009-2012 and achieve a "soft landing". 5. Initiate construction on the Base Line / 1-15 interchange project, a $55 million project, funded by Federal and State transportation funds, Measure I funds, and local bond funds. 6. Create a new Economic Development Plan and strategy for the City that takes into account the loss of redevelopment while recognizing both the changing nature of the marketplace as well as the City's transition to an in-fill community. 7. Continue to protect the City's interests in maintaining local control over city revenues, land use, redevelopment and other municipal activities from the ongoing State incursions in this area. Operations and Maintenance The FY 2013-14 budget marks the first significant step back toward sustainable long- term budget and expenditure practices since the Great Recession first began in late 2009. One of the key hallmarks of this budget is a significantly increased expenditure, from General Fund monies, for infrastructure replacement. An additional $100,000 was added for concrete replacement, on top of the existing $200,000 amount that was already in the budget. T h ese funds will help e n su r e t h e C i ty not o nl y stays o n top, but starts to get ahead of, replacement of aging sidewalk infrastructure. $725,560 is included in the Capital Improvement Project budget to begin the process of filling in missing pieces of sidewalk, which the City cataloged over the last two years. The tree maintenance contract was increased from $300,000 to $400,000, an increase of $100,000, which will help provide for increased trimming frequency for our significant, mature, and expensive urban forest. Finally, the City will be spending $8,755,880 in Gas Tax and Measure I monies for city-wide street repaving and/or replacement projects to ensure that we maintain our local streets at no less than a 79% level and make progress toward our goal of an 85% level. As additional funding becomes ice( \ Fiscal Year 01 3/14 Adopted Budget — Page 6 L• +:.0 available in the future, staff recommends that these amounts continue to be incrementally increased so that Rancho Cucamonga does not encounter the level of ' infrastructure degradation, and the resulting problems that accompany that degradation, as have occurred in some neighboring jurisdictions. ' Personnel During the period from 2007 through 2012, the City of Rancho Cucamonga reduced personnel by 110.5 FTEs, including Public Safety. Services have not been reduced accordingly. Maintaining core services has been accomplished through greater use of technology, including tablets and portable computing devices, improved data collection and synchronization through automation, use of video and other devices, and other hardware and software improvements. Reorganization and restructuring of personnel t throughout the City to improve work flow, responsiveness and customer service has also been part of this effort. Last but certainly not least has been increased work load, broader range of assignments and greater breadth and depth of responsibilities for all ' personnel. Although many of these changes are permanent, some were only temporary in nature and cannot be sustained over the long-term without greater investment in the City's single most valuable resource, its human capital. Included in this budget is, collectively, $604,400 to address necessary reclassifications for people operating out of class, position upgrades and/or consolidations where appropriate, further mentoring and staff development of skills to match increased responsibility, as well as some additional ' full or part-time line-level personnel to ensure that sufficient personnel resources are available to sustain the high service levels which exist in Rancho Cucamonga. The FY 2013-14 budget also marks the end of furloughs for our full-time employees. Part of a ' negotiated multi-year MOU that brought about employee cost sharing for pensions, the FY 2013-14 year marks the first time since FY 2009-10 that no employee furloughs are needed to balance the budget. ' With the advent of the Affordable Care Act, the City is now required to provide health care coverage to part time employees who work an average of 30 hours per week or ' more. Further, the health care offered has to be affordable given the salary range of the affected individuals. The City has calculated that in order to meet this requirement, it would have to provide a benefit of $400 per month to everyone who works 30 hours or more, and potentially an additional group of people who work between 26 and 30 hours per week, if their overall average hours next year equal 30 hours per week. The total cost of this option could be as high as $355,000 annually. 1 If the City does not provide the required health care coverage, the penalty will be approximately $940,000 annually. Should the City choose to provide coverage, but it does not meet the affordability or minimum essential coverage requirements, we could be subject to a penalty of $3,000 per year for each employee who otherwise gets coverage from the new health insurance exchanges. As an alternative, the City has chosen to reduce most part-time employee hours below the minimum average of 30 hours per week. Although this will require that additional Fiscal Year 2013/14 Adopted Budget— Page 7 part-time personnel be brought on board, the incremental cost of this option was over $200,000 less expensive than providing health care coverage. The reduction in hours to our valued part-time personnel is very unfortunate, and a byproduct of poorly written federal legislation that is now being implemented for the first time. Recently a number of articles in national newspapers have highlighted this particular concern; Rancho Cucamonga's reduction in part-time hours, for fiscal reasons, appears to be the most common reaction among affected public and private agencies. Any other choice would have required reductions in some other program or service to pick up the additional costs. Another significant personnel change, although one that involves only funding sources, not actual individuals, is taking place in Community Services. For several years now, during the economic downturn, staff who were previously funded in the General Fund were moved to the Recreation Fund (which comes from class registration fees) temporarily. This created a structural imbalance in the Recreation Fund; however, because there was a healthy fund balance, this was an acceptable temporary trade-off. Now that the General Fund is slowly returning, those staff are slowly being moved back into the General Fund, so that the Recreation Fund can return to balance, and the City can continue recreation programs and services without further disruption. On a smaller scale, throughout the budget, similar adjustments in funding for various specialized items, services, maintenance or processes are also slowly returning back to their original General Fund homes. Programs and Services , One of the major cost increases impacting the City's budget is the contract for law enforcement services with San Bernardino County Sheriff Department. The City of Rancho Cucamonga has contracted with the Sheriff Department for law enforcement services since the City first incorporated in 1977. Over the years, as the City has grown, so too has the Law Enforcement Contract. Regardless of who the elected officials have been through the years, one fact has remained constant —the City Council has always placed the highest priority on public safety. This partnership has paid dividends as Rancho Cucamonga has matured. When compared to surrounding agencies of comparable size or population,the City's crime rate is consistently lower and its costs for law enforcement are consistently less. I While crime statistics continue to remain at historic lows, the last few years have seen significant increases in the Sheriffs contract, unrelated to any significant expansion of resources. In FY 2012-13, the County Chief Executive Officer determined that County was not fully collecting all of its overhead costs related to contract law enforcement, and unilaterally increased the County Administrative Cost fee from 3% to 5%. Although the City, along with other agencies, was successful in negotiating a 6 month delay in the increase due to the lack of advance notification and discussion by the CEO's office, the increase resulted in an additional $252,930 in contract costs, with no corresponding increase in service. 1 \ Fiscal Year 2013/14 Adopted Budget — Page 8 .•,: For Fiscal Year FY 2013-14, the City is once again faced with another set of significant increases. The 6 month delay in the Administrative Cost fee is now history and the City ' is faced with the full 5% cost. Automobile liability, which is self-managed by the County's Risk Management, increased a stunning 68% because the County determined the self-funded program needed to increase by nearly $1.5 million to maintain an ' appropriate funding and confidence level. Workers compensation had a slight increase of 3.7%. With the demise of the old Ford Crown Victoria, which is no longer produced, the County has switched to a new product from General Motors, the Caprice, and with that will come a series of multi-year cost increases in maintenance for the new marked units which are more expensive to maintain. Perhaps most troubling is a significant ' increase in pension costs due to the San Bernardino County Employee Retirement Association (SBCERA) accounting for the tremendous plan losses from 2007 through 2009. Particularly in the area of Safety Retirement Rates, the cost increase was 6.2% which was only partially offset by some employee concessions the County negotiated last year. Overall the total contract increase is 2.8%, or nearly $785,080, for the same services; however, total law enforcement costs increased $1,419,640. The abovementioned cost trend is likely to continue for the next several years. Preliminary FY 2014-15 estimates are for a total contract increase of 3.7%, including ' further increases in retirement costs, already negotiated salary increases by the County, projected increases in workers compensation costs, and continued phase in of the new vehicle costs. FY 2015-16 will see more increases, albeit of a smaller rate, and costs ' will not start leveling out until FY 2016-17. For these reasons, it is being proposed in the budget that the City again review the cost of contract law enforcement services to ensure that we are providing our residents not only with the most comprehensive law ' enforcement services possible, but also the most cost efficient and fiscally prudent services. Funding for such a one-time review, in the amount of $60,000, will come from the City's law enforcement reserve fund. On a far smaller scale, the City is restoring many of the programs and services reduced over the last few years, and in FY 2012-13 in particular, due to budget constraints. Community clean-ups are being increased from 1 per year to 3 per year and, with the help of our faith-based volunteers, will be larger than has been the case for many years. Service times that were reduced are being restored, however, staff is targeting the restored days and hours to meet the highest community demand. The City's new Household Hazardous Waste facility, as one example, will now once be open weekly instead of bi-weekly. Book budgets, event supplies, and special event programming is being restored, including special senior events which were previously reduced. Additional funding is being moved into the Community Services budget to enhance Senior Transportation as well. Work continues toward ensuring long-term fiscal sustainability in the landscape maintenance and street lighting districts citywide. In 2009, LMD 4R was passed which has stabilized, and indeed improved, the condition of LMD 4. Following that, in 2010, LMD 6R was passed, on the second try, resulting in similar improvements in that area. In 2009, LMD 8R was rejected by the local property owners, and the City subsequently 1 „ %,� .s ..y J Fiscal Year 2013/14 Adopted Budget — Page 9 L.s;;J 1 removed landscaping and irrigation improvements, lowering long-term costs and stabilizing that district, at least in the short term. As of the writing of this message, LMD 2R, otherwise known as the Victoria Parks and Landscape District, is out for a property owner mail ballot process for the second time. By the time of the passage of the FY 2013-14 budget, the results of this second process will be known. If the proposed rate increase, including a modest CPI adjustment, passes, then rates will be adjusted from their current 1996 level to match the present day level of expenses, and the financial condition of the district for the foreseeable future will be stable. Should the proposed rate increase be met with a majority (of those voting) protest vote, then the issue will once again be before the City Council to reduce services and maintenance within LMD 2, as was done in 2009 in LMD 6R when the first ballot measure did not pass. This process is a critical one and its long and short-term implications to the City cannot ' be understated. Next up after LMD 2 is PD 85 and LMD 1, which collectively encompass most of the west side parks and landscape areas in Rancho Cucamonga. These two districts, which again have not had an increase since 1996, are operating in a deficit, and quickly running out of reserve balances, and soon will be forced to cut services. The alternative would be for the City to backfill not only these two districts, but most likely several other districts that are also in a deficit position, which would require a total minimum expenditure, to start, of $1,404,710. Needless to say, such a backfill from the General Fund would necessitate some type of reductions in expenses, programs, services, or personnel elsewhere in the organization. As part of the ramp-up effort for these districts, a number of expenses, totaling $232,120, for the maintenance of the Metrolink station on Milliken were moved from the LMD 3B budget to the General Fund. Outside Legal Chanqes , Cities like Rancho Cucamonga were early leaders in pension reform efforts, enacting lower benefit tiers for new employees in 1994, long before it was fashionable, and continuing those reform efforts, including lower benefits and cost sharing, even up to the present day. Many agencies did not make similar progress, and the State of California has continued to struggle with its own pension commitments. After years of general discussion about pensions but with little statewide movement, the State Legislature took action late in the fall of 2012 to enact sweeping changes to California public pension systems. While the Legislature made modest changes to the benefits provided to those personnel already vested in PERS or similar systems, the passage of the Public Employee Pension Reform Act (PEPRA) did enact new, much lower pension benefit tiers and other substantial changes for all new employees hired into the system as of 9 Y January 1, 2013. These changes were designed to reduce the long-term cost of public employee pensions, thereby ensuring their stability and fiscal affordability in the long run. ' Fiscal Year 2013/14 Adopted Page 1() •�.�� 1 PEPRA was not ideal legislation, and like so much of what Sacramento does, it was the product of last-minute work with little input from the various stakeholders. As a result, it will need clean-up legislation to clarify ambiguities and correct contradictory details. On the whole, however, it was a positive move that will reduce employee retirement costs in the long term. Because it was enacted at the state level, and precludes public agencies from adopting higher-than-authorized benefit levels, there is a level playing field among public agencies. As "classic" PERS employees retire out of the system and are replaced by PEPRA employees, significant savings will be achieved in PERS rates long-term. The City's modest approach to pensions historically, its traditional moderate PERS rates, and its early adoption of pension reform, even before PEPRA, will position Rancho Cucamonga to recognize an optimum amount of savings from PEPRA. Subsequently, PERS has implemented additional reform measures to help ensure the ' financial stability of the public employee pension system including a shorter and more direct smoothing and amortization policy for rate increases resulting from investment losses. Further changes are on the horizon including potentially lowering the investment ' return and increasing the life expectancy of retirees. Because of the financial impact of these changes, however good they may be systemically in the long run, the City knows that it is likely to continue to see pension costs rise by 6-11% of pay over the next 1 several years, with the increases on the higher end of the range expected for safety personnel. Thus, pension costs will remain an issue to resolve for some time to come and continued cooperation with the City's labor groups will be key in surmounting those 1 challenges. Property Tax Administration Fees (PTAF) are those fees that the County Assessor ' charges to collect local property taxes. Typically, those fees are deducted up front from a local agency's property taxes. The City's PTAF for many years was generally in the range of $30,000 to $50,000. Then, beginning in FY 2006-07, the County changed its ' method of calculation, without notification to local agencies, and began charging fees in the range of $300,000 to $400,000. When the City became aware of this change, Rancho Cucamonga, along with many local agencies, challenged the increased fees. Ultimately, a number of cities in Los Angeles County filed suit, and the City of Rancho Cucamonga and the County of San Bernardino entered into a tolling agreement to allow their dispute to remain in a holding pattern, contingent on the final resolution of the Los Angeles County lawsuit. During FY 2012-13, the California Supreme Court ultimately sided with local agencies in this dispute, ruling that the change in calculation was clearly improper, although it did not resolve the issue of how far back claims could be filed and 1 whether interest was owed on those claims. As those issues work their way through the legal system, the City will continue to track this litigation with the goal of ultimately collecting all that it is owed by San Bernardino County. ' A continual theme throughout this budget message, and many others, is the cost and impact to the City from outside, state or federal imposed regulations. Whether it is waste disposal, air quality or water/wastewater/storm water regulations, the City is subject to nearly all of the same impacts as the private sector from these burdensome regulations. One of the more onerous regulations is waste and storm water related. 1 Fiscal Year 2013/14 Adopted Budget — Page 11 L:•:' 1 The City is required to obtain a Municipal Separate Storm Sewer System (MS4) permit in order to discharge water into the regional storm water system. This permit alone has a total of 81 requirements, of which 31 requirements are new and have now begun impacting the City. Staff is required, for example, to sample water at 331 locations along four channels in the City. If illegal discharge is discovered, we are required to investigate upstream to discover who the responsible party is. Additionally, we will now be required to conduct post-construction best management practice (BMP) inspections on each new project built in the City, all of which are required to retain or treat storm water and pollutants from the development to prevent them from entering the storm drain system. The inspection and maintenance of the BMP's will continue for the life of the project. There are already hundreds of BMP's in place in the City and more are being added all the time. Because of the increasing impacts of these regulations, the City is proposing to add a full time position in the Environmental Programs section to help us stay in compliance with the regulations. The position will be funded from the Integrated Waste Fund, and will not burden the General Fund. The cost is estimated at just under $120,000 including all salary and benefit costs and supplies. This is considerably cheaper than the estimated $190,000 cost to contract these services out to the private sector, which would still require City staff oversight. Contract Services ' A number of the City's long-time vendors held costs constant, or reduced costs, during the recent economic downtown. Those efforts were greatly appreciated and indeed helped the City to weather the storm with minimal service impacts. As the economy slowly improves, these private sector vendors are now facing increased competition for personnel, contracts, and business, and in many cases are under pressure to increase the rates they charge public entities. One such example is the City's long-time City Attorney, Richards, Watson and Gershon. City Attorney's for Rancho Cucamonga since 1986, they have held their rates at the same level since 2006, unlike many competing firms. The City Attorney has now requested, and staff is supporting, a modest increase of $10/hour beginning in July 2013, with corresponding $5 per hour increases beginning in July of 2014 and 2015. These increases will allow the firm to remain competitive, retain its existing partners and associates and continue to attract high quality new associates. As many cities have found, cutting costs and talent in the City Attorney area can actually increase overall costs in the long run. Special Events No other single event in Rancho Cucamonga attracts as many people, in as short of a time, as the Holiday Light display on Thoroughbred and Jennet Streets in the northwest portion of Rancho Cucamonga. Although not a city sponsored event, the spontaneous decoration of houses on these streets with a tremendous display of lights and decorations has grown far beyond the local event it was 20+ years ago and now receives regional media coverage, drawing visitors from over 50 miles away. In 2012, City staff counted an average of 1,241 vehicles each weekend night and approximately 921 cars each week night over the course of a three week period of time. Visitors on . . 1 fiscal Year 2013/14 Adopted Budget — Page 12 . •,� 1 foot park as much as 1.5 — 2 miles away in order to see the event. The Holiday Light display affects an area generally bordered by Hillside on the north, Hellman on the east, the 210 freeway on the south and the city limits on the west. After an in-depth study of all the issues involved, and analyzing dozens of possibilities including preventing vehicular access, preventing pedestrian access, trying to provide parking and shuttle facilities for visitors, and ways to recover the costs to the City to ' manage traffic control, public safety, and public right-of-way clean up, it is recommended in this budget that the City establish a dedicated line item for Thoroughbred costs in the Public Works and Police Department budgets so the costs of ' managing this event do not interfere with regular duties. Together, it is recommended that the City Council approve approximately $89,000 in funding for public sector costs to properly manage this non-City event. This funding, although partially offset by ticket ' revenue, represents the costs to manage this event and maintain public safety in north- west Rancho Cucamonga during the holiday light display. As staff manages the event impacts this year we will be able, with the additional resources, to better control the ' hours it is open to pedestrians, better control the impacts of home vendors in cooperation with the County, better control traffic impacts, including parking, with more dedicated law enforcement resources, and ensure that if a public safety emergency ' does occur, it can be responded to in an appropriate and timely manner. Strategic Goals ' There are a number of longer-term strategic goals that the City operates under as it develops work programs, strategic plans, and long term goals and objectives. These ' longer-term strategic goals are evaluated and updated each year in January by the City Council at a special all-day workshop. The goals are then formally adopted for that calendar year as City Council Goals. Under each goal are a series of objectives, many of them multi-year objectives, which specify how each goal will be realized. The full list of 2013 City Council Goals and Objectives can be found at the end of this Budget message as Attachment A. The main overarching goals for 2013, however, which City staff used to guide the ■ development of the FY 2013-14 budget, are: ■ • PUBLIC SAFETY — Proactively develop public safety programs and facilities to meet community needs. ' • PARKS AND RECREATION DEVELOPMENT — Proceed with planning and development of major parks and recreational projects. ' • ENHANCING PREMIER COMMUNITY STATUS — As the community matures, undertake programs and projects to enhance Rancho Cucamonga's position as the premier community in our region. • f iscal Year 2013/14 Adopted Budget — Page 13 L,_ ;J 1 1 • MID AND LONG RANGE PLANNING — Develop mid-range and long-term goals and vision for the City. • OTHER — Engage in the multi-year process of revising and/or implementing major City documents and systems. In addition to the City Council Goals, the key guiding principles for staff in developing and providing services, programs, goals, 'objectives and a budget document that corresponds to all of those elements, are the Vision Statement, Mission Statement and Values for all City employees. Collectively, the City employees are referred to as Team RC which reflects the value and emphasis the City places on teamwork as the desired mode for delivery of services. Team RC has adopted a Vision and Mission Statement, as well as Values, all of which have been approved by the City Council. The Vision Statement, Mission Statement and Values are: Vision Statement Team RC exceeds expectations of those we serve with pride in the delivery of quality , services and programs in an environment of employee excellence and innovation, empowered by inspired leadership, opportunity and a collaborative spirit. , Mission Statement Team RC delivers superior service to all who live, work and play in our community. Values — S.P.I.R.I.T. SERVICE: We are committed to providing a superior level of services and going above and beyond individual duties to better serve both fellow team members and the community. PEOPLE: Our respect for each other is demonstrated by empowering and valuing one another while also encouraging personal growth and enhanced health and wellbeing. We embrace a healthy life/work balance and are continuously striving to ensure the highest quality of life for our employees. ' INDIVIDUAL EXCELLENCE: Individual excellence is achieved through recognizing workforce strengths. It is fostered through individuals who possess a strong work ethic, sense of pride and commitment, and who value honesty, integrity and personal growth. RANCHO WAY: The Rancho Way is fostered through maintaining a high level of professionalism, producing quality work products and striving to retain the public's trust through fiscal discipline and accountability. Fiscal Year 2013/14 Adopted Budget — Page 14 • INNOVATION: Embrace and appreciate technology; use technology to bring innovation and a creative spirit to our current work and to help anticipate the challenges of ' tomorrow. TEAMWORK: Teamwork is encouraged and reinforced through collaboration, communication and leadership at all levels. Unwavering unity, common goals and a positive attitude are embodied by all. Operating Budgets The operating budgets in Rancho Cucamonga are comprised of the following: i • City General Fund • Fire District Operational Funds • Library Operational Fund In addition, the complete City budget includes other special funds such as the various special districts funds, developer impact fee funds, and grant funds. Many of these ' funds are restricted from use for general municipal operations. Operating Budget Comparisons ' City General Fund. The City General Fund budget, which supports the majority of City services, is made up of a number of major revenue sources. General Fund revenue for FY 2013-14 is projected to be $65,144,460, which is $1,793,420 or 2.8% higher than in FY 2012-13. The City General Fund's top seven revenues include the following and represent 90.9% of total revenues: • Sales Tax • Vehicle License Fees (VLF and Motor Vehicle In Lieu) I • Franchise Fees • Property Tax (includes post-RDA property tax) • Development Fees • Business Licenses • Transient Occupancy Tax (TOT) The most significant revenue source in the City General Fund is sales tax. Sales tax, which represents 37.2% of total General Fund revenues, continues to exhibit modest growth. The sales tax forecast (including Prop 172) for FY 2013-14 is $26,301,170, which is a $2,065,870 or 8.5% increase over FY 2012-13. Vehicle License Fees and Motor Vehicle In Lieu fees have increased $524,510 or 3.7% from FY 2012-13 primarily due to slight increases in the City's assessed valuation. Franchise fees have increased $199,320 or 3.5% from FY 2012-13. Property Tax ' revenues have increased slightly overall by $170,390 or 3.7% from FY 2012-13. Fiscal Year 2013/14 Adopted Budget Page 15 L• •,;� Development fees have increased $88.460 (excludes special services fees) or 3.1% P P from FY 2012-13. Business Licenses revenue is anticipated to remain at the FY 2012- 13 Adopted Budget level. The Transient Occupancy Tax has increased $281,540 or 15.2% from FY 2011-12. Increases in these revenue sources indicate a continued improvement in the local economy. Offsetting the above noted increases in the City General Fund's revenues is the elimination of certain non-recurring budget balancing mechanisms from the prior year. It was imperative that these mechanisms sunset in order to ensure the continued financial viability of the City General Fund into the future. Included in the FY 2013-14 Preliminary Budget is the planned usage of Animal Center Operations Reserve to provide additional funding for spay/neuter special programs and to partially offset the cost of one Animal License Canvasser. It is also anticipated that $50,000 will be utilized from the Sphere of Influence Reserve to begin the analysis of physical constraints and opportunities within the sphere area. Changes in Operating Budget— City General Fund $75,000,000 $70,000,000 t 1 $65,000,000 imri ■ I rim ' $60,000,000 poi 1 1 1 1 1 1 1 ' $55,000,000 $50,000,000 000,000 Reduction in Usage of Reserves — City General Fund $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 _ $400,000 - 111_ _ $200,000 ' 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 •Economic Circumstances Rsry 0 Interest from Fund 025 o Insurance Reimb from Fund 025 I iscal Year 2013 1.4 Adopted Itudgct Page 16 L, ��J - • I City General Fund Revenue Sources ' Fiscal Year 2013-14 ' IN Taxes ■Licenses & Permits ' D Fines & Forfeits o Use of Money & Prop. •Charges for Services ❑ Intergo't ®Other ❑Transfers In I Fire District and Library Funds. The principle revenue source for the Fire District and ' Library budgets is property tax. Property tax revenues are more important to the Fire District and the Library as their respective shares of each property tax dollar, including statutory pass-through agreements, are greater than what the City General Fund ' receives. This is because as a post-Proposition 13 City. Rancho Cucamonga is a low property tax city. t The Fire District General Fund Property Tax revenue has increased by $2,310,270 or 14.1% from FY 2012-13, primarily due to a partial allocation of the additional post- redevelopment property tax distributed by the County of San Bernardino as a Residual Balance to all qualifying taxing entities being added to property tax revenues in FY 2013-14. The remaining Residual Balance distribution is reflected in the revenues of the Fire Protection Capital Fund to be used for future capital and infrastructure replacement. Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) remained relatively constant compared to FY 2012-13 with no increase in CPI required. Revenues for CFD 85-1 are down slightly due to a fine-tuning of the application of the rate and method of apportionment for the CFD. Additionally, it is anticipated that CFD 85-1 will utilize $434,280 of reserves to fund the operational budget for FY 2013-14. See additional discussion below under "Operating Budgets ' Analysis." Due to the additional revenues being received from the former Redevelopment Agency, the Fire District has established a fee holiday for its Inspection Program. As such revenues from licenses and permits have decreased $662,460 from the prior year. It should also be noted that the transfer in from the City General Fund to cover the ' Emergency Preparedness program has been discontinued for FY 2013-14. The Fire District will now absorb these costs with its own revenues. .� •• Fiscal Year 2013/14 Adopted IUudgct Page 17 Changes in Operating Budget — Fire District 1 $30,000,000 ' I $28,000,000 I , $26,000,000 i Ir • � $24,000,000 II I I I I ■ I I $22,000,000 II III 111 ■ 111 III $20,000,000 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 • Fire District Operating Budget ' Reduction in Usage of Reserves — Fire District General Fund $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 , $50,000 ii:.irI- I--- ---- - $- l ' 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 •Use of Fire District Operating Reserves ' The Library's Property Tax has increased $129,020 or 4.0% from FY 2012-13. The FY 2013-14 budget continues to include the statutory pass-through payment from the County, formerly paid by the now dissolved Redevelopment Agency. ' 1 I 4 • Fiscal Year 2013/14 Adopted Budget Page 18 L,4:;J Changes in Operating Budget — Library Fund ' $5,000,000 0 $4,500,000 orr ' $4,000,000 I F ' $3,500,000 $3,000,000 ' 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 ■ Library Budget Operating Budgets Analysis P g g Y The economy continues to improve, albeit at a slow and steady pace. While this has resulted in continued revenue growth for the City's operating budget, there is a constant ' battle in play between this revenue growth and unavoidable fixed cost increases for such things as fuel, utilities (gas, water, electricity), contract services, and labor-related costs such as pensions and healthcare. Staff continues to work to offset these ' increases to the degree possible by improving water efficiency and drought tolerant landscaping, switching to hybrid, electric and CNG vehicles where possible, and working with labor groups to control rising pension and healthcare costs. Following are recommendations for the FY 2013-14 Operating Budget: • City General Fund Budget. Overall, the FY 2013-14 General Fund Budget is ' $65,240,470 and does not require the use of primary General Fund reserves. The operating budget represents a $1,826,200 or 2.9% increase from FY 2012- 13. The Police Department's budget increased $1,419,640 overall due primarily ' to increased public safety pension and labor costs. The FY 2013-14 Preliminary Budget has dedicated $508,680 to go into the City's Capital Reserve to start to offset the impact of the prior year's dissolution of the Redevelopment Agency ' which had previously partnered with the City to fund capital expenditures. The recommended expenditure levels still provide for a continuation of essential public services, including critical public safety services as outlined in the following pages. • Fire District Budget. The recommended FY 2013-14 operating budget for the ' Fire Department is $28,449,220. This is a $1,976,550 or 7.5% increase over FY 2012-13. The budget is balanced without the use of reserves for the Fire General Fund; however, reserves in the amount of $434,280 will be used for •Fiscal Year 20t I 14 adopted Budget— Page 19 L.1:••.11• CFD 85-1 to fund the increase in the CAP allocation and offset revenue reductions mentioned above. The budget includes a $1,127,630 increase in the CAP allocation to the Fire District, representing a full allocation of all qualifying central services departmental costs attributable to the Fire District. The additional funding received from the former RDA, along with the usage of reserves from CFD 85-1, have made it possible for the Fire District to bear 100% ' of its share of the CAP; whereas, in the prior year, the Fire District was only able to fund approximately 52% of the CAP. The budget also incorporates fixed operating cost increases such as insurance and communications, and redistributes operating expenses in various areas. • Library Budget. The FY 2013-14 Library budget is $4,138,190 which represents ' an increase of $213,210 or 5.4% from FY 2012-13. Similar to the Fire District, Library revenues are primarily property tax related. However, over the past few years, the Library has absorbed losses of State funding in the amount of $180,000 from the CLSA Direct Loan and Public Library Foundation programs. Keeping a number of positions vacant and implementing successful grant programs have helped shore-up services. The growth in property tax revenues has enabled the Library to restore some of its book replacement budget and replenish funding for the Bookmobile and Back to Basics programs. City Operating Budgets City General Fund, Fire District Funds and Library Fund Animal Care Governance Building&Safety 2 71% Community Fire & Services 1.51% Admin. Services 29.08% 2 87% 9.84% Development 0.18% Community Services 4.47% Engineering Services 1.96% Public Works Police Planning Services 31.03% Library 1.91% 9.79% 4.23% ' Special Districts t There are thirty-eight special assessment districts in the City: eight Street Lighting Districts (SLDs), eleven Landscape Maintenance Districts (LMDs), two Assessment ' Districts, fifteen Community Facilities Districts, one Benefit Assessment District, and one Park and Recreation District. Revenues in the City's various special districts •Fiscal Year 201 -; 14 .\duhtetl liuki_e1 Page 20 �L•.0•] appear to be stabilizing as foreclosed properties are re-sold and their delinquent ' assessments brought current. Unfortunately, the lighting and landscape districts, most of which were created prior to Proposition 218 in 1996 and thus have no index to adjust for rising costs, are showing significant signs of stress as a result of recent water rate ' increases and the impact of overall rising costs. With the increases in water rates and other costs, residents in the LMD's will see a direct impact as this change will hasten the need for Proposition 218 elections in those districts without inflation indexes. During the 2010-11 fiscal year, staff began the process of bringing Landscape Maintenance District 2, one of the larger landscape maintenance districts in the City, to ' the voters for the potential Proposition 218 assessment increase. This was voted down by the residents. After a comprehensive community survey and outreach process was completed, a second vote is currently in progress for LMD2. Votes will be counted on June 5th to determine the ultimate fate of this district. Other districts will follow in future years and those districts whose voters choose to maintain their assessments at their [current] 1996 levels will likely require enhanced fiscal austerity measures including different landscape maintenance levels and potentially even reducing some landscaping as recently occurred in LMD 8. All actions are intended to provide the best results possible while ensuring each LMD maintains self-sufficiency. It should be noted that water rates, under the control of CVWD, will likely continue to rise 5-6% per year for the foreseeable future which will also impact the self-sufficiency of the LMD's. The costs for maintaining the Street Lighting Districts (SLD) are also being reviewed to ensure that each district can remain self sufficient; however, it is expected that in the very near future staff will also need to take some of these districts for a Proposition 218 assessment increase. Capital Improvement Program (CIP) The CIP contains priorities for improvements to the City's infrastructure over a 5-10 year period of time. It is annually reviewed and updated and its implementation is dependent upon the availability of capital and special funds. Since these special funds are legally restricted, they must remain separate from and cannot be utilized for general operating costs. While these special funds can be eroded by economic conditions, the fiscal impacts are different from those in the operating funds. Capital projects often span many years, as they move from design and environmental review to plan check and ultimately construction. Ongoing investment in pavement rehabilitation, Americans with Disabilities Act (ADA) projects, park and playground repairs, and facilities improvements form the core of the annual CIP. The FY 2013-14 CIP once again devotes significant resources toward these activities. ' Following the dissolution of redevelopment, the volume and scope of capital projects has declined as RDA funding is no longer available. However, the City and Fire District still anticipate several significant projects to be moving ahead in the coming fiscal year: . . Fiscal Year 2013/14 Adopted Budget — Page 21 L;•,;Ji I • The I-15/Base Line interchange project is anticipated to begin its two-year construction phase later this fiscal year. Recently, the State Department of Finance provided us with authorization to access redevelopment bond proceeds which are a key element to the financing of this project. As a result, the project will move ahead to construct modifications to the on and off ramps at this important access point to the City, at a total estimated cost of $55 million. • Building on the momentum of the recently-awarded National Medal, the Library will begin the fulfillment of a long-held vision to develop the second floor of the Biane Library into the Rancho KIDS interactive childrens' learning center. As the first step, Library Capital funds will be used to elevate literacy (pun intended) and install the elevator to the second floor this fiscal year, along with basic tenant improvements. By providing access to the second floor and making it a usable space, the Library can host fundraising events in the space and cast the vision for future donors and funding partners. • The final design of Southwest Cucamonga Park is also planned this year once the transfer of property from the RDASA to the City can be completed. Transfer of title is a prerequisite to accessing the Prop 84 state grant of $3.6 million that has been received for park construction. We are moving ahead with final design so that the project can be bid out and constructed during FY 2014-15. • Design for the long-planned Fire Training Facility at Jersey Station will be completed in FY 2013-14. This facility will greatly expand the District's ability to train both in a hands-on way and in the classroom. The new facility will also incorporate sustainable design elements such as solar power generation. • An LED Street Light Enhancement Project is planned in Street Lighting District (SLD) 8, which encompasses much of the Etiwanda area. The successful LED demonstration project on Base Line Road has shown this as a viable alternative to traditional street lighting that reduces operating costs in the long term. Replacement of all the street lights in SLD 8 will be the first large-scale LED street lighting project in the City. • A unique project this year is the transition to the use of fiber to remote facilities for phone services, rather than traditional T1 circuits through Verizon. While the City's various remote sites (such as the Archibald Library, Lions Center, Quakes Stadium, and others) have been connected via fiber- optic cable for data purposes, they have continued to rely on T1 circuits for voice. This year our technology staff (Information Services and GIS) will work together to replace these circuits with our own fiber and hardware. At a cost of $46,900, this project will provide approximately $50,000 in annual utility savings. I Fiscal Year 2013/14 Adopted Budget — Page 22 , •: I The CIP includes other projects that are• necessary to preserve our facilities and infrastructure. These projects include the reroofing of City Hall; replacement of the ' dysfunctional audio-visual equipment in the City Council Chambers; flooring replacement at Central Park; and improving the alternative fueling infrastructure at the Corporate Yard. ' Department Budgets ' Police Department In FY 2012-13, the Police Department implemented several new programs designed to address specific safety concerns and crime trends. Grant funding was used where possible, along with enforcement citations, to help offset the cost for personnel and equipment. Some of the highlights were the "Look, Look, Look" campaign, the Canyon Enforcement Project, and the addition of a new Deputy position funded by a COPS Hiring Program Grant to combat vehicle burglaries. The Department also added a full ' time probation officer who, along with a Deputy from the MET Unit, ensures PRCS compliance with the implementation of AB 109. The Department added an emergency response vehicle utilizing Homeland Security Grant funds, equipped with medical, ballistic, and tactical equipment to be used in an urban rescue and intervention, or in the event of earthquake or public unrest. Additional administrative and personnel costs for FY 2013-14 will require some adjustments in safety personnel, while adding additional Sheriffs Service Specialists (SSS's) to assist with in field report taking. These adjustments will minimize any service impacts, while providing significant savings to the Police contract. • The Department has begun implementing the Public Safety Video Network and will be adding fixed license plate readers at strategic locations in FY 2013-14. We remain undeterred in our mission to use technology as force multipliers to better investigate and solve crime at a time when personnel costs continue to rise. Finally, the Department will ' continue to find alternate solutions through partnerships with other existing agencies to address problems that arise, such as our growing homeless/panhandler issue. ' Fire District Budget The Fire District enters FY 2013-14 with a balanced General Fund budget that does not rely on reserves. In addition, the Fire District will be able to fund its operations without an increase in its Community Facilities District (CFD) assessments. The budget for FY 2013-14 shows a significant increase in revenues as well as expenditures largely as a result of the dissolution of Redevelopment. These funds were previously protected under a pass-through agreement between the Fire District and the ' Rancho Cucamonga Redevelopment Agency (RDA). With the elimination of the RDA these funds now go directly to the Fire District as regular property tax revenue. The Fire District will continue to utilize these funds in a prudent manner as they are intended, ' primarily to provide the means to fund capital projects, such as the training center and 3 • +� •v Fiscal Year 2013 14 Adopted Budget — Page 23 I future fire stations and to purchase essential high-cost equipment replacement items such as fire apparatus, self-contained breathing apparatus, and cardiac monitors. Proper funding of reserves allows the Fire District to continue providing premier emergency response, risk reduction, and emergency management services to the community. The Fire District's "pay as you go" approach to funding its operation will keep the organization positioned to implement strategic improvements to the service platform as identified through continuous analysis and review of the effectiveness of its programs. As a result of this evaluation process, in FY 2013-14 the Fire District is recommending that it suspend the fees that are assessed by the Prevention Bureau for conducting fire permit inspections. This program was implemented in 2007 as a mechanism to fund the necessary positions in the Fire District to perform critical risk reduction activities in the community. The mission of the Prevention Bureau- staff is to work in partnership with businesses to help them operate in a safe manner, thus enabling them to focus on the success of their core business and be vital contributors to the economic vitality and quality of life of Rancho Cucamonga. With the revenue realized from the dissolution of the RDA, the Fire District can direct a portion of those resources to operations. The Board took action in April 2013 to suspend these fees beginning July 1, 2013, and that suspension of revenue is incorporated into this budget. This program will be reviewed on an annual basis and retained as long as revenues remain sufficient to fully fund the Prevention Bureau's activities. An exciting program that will debut in FY 2013-14 is the implementation of two tablet- ' based field data collection initiatives. The Fire District, in partnership with other agencies in the region, is taking advantage of emerging technology to better serve the community. Crews that respond to medical emergencies will no longer use paper and pen to record vital patient information. All patient information will be recorded in the field using Wi-Fi enabled tablets that can transmit the critical patient information to the ambulance crew and emergency room electronically. This will save valuable time in the field and ensure life-saving information is getting into the hands of the appropriate treatment providers as quickly as possible. Since this is a regional project, it will also enable the Fire District to contribute important data to health care professionals who can use it to analyze the effectiveness of various field-based treatment protocols and detect if patterns of illness in the community indicate potential public health concerns, such as influenza or other communicable disease risks are evident. • The Prevention Bureau will also transition to field-based data collection devices and no longer use paper forms for their inspection reports. As part of the citywide Accela Automation project, this technology will allow inspectors to tap into a City database and coordinate inspection activities with other departments for the first time. The Fire Marshal believes this technology will net a significant increase in the production of Bureau inspectors enabling them to complete additional high hazard inspections over the course of the year. , Fiscal Year 2013/14 Adopted Budget I tiLtc 24 • , 1 The Fire District will continue its capital projects with major renovations occurring at several fire stations including a significant remodel of the Amethyst Station and the ' completion of design work for the Training Center at the Jersey Fire Station. A new ladder truck will be purchased for the Jersey Fire Station, to replace the older ' unit there which will then be placed in reserve status, providing the Fire District with a reliable back-up ladder truck which it does not currently possess. Administrative Services Group The Administrative Services group of departments and divisions has continued to adjust its staffing approaches and work plans over the last several years: • In Human Resources, the Department took strategic advantage of a retirement last fiscal year to restructure and create a new Human Resources Manager. The addition of this position has provided the personnel resources for the Department ' to take on some key initiatives this past year, including transitioning to a new health insurance pool and adopting policies and record-keeping related to the implementation of the Public Employee Pension Reform Act (PEPRA). A key ' focus in FY 2013-14 will be the negotiation of new agreements with all City and Fire District bargaining units, as the current agreements with all groups are set to expire on July 1, 2014. Reporting and compliance with the Affordable Care Act (health care reform) is another new responsibility of the department. • The Finance Department is pleased to be completing an extraordinary year of ' various audits and financial reviews, many of which were due to the wind-down of redevelopment. The Department is looking forward to a more "normal" year with respect to audits. Moving ahead, the Department will be focused this ' upcoming year on working with departments to facilitate more uses of online and mobile payment options for various fees and permits. An RFP for annual audit services will also be completed during FY 2013-14. ' • The Purchasing Division continues to refine its workflows to improve service to the departments. Over the last year, the Division has taken on oversight of the ' use of standardized Professional Services Agreements, working with Risk Management. Implementation of this system, while still meeting the other purchasing and support needs of the customer departments, has been a challenge given the vacancy in the Purchasing Manager position. Transitioning responsibility for telephone support to the GIS/Special Districts Division has freed up some staffing resources in Purchasing, but a backlog in purchasing requests remains, and without a dedicated Manager the division is struggling. This issue will likely need to be considered and addressed during the FY 2014-15 budget process. ' The City's Information Services (IS) and Geographic Information Systems (GIS) divisions will continue their process of aligning their missions more closely with the tultimate goal of merging together into a future Technology Department. While the j Fiscal Year 2013/14 Adopted Budget Page 25 „ '; 1 Divisions remain separate, they are working together more closely than ever before on projects such as mobile application development and the expanded use of VOIP (voice over internet protocol) for telecommunications. • The IS Division will complete the replacement of the City's desktop computer hardware and software, which is between 8 and 9 years old. They will also lead the Community Development departments in the multi-year effort to replace Tidemark, the City's aged land management software, with the new Accela Automation system. Accela will bring the City's development processing to the next level in a number of ways, including facilitating inspection in the field and providing a very user-friendly web interface for the development community to handle many tasks online rather than visiting City Hall. The City Council approved this $3 million project in December of 2012, and it is anticipated that the system will go live in April 2014. When it does, the stage will be set to begin a pilot project to accept electronic plans submittal. • The GIS/Special Districts Division is beginning to grow its REGIS Connect (Rancho Cucamonga Geographic Information Systems) enterprise, which was approved by the City Council in 2012. REGIS has just completed its first contract work, a needs assessment for the city of Yountville, and is working with several other public agencies considering the use of REGIS services. The REGIS model of shared services will help provide revenue to offset GIS division costs, and also provide benefit to our city and agency partners that are in need of our expertise. In the Special Districts section, work is in progress to develop a long term financial plan for the fiscal sustainability of the City's landscape maintenance, street lighting, and community facilities districts. As discussed elsewhere in this executive summary, a number of our districts have structural budget deficits as a result of Proposition 218 limits on our ability to adjust rates to keep up with costs over time. The first part of this plan will be to address several districts outside the planned communities, in the area generally covered by PD 85 (Red Hill and Heritage Parks). It is anticipated that this matter will come to the City Council for discussion later this year. Animal Care and Services The Animal Care and Services Department provides care to more than 5,700 animals ' per year and responds to more than 7,500 calls for service. The budget for FY 2013-14 reflects the change of two part-time Field Officer positions to full-time positions, providing for increased hours of operations to provide better service to our residents and the animals in our community. Additionally, our Field Officers will assist the Licensing Division in increasing our license compliance rates in the City. The Licensing Division will also be working in a team effort with the Geographic Information Systems Division, the Information Services Division, and the Finance Department to create a mobile application to help with licensing canvassing in the field and to facilitate mobile payment options. .e.,N Fiscal Year 2013/14 Adopted Rudgct — Page 26 L,': With the mission and goal of building a community in which every adoptable pet finds a home, the Animal Center's focus for this next fiscal year will be on animal care, strengthening the overall operations of the Department, and expanding community partnerships to build a solid foundation for future growth of programs and services. ' Building and Safety/Code Enforcement Building and Safety continues to operate at a reduced staffing capacity, but remains focused on quality customer service and meeting the needs of the development community, while appropriately enforcing building, property maintenance, and other codes. The Department will continue to cross-train staff and use volunteers to augment its resources. This year, the Department will continue to work closely with the mobile home park residents and park owners via the Mobile Home Accord Program. The Department will also adopt the latest building construction codes after the State's adoption, working closely with the local chapter of the Building Industry Association (BIA) for the code ' adoption and code amendment process. Additionally, the Department will be increasing the number of neighborhood clean-ups from one to three annual events. ' Finally, on an as-needed basis, the Building and Safety/Code Enforcement Department will continue to collaborate and assist with other departments by sharing the staff resources for different types of projects from fee studies to special capital improvement ' programs. Examples of this collaboration include the Grape Harvest Festival, remodeling of the fire stations, and remodeling and repairs of other city buildings. An inspector from the Department will act as the project quality inspector on the improvement projects. City Clerk/Records Management Department: Though it is the smallest city department, it has a mission. The City Clerk/Records Management Department strives to provide superior support and customer service in its ' mission to facilitate the business of the City Council, Fire Board, and other city entities, ensuring compliance with open meeting laws and other state and local regulation. On an on-going basis, public records act requests are accepted and addressed, legal ' notices are published as required by law, and supplements are distributed to the Rancho Cucamonga Municipal Code as Ordinances are adopted by the City Council. The Department accepts Campaign Financial Disclosure Statements and Statements of ' Economic Interests, maintains all bonds and processes their releases and sends documents to the County recorder. Bids for public works projects are opened at the ' public counter. In addition, the Department accepts claims and subpoenas, applications for appointment to the City's Boards, Foundations and Commissions and calendars the appeals for Code Enforcement, Animal Services and the Fire District. ' During FY 2013-14, the Department expects to assemble and distribute at least 30 agenda packets for the Rancho Cucamonga Redevelopment Agency Successor Agency, Fire Protection District and City Council averaging 300 pages each and attend J Fiscal Year 2013/14 Adopted Budget — Page 27 L; :J I 1 the meetings and provide minutes and action agendas. Similar support is provided for the 8 City Council subcommittees that exist including agendas and minutes on an as needed basis. City Management City Management continues to lead the way into the future through a variety of innovative programs. The award winning Healthy RC initiative, a cooperative program involving multiple departments and outside public, private and non-profit agencies, is led and directed from City Management. Healthy RC enters its fourth year of the Robert Wood Johnson grant with major initiatives to improve access to healthy food and physical activity, such as promoting community gardens, farmers markets, and Complete Streets. This past year, the City's Healthy RC Kids initiative was ranked #1 by First Lady Michelle Obama's Let's Move! Cities, Towns and Counties. Recent grant- funded additions to the Healthy RC initiative include the Bringing Health Home Program, which assists families with the purchase of fresh produce at local farmers markets, as well as a new Lactation Accommodation Policy and Program, which provides breastfeeding education and support for City employees and helps raise community awareness. City Management has also taken the lead in developing a Complete Streets Policy that. aims to increase walking and biking in the City by directing planners and engineers to consistently design streets with all users in mind, including drivers, public transportation riders, pedestrians, and bicyclists. This policy was ranked top 10 nationwide by the National Complete Streets Coalition. Additionally, City Management continues to work closely with community partners on issues involving school safety, including crossing guards and the Safe Routes to School program (also grant funded), which is now implemented in 13 schools throughout the City. Staff support for the City Council's active role in the League of California Cities is ' provided by City Management, as well as support for the Mayor Pro Tem's leadership of the Legislative Task Force for the League's Inland Empire Division, and all federal and state legislative and policy activities of the City Council. In FY 2013-14, Mayor Pro Tem Spagnolo will become Vice President of the League's Inland Empire Division and Council Member Steinorth will become Vice Chair of the Legislative Task Force. As the City has become a more active force in the League and lobbying statewide, the City's position on issues becomes more and more critical and maintaining a close working relationship with our elected Federal and State representatives is more vital than ever. At the Federal level, staff will continue to monitor the annual appropriations process and other federal issues of citywide interest. The City's Green RC program is also led and directed by City Management and is coordinating efforts to improve energy efficiency citywide, reduce the City's carbon footprint and ultimately reduce costs for the City by going green. Recently, the City was awarded the Urban Land Institute Best of the Best Award for the Partnership for a Greener Northtown initiative, which assists low-income homeowners with energy audits Fiscal Year 2013/14 Adopted Budget Page 28 L. J 1 and retrofits to increase energy efficiency. Additional achievements through the Green RC program include the expansion of the Green Business Recognition Program and the installation of 11 electric vehicle charging stations to replace existing chargers at City facilities that are not compatible with newer electric vehicles. ' New initiatives for FY 2013-14 include the implementation of an Adopt Program that encourages residents and businesses to take an active role beautifying our community ' by adopting City parks, trails, and streets; the enhancement of programming on the City's local government access channel RCTV-3; and the development of a Healthy RC strategic plan that outlines the long term sustainability of the Healthy RC initiative. Community Services • ' The Community Services Department specializes in offering high quality recreational and cultural programs and managing public recreational facilities for Rancho Cucamonga residents. ' • Senior Services - In FY 2013-14, the Department will add three all new Senior events including Earth Day, Senior Summer Fun, and a Quarterly Pancake Breakfast plus the Senior Holiday Party, restoring the number of annual events to the level we had prior to last year's budget reductions. Events are very popular at the Senior Center and allow a venue for much needed socialization. ' The Department will begin a project with our current Senior Transportation service provider, the YMCA, with the goal of expanding service through the ' acquisition of a new vehicle. The process to obtain a new vehicle through grant funding is a multi-year effort. In the meantime, some funding is allocated this fiscal year to make minor improvements in the program. • Park Facilities - A new outdoor Pavilion, funded by the County of San Bernardino, will be completed in fall 2013 and will be open for programming and ' drop in use. • Recreation Services - Community Services could not deliver our outstanding services without a substantial part-time workforce. In FY 2013-14, the Department is able to restore some service hours that had been reduced through several years of budgetary cutbacks. This necessitates hiring additional part-time ' staff to replace reduced hours, as all departments are generally limiting part-time staff to fewer than 30 hours per week. This will be an adjustment to the ' Department's staffing model, but will result in the improvement in service hours to the public. In late July 2013, the Community Recreation Needs Assessment will be complete and the data will be available to begin the development of a long-term Parks and Recreation Master Plan. The Master Plan will address the current state of facilities, programs and services and identify action steps based on key Fiscal Year 2013/14 Adopted Budget — Page 29 L••:;J. 1 recommendations from the Needs Assessment. The Master Plan, which is estimated to take 12 to 18 months to fully complete, will include further public engagement and create a list of priorities to guide the development of parks, open space, facilities, programs and services for the next 10-15 years. Economic and Community Development ' This will be a year of transition for the City as new economic development strategies are developed without reliance on Redevelopment Agency financing and assistance. The winding down of the Redevelopment Agency is ongoing and the City needs to look forward and develop new strategies to remain competitive in a post-RDA environment. For example, one creative initiative in this area is to capitalize on the City's robust GIS enterprise to partner with GIS industry leader ESRI, focusing on key businesses and industries and how they may expand or locate in Rancho Cucamonga. The existing, strong business community in the City will be a vital ally in these efforts. The City's total adopted Economic Development budget for FY 2013-14 is approximately 72% less than the former level supported by the Redevelopment Agency. Funding has been allocated in the City General Fund to create a new streamlined Economic Development Program. Staff resources for the former Agency included one Economic Development Manager, one Redevelopment Analyst II, and one Redevelopment Analyst I assigned to Economic Development duties. For the upcoming fiscal year, one Management Analyst I is assigned to Economic Development and Housing duties. All of the RDA housing staff was eliminated and the surviving housing programs are being administered by the Management Analyst I, and an Associate Planner in the Planning Department. The City of Rancho Cucamonga is partnering with the City of Ontario and the local hotels in Ontario and Rancho Cucamonga to create the Greater Ontario Tourism Marketing District (GOTMD). The newly established GOTMD is a benefit assessment district designed to fund marketing and sales promotion efforts for the lodging industry. This effort will enhance the City as a destination for business and tourism. This approach has been used successfully in other areas across the country. The new GOTMD includes all lodging businesses with fifty (50) or more rooms located within the boundaries of the cities of Ontario and Rancho Cucamonga. The total GOTMD annual budget for each year of its five-year operation is anticipated to be approximately $2 million. In addition to the enhancement of the lodging businesses, the City will realize additional transient occupancy taxes and tourism related sales tax. The hotels will be represented on a board directing the effort, and the City will receive an administrative fee for handling the new assessment. Engineering Services Department Over the past several years, the Engineering Services Department has streamlined its operations and maximized available resources — through the enhanced use of technology and supporting staffs continuing. education - to better serve the community Fiscal Year Adopted Budget Page 30 1 after years of budget cuts, the loss of Redevelopment funding, and a loss of staff due to layoffs and retirements. ' The Department consists of six sections: Administration/Budget, Land Development, Traffic Management, Capital Project Management, Environmental Programs, and the ' City's very own electric utility - the Rancho Cucamonga Municipal Utility (RCMU). Each section is moving forward with several major projects, some of which are highlighted ' below. • Capital Project Management section continues to manage most of the City's ' projects and will also undertake many of the projects outlined in the CIP Document. The City has 123 various locations to construct ramps to be compliant with the Americans with Disabilities Act (ADA) which are budgeted at ' $300,000 for FY 2013-14. The locations for the ramp installations come from the ADA Transition Plan, which is updated annually, and from the public. The capital projects, which include three (3) years of work from 2012 to 2014, encompasses all ADA compliance issues that cannot be incorporated into other improvement projects. Capital Project Management will also be undertaking two high priority Community Trail projects: Haven Avenue from Wilson Avenue to Vivienda Street ' and Archibald Avenue from north of Norbrook Drive to Carrari Street. Both trail projects are in the design phase and construction is scheduled for FY 2014/2015, depending on available funding. This section will also oversee efforts to ' complete almost $9.5 million worth of pavement rehabilitation projects throughout the City. ' • The Land Development section will be updating Engineering Impact Fees and instituting additional City user fees to meet the current needs of the City. ' • The Traffic Management section will oversee modifications to three existing intersections in order to improve safety. The section will also purchase software and server equipment needed to begin the change-over from the City's existing ' traffic signal management system to a more modern system. Along with these local projects, the section will finalize the design for the I-15/Base Line Road Interchange Project and then turn the project over to SANBAG for administration ' of the construction phase. • The Environmental Programs section will be opening a new "Reuse Shed" at ' the new Household Hazardous Waste (HI-1W) facility. This addition will further reduce waste and decrease disposal and operating costs. Select items such as paint, pool chemicals, and household cleaners that are considered acceptable for t reuse will be placed in the HHW Reuse Shed and offered at no cost to participants that agree to use these items in their home. ' • The Rancho Cucamonga Municipal Utility continues to be a well-managed enterprise that is dedicated to educating its customers on the benefits of energy ' efficiency. Customer interest in saving energy has continued to rise and staff is Fiscal Year 2013/14 Adopted Budget — Page 31 ��•��� 1 exploring new incentives that will accommodate this trend, including Direct Savings, a new energy audit and direct installation program being implemented in June 2013. This program is designed to identify energy savings opportunities for RCMU customers and reduce their out-of-pocket expenses by offering a monetary incentive. RCMU also partnered with the Rancho Cucamonga Library and installed a 7.5 kW solar photovoltaic system at the Paul A. Biane Library. RCMU also looks forward to an exciting opportunity to begin servicing residential customers with the development of two new housing projects within its current service territory. The Department is also currently investigating options to address parking needs and to fund operational expenses at the Metrolink station. We are looking into a paid parking program for the station in order to offset its operational costs. Depending on the program, the parking fee will either partially offset or fully cover the costs at the station. Library Services The Library continues to be very busy, circulating over 1.1 million items in the past year 1 and having over 600,000 visitors. Through a combination of prudent fiscal management, entrepreneurial ideas, and success in pursuing a number of grant opportunities, the Library has managed to continue to offer over 90 programs every month to the public ranging from computer classes to story times to after school reading programs to adult literacy. The Library also held a number of large, well-attended programs celebrating Black History Month, Asian and Pacific Islander Month, Hispanic Heritage Month, and Local Historic Preservation Month. In FY 2013-14, the Library intends to restore some funds to the book budget as well as add hours that were cut two years ago to two of its most popular programs: the Bookmobile and the Back 2 Basics afterschool tutoring program. The Bookmobile makes stops at local elementary schools (most of which do not have a school library) and the Back 2 Basics program helps children who are reading below their grade level. In order to address fiscal challenges, the Library's entrepreneurial endeavors are proving to be successful, including the implementation of a second passport acceptance agency at the Archibald Library, selling over:30 of its popular Play and Learn IslandsTM to other libraries throughout the State of California, and working in concert with the California State Library to (,oc onto,. implement a state-wide Staff Innovation FundTM program for seven other public libraries. Finally, it should be noted Q� NCI I that in 2013, the Rancho Cucamonga Public Library was Cc g _ named a recipient of the National Medal for Museum and • • 2 £liL1J:11 ;' c Library Services. The National Medal is the highest honor y, rake li apj the nation can confer on a museum or library. Out of � '' � M %:. xy �` e� 123,000 eligible libraries in the country, the Rancho ,�, 41,,,- Cucamonga Public Library was one of five recipients for qC E p pv this very prestigious national award. Fiscal Year 2013/14 Adopted Budget Page 32 L •';� 1 ' Planning Department The Planning Department has successfully completed many of its FY 2012-13 goals. ' The major projects included the comprehensive Development Code update and the first two rounds of clean-up of the code through subsequent updates. A third round of updates will be presented to the Planning Commission and City Council in ' October/November of 2013. Once the clean-up amendments are complete, staff will continue to perform an annual update of the Development Code to incorporate changes and corrections. ' The Community Development Block Grant 2013 Annual Action Plan was prepared by staff based on an estimated federal appropriation of $762,605, which represents a 5.2% ' funding reduction from the 2012-13 program year, and more significantly, this estimate represents a 30.8% funding reduction from the 2010-11 program year. The CDBG program maintains the support of most currently funded activities including the Home ' Improvement Program; the Wheelchair Ramp, Sidewalk Repair, and Graffiti Removal Programs; and also maximizes the allowable assistance to various Public Service providers including those administered by the City and those administered by outside ' organizations (House of Ruth, Inland Mediation, etc.). Unfortunately, due to estimated funding reductions those funds available to support Public Service activities decreased on a proportional basis. As a result, two Public Service Providers with a long history of ' providing assistance to the City's low income households were not funded for the 2013 program year. ' Staff prepared the 2013 Housing Element update to address statutory requirements and changes in state law. The draft Housing Element was reviewed by the Planning Commission on March 27, 2013 and submitted to (HCD) for their review, which began ' on April 5th. Current Planning. When compared to 2012, the first of half 2013 has seen a marked ' increase in development activity among project submittals. The Planning Department is currently processing a diverse selection of projects, including residential, commercial and warehouse proposals. The Department has also seen an increase in wireless submittals as carriers increase their network capacities. Some of the larger-scale projects that are currently under review by the Planning Department are the following: ' • The Walmart Super Store: This project includes a proposed 189,436 square foot Walmart Super Store and a master plan for an additional 62,120 square feet of commercial/office lease space at the northeast corner Foothill Boulevard and Mayten Avenue. • Lennar Homes: This project includes a review of 291 single-family homes in ' conjunction with a proposed subdivision in the Etiwanda Specific Plan, located about 525 feet east of Etiwanda Avenue at the north side of Arrow Route. • Goodman Rancho SPE, LLC: This project includes a proposal to construct two ' industrial warehouse buildings of 590,168 square feet and 1,076,920 square feet j Fiscal Year 2013/14 Adopted Budget — Page 3 ���. •;;� • on a 74.8 acres site (formerly operated by Ameron International) at the southwest corner of Arrow Route and Etiwanda Avenue. Public Works Services The Public Works Services Department is responsible for maintaining the City's facilities ' and infrastructure including streets, storm drains, sidewalks, vehicles, general landscaping, park landscaping, Landscape Maintenance Districts (LMDs), and all City- owned buildings. The Department is comprised of Facilities Maintenance, Streets and Storm Drain Maintenance, Fleet Maintenance, and the Parks and Landscape Maintenance divisions, as well as Administration. Construction of the new 27,800 sq/ft Public Works Service Center and the neighboring Household Hazardous Waste Facility was completed in February 2013. These long- anticipated projects provide a high-quality base of operations for Public Works Services along with an easily-accessible HHW facility to serve our residents. Despite the reduction of force from prior years, FY 2013-14 will be another busy year for the Public Works Services Department with a focus on several areas: • Park and Landscape Maintenance Division - The tree inventory process is being enhanced by a collaborative effort with GIS to use iPads in the field to collect real-time tree data. The Department currently uses iPads to collect sidewalk inspection data and schedule repairs more efficiently than in the past. This program will help the Department's Urban Forest Section collect an accurate count of existing City's trees and provide critical information regarding each tree and its location. This inventory will make it possible to determine the proper amount of funds needed to maintain the existing trees within a more manageable trim cycle, along with identifying locations in need of trees. Over the last several years, the tree maintenance contract budgeted in the City General Fund has been reduced while the urban forest continues to mature and require additional maintenance and care. The FY 2013-14 does improve the level of funding for tree trimming, increasing the annual contract by $100,000. Even with this budget augmentation, tree trimming cycles remain longer than ' optimal in some cases. The City continues to battle the theft of Backflow Prevention Devices throughout the City. In an effort to fight this battle, the PWSD's Water Management Team has implemented a replacement program replacing stolen backflow devices and requiring new installations to use reinforced nylon unit. This new model was first used to replace a stolen, all brass device, in July 2012 and has been successful in preventing theft. Due to the success of this device in Rancho Cucamonga, it has been deemed our standard for new installation and replacement as we move forward in the protection of potable water sources. i Fiscal Year 2013/14 Adopted Budget — Page 34 .•,; 1 The Division strives to maintain the best quality sports fields possible, given the funds available. For FY 2013-14 the Department requested funding to renovate Beryl Park, Bear Gulch Park and Church Street Park; however, given the fiscal challenges in the affected landscape maintenance districts, these projects are not budgeted and are deferred to a future year. Fortunately, all three of these fields received extensive renovation procedures in the last two years. The work that was performed in these parks should allow them to be maintained sufficiently ' through basic maintenance practices for another 2-3 years. In order to ensure that there are sufficient funds to continue the needed renovations to these and other sports fields, staff will look in to the possibility of sharing the costs with the ' benefitting sports groups. Due to declining fund balances in Landscape Maintenance District 1 and PD-85, ' some services and service levels have to be reduced. In LMD 1, these reductions include the elimination of sports turf renovations, concrete repairs and lerp psyllid treatment of the eucalyptus trees, along with the continuation of no ' plant replacement, cobble upgrades and mulch replacements. In PD-85, a comprehensive look at Red Hill Park and Heritage Park has created ' a menu of applicable procedures to reduce costs. Service reductions implemented in Spring 2013 include mowing once per week, only painting of wood on buildings, no replacement of park amenities and lighting, basic ball field ' care, no plant and tree replacements and basic overall park maintenance to minimize health and safety issues. The Department is transitioning to contract mowing services along with actively reducing staff assigned to the facilities in the District to reduce costs. Part of the cost saving effort will be the repurposing of approximately '/< of the ' grass at Red Hill Park and Heritage Park into naturalized areas. The repurposing process will have two different applications. Areas under groves of trees will receive a leaf litter or tree chipping mulch; and other areas, where turf is ' eliminated, will receive large wood chip mulch. This will provide a savings in water usage and reduce mowing contract costs. The irrigation systems will remain in place to add supplemental water to the existing trees and be used as ' fire prevention. Red Hill Park will also be receiving reclaimed or recycled water in the near future. ' • Facilities Division - The Department will also be expanding its Compressed Natural Gas (CNG) fueling station to accommodate the expanding CNG fleet and adding a fuel management system to allow the Department to track and charge ' back the use of fuel by other agencies during emergencies. The expansion of the CNG Fueling Station will double its output of 400 diesel gallon equivalent (DGE) to 800 DGE during an eight hour period. • Street and Storm Drain Division - Since the Citywide Sidewalk Inspection ' Program was implemented in January of 2010, inspections have been ongoing, � Fiscal Year 2013/14 Ado` pt ed Budget — Page iJ ,.•: J 1 with ramping or grinding deflections used as temporary measures where needed. Inspection of the entire city and all paseos was a three-year initiative, and now the cycle of inspection has begun again. Through this process we have identified over 12,000 locations in need of maintenance attention. In FY 2013-14, the Division completed permanent repairs in LMD 4, LMD 9, LMD 10, CDBG areas, Arrow and Archibald, Mayberry south of Banyan, Hillside and Pearl, and 19th east of Carnelian. The FY 2013-14 adopted budget increases concrete contract funds by $100,000. The repair of these areas will help reduce the City's liability and improve the condition of the parks and paseos. FY 2013-14 funds will be used in Landscape Maintenance Districts 4 and 10. Regulatory issues Storm water discharge. Storm water discharge testing was created by the State Legislature in 1967; the Regional Water Quality Control Board ("Board") protects water quality by setting statewide policy, coordinating and supporting the Regional Water Board efforts, and reviewing petitions that contest Regional Board actions. Based on a 2010 audit by the Board, they stated the City needed to include storm water runoff monitoring at the Public Works Services Center (PWSC) and the Epicenter Maintenance Yard. Samples must be collected from at least two locations at each site. The reason we have to sample/monitor storm water runoff at the Epicenter and the PWSC is because of the potential of pollutants discharging off-site due to operations conducted at both locations. Both locations have material stock pile management, fueling, washing, etc. These operations have potential to cause pollutant discharge from site in a rain event. Reclaimed water usage for Epicenter fields. There is a health and safety factor that precludes the use of reclaimed water at the Epicenter. With the pedestrian traffic on the field and five hoses applying water to the field, along with the time of the evening when we have a typical breeze, the potential for reclaimed water to impact field pedestrians or even spectators in the stands is greatly increased. Regulations do not allow us to water if there is a chance that people could come in contact the recycled water. As such, the FY 2013-14 budget must plan for the cost of potable water rather than the less costly reclaimed water for the Epicenter fields. Enhanced Vapor Recovery (EVR). In 2009, the City went from Underground Storage Tanks (UST) to Aboveground Storage Tanks (AST) for gasoline and diesel storage at the Corporate Yard as well as the Sports Complex. Current CARB regulations require that the AST's be upgraded to meet the new EVR Phase II regulations by the end of •2014. Compliance with this new requirement has been factored into this budget. Fiscal Year 2013/14 Adopted Budget — Page 36 , 1 I Fiscal Summary The FY 2013-14 Adopted Budget is a product of past and continuing fiscal discipline enhanced by a recovering economy. The following is a summation of all FY 2013-14 ' City Budgets: City General Fund $ 65,240,470 1 Library Services $ 4,138,190 Fire Protection District $ 33,636,330 Special Funds including CIP $ 66,888,200 Summary ' Rancho Cucamonga remains committed to maintaining its 30+ year tradition of fiscal stability and providing the highest quality services to its customers within budgetary constraints. Whether through the gradual reduction of the operating budgets along with a commensurate phase out of reserve fund use over the last several years, or the more sudden reduction in personnel and operating funds that came with the State's unprecedented elimination of Redevelopment in FY 2011-12, the emphasis remains on stability of services, quality services, for the community. It is clear that any community which aspires to obtain a "world-class" standard in everything it does, must maintain a comprehensive suite of community services. Strong ' and responsive public safety, well maintained infrastructure, a careful approach to planning and engineering, high-quality community services, animal services and library services, an active economic development program, effective long-range planning and ' goal setting, and a strong conservative fiscal reporting and budgeting approach that supports all of these services; all of these components are necessary in a vibrant and healthy community. Looking ahead, we need to plan as carefully for the last phases of the City's development as those before us did for the first 36 years, seeking to ensure that our ' high development standards are continued and that long-term fiscal sustainability of the organization remains at the forefront. As the community ages, we must be prepared to invest more in maintenance of our public buildings, parks, trees, storm drainage, and ' other improvements; prioritize infrastructure replacement; and strengthen our code enforcement programs. It is instructive to look to other, older cities in the region to see what might lay ahead if we do not commit to maintaining and even improving what we ' have today. It is my personal goal, and that of our entire Executive Team, that Rancho Cucamonga in 20 years is still the premier city in the Inland Empire in which to live or do business. 1 _ Bri/M\ j Fiscal Year 2013/14 Adopted Budget — Page 37 L••;;� I I I I I I • THIS PAGE INTENTIONALLY LEFT BLANK ' fr 1 1 1 \ Fiscal Year 2013/14 Adopted Budget Page 38 1' os Attachment A i4�ire'I�, ���—�� I • • . —e Al."--J . RANCHO ._ _ ICUCA CALIFORNIA ONA 2013 CITY COUNCIL GOALS IThese 2013 goals were developed at the January 2013 City Council goal-setting session. As noted, many of these programs and projects are multi-year in nature, in order to develop and implement. PUBLIC SAFETY IIProactively develop public safety programs and facilities to meet community needs. t By October 2012, utilize three Safe Routes to Schools grants to improve/construct the Deer Creek Channel I adjacent to the Pacific Electric Trail, improve Valle Vista School sidewalks, and (with CM Office and Police Department) develop a Safe Routes to School Program to encourage walking and bicycling on the Pacific Electric Trail at 5 targeted pilot schools in the City. Engineering/City Manager's Office (prior year Council Goal) I t By June 2012, complete construction drawings for a training facility at Jersey Station (174). Fire District (prior year Council Goal) I , By June 2012, implement the Tactical Emergency Response Mapping Program utilizing the funding at all High Schools and Middle Schools in Rancho Cucamonga. Police (prior year Council Goal) • By June 2013, develop Phase I of a Public Safety Video Camera Network to provide as-needed video monitoring I of strategic/high-risk public areas throughout the City. Police/City Manager's Office (prior year Council Goal) • By June 2013, develop an Animal Services 3-year Strategic Plan. Animal Services/City Manager's Office (prior year Council Goal) I It By June 2013, implement a comprehensive field-based data collection system for the Fire Prevention Bureau. Fire District (prior year Council Goal) • By June 2014, create a Rancho Cucamonga Animal Care and Adoption Center Foundation and Endowment Fund I to fundraise for enhanced animal care services and facilities in the community. Animal Services • By December 2013, present to the City Council for approval a restructured spay and neuter voucher program to more effectively reduce pet and stray animal population. Animal Services I • By September 2013, implement technology which enables mobile animal license canvassing in the field. Animal Services/Administrative Services I Q By January 2014, develop a community-wide strategy to increase the number of CPR trained citizens (Sidewalk CPR). Fire District it By June 2014, conduct a security assessment for all City and school district facilities, as applicable. Police (prior Iyear Council Goal) PARKS AND RECREATION DEVELOPMENT IProceed with planning and development of major parks and recreational projects. • By June 2012, complete construction drawings for the Southwest Park project funded by the 2008 Statewide Park I Development and Community Revitalization Program. Community Services (prior year Council Goal) t By November 2012, complete the design, bid, and construction of the Etiwanda Creek Park sports lighting Ireplacement. Public Works (prior year Council Goal) �� J Fiscal Year 2013/14 Adopted Budget — Page 39 L '� 1 it By July 2013, increase the size and equipment capacity of the Wellness Pass Senior Exercise Room at Central Park by relocating it to different rooms, complete required construction using Public Works staff and purchase new exercise equipment. Community Services • By September 2014, utilizing results of the 2013 Needs Assessment, prepare a Park and Recreation Master Plan to guide the development of parks, facilities, special use facilities and programs for the next 10-15 years. Community Services ' ENHANCING PREMIER COMMUNITY STATUS As the community matures, undertake programs and projects to enhance Rancho Cucamonga's position as the premier community in our region. • By December 2012, present to Council for consideration a building permit study/update which is designed to ' achieve maximum feasible cost recovery. Building and Safety (prior year Council Goal) By December 2013, implement grant-funded Healthy RC Kids Program to develop policies to increase opportunities for physical activity and access to healthy food with an emphasis on southwest Rancho Cucamonga. ' City Manager's Office (prior year Council Goal) • By June 2011, negotiate updated joint use agreements with the elementary school districts. Community Services (prior year Council Goal) I' By December 2012, complete construction of a new Household Hazardous Waste (HHW) Facility to provide a permanent home for collection of e-waste and household wastes (i.e. oil, paint, fluorescent lighting, batteries, etc.). Engineering (prior year Council Goal) le By December 2012, complete construction of a new Public Works Service Center building. Public Works (prior year Council Goal) • t By June 2013, provide (4) Public Safety education meetings to RC mobile home park residents through a multi- departmental partnership between Building and Safety, Police, and Fire. Building and Safety (prior year Council Goal) 1t ' By October 2012, complete construction drawings for the retrofit of the Haven Avenue median islands between 4th Street and Base Line Road so they are water and maintenance efficient. Public Works/Engineering (prior year Council Goal) I • it By August 2013, begin construction of the Base Line Road and 1-15 Interchange project. Engineering (prior year Council Goal) By December 2013, using a multi-department team, significantly enhance city-wide, and as necessary, ' department-specific volunteer recognition program. Community Services/Library Services/Animal Services 'D By May 2015, complete a study and bring forward recommendations concerning the City and Fire District development impact fee program. Evaluate what fees may be needed for new development to fund the ' infrastructure necessary to support residential and commercial development through General Plan build-out. Community Development/Fire District • By August 2014, research pay to park, lease/own options,.and potential third-party administrators for cost analysis ' of a Paid Parking Program at the Metrolink Station. Engineering By December 2013, develop and present to City Council a long-term post Robert Woods Johnson Grant strategy to maintain Healthy RC momentum and success. City Manager's Office It By December 2013, present to City Council an "Adopt Program" that provides residents and businesses with opportunities to adopt City parks, trails, streets or facilities through financial sponsorships or volunteer hours that contribute toward the on-going maintenance of these sites. City Manager's Office le By June 2014, prepare and present to City Council a long term Economic Development Strategy which optimizes the value and contribution of all city and public safety departments in promoting the City as the premier business community of the Inland Empire. Community Development Fiscal Year 2013/14 Adopted Budget Page 40 L.+;- I • By December 2013, provide public workshops and outreach to contractors, designers, and residents about a simplified permit process for solar photovoltaic systems. Building and Safety I • By September 2013, convene a meeting of Western San Bernardino County cities to discuss opportunities for regionalization and improved cost and delivery efficiencies. City Manager's Office I t By September 2013, working with existing resources and, partnerships, develop a business visitation program to highlight key businesses in the City's manufacturing and industrial sector. City Manager's Office/Community Development I MID AND LONG RANGE PLANNING Begin efforts to develop mid-range and long-term goals and vision for the City. ' 'S By June 2013, complete a professionally conducted needs assessment that updates the 2001 needs assessment and is focused on recreational and cultural programs and facilities to be used in creating long range park development and recreational program vision plan. Community Services/City Manager's Office (prior year Council Goal) 4 By January 2014, develop and present to City Council a long term financial plan for the fiscal sustainability of the ICity's special districts(LMD's, SLD's, CFD's). Administrative Services 9 By September 2013, review areas with industrial zoning along arterials for possible rezoning to permit more commercial/office uses. Example of one such area is Rochester/Jack Benny by Quake Stadium. Planning/Community Development I • By 2014, initiate a Development Code Update to incorporate sustainable practices including recommendations of the Foothill Boulevard BRT Corridor Study (Compass Blueprint). Planning I Q By March 2014, review the City's long term objectives for the entire 6,000 acre Sphere area and identify development, mitigation, preservation and annexation potential. City Manager/Community Development I OTHER OBJECTIVES: Begin multi-year process of revising and/or implementing major City documents and systems, including: • • I it By June 2012, prepare a Purchasing Ordinance and Policies and Procedures to ensure consistency with recommended industry standards and organization and community effectiveness (three year process). IAdministrative Services (prior year Council Goal) it By March 2012, begin the meet and confer process with all City employee bargaining groups to update the City's Personnel Rules and Regulations. Administrative Services (prior year Council Goal) I t By June 2013, complete the replacement of the City's telephone infrastructure. Administrative Services (prior year Council Goal) • By April 2014, implement Accela Automation, the new land management enterprise system. Administrative Services it By September 2014, complete Council Chamber technology infrastructure replacement necessary'to provide Ireliable support for public meetings. Public Works I I cal � Fiscal Year 2013/14 Adopted l3udget - Page 41 L, '•;J 1 1 1 1 i 1 i i• 1 THIS PAGE INTENTIONALLY LEFT BLANK • Fiscal 1 i 1 i 1 1 1 1 Year 14 Adopted McRae( Page 42 L;•,:J 1 i GENERAL INFORMATION • I t I I I I S Fiscal Year 2013/14 Adopted Budget — Page 43 .';; 1 1 1 • i THIS PAGE INTENTIONALLY LEFT BLANK 1 I 1 1 Fiscal Year 2013/14 Adopted Budget — Page 44 12•1•H I ' CITY OF RANCHO CUCAMONGA, CALIFORNIA IFiscal Year 2013/14 Adopted Budget City Officials I ' City Council Name Term Expires IL. Dennis Michael Mayor 2014 Sam Spagnolo Mayor Pro-Tem 2016 I William J. Alexander Council Member 2014 Marc Steinorth Council Member 2016 Diane Williams Council Member 2014 I Administration and Department Heads I City Manager John R. Gillison I Assistant City Manager Linda Daniels Deputy City Manager/Administrative Services Lori Sassoon IDeputy City Manager/Economic and Community Development Jeff Bloom City and Redevelopment Agency Attorney James L. Markman ITreasurer (term expires 2016) James Frost City Clerk (term expires 2016) Janice C. Reynolds I Assistant City Clerk/Records Manager Debra McNay Animal Services Director Veronica Fincher Building and Safety Official Trang Huynh ICommunity Services Director Nettie Nielsen Engineering Services Director/City Engineer Mark Steuer IFinance Director Tamara L. Layne Fire Chief Mike Bell IHuman Resources Director Chris Paxton Library Director Robert Karatsu I Police Chief Anthony Onodera Public Works Services Director Bill Wittkopf I �� -- ----,L::; J Fiscal Year 2013/14 Adapted Budget— Page 45 . _....J 1 1 1 1 t THIS PAGE INTENTIONALLY LEFT BLANK ' 1 1 1 �•••� Fiscal Year 2013/14 Adopted 13udgct — Page 46 , •;: CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Organization Chart ' Citizens of ' Rancho Cucamonga City Clerk City Council City Treasurer City Attorney ' City Manager Administrative Animal Care - Police Economic and Services and Services Department Community Admin/G1S/IS/Purch/Spec Dist Development ' Community Fire Finance Services District ' Library Human Services Resources ' Building and Engineering Public Works Safety Services Planning Services t t j Fiscal Year 2013/14 Adopted l3udgct — Page 47 1 1 1 1 1• 1 THIS PAGE INTENTIONALLY LEFT BLANK ' t 1 1 1 1 Fiscal Year 2013/14 Adopted 13uduct — Paige 48 L.4:J CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Budget Guide The purpose of the City of Rancho Cucamonga's budget is to serve as a "blueprint" for providing City services and as a working financial plan for the fiscal year. It also represents the official organization plan, by which, City policies, priorities, and programs are implemented. It provides the means to communicate to the residents, businesses, and employees how the City's financial sources are used to ' provide services to the community. The budget includes both the operating costs to manage the City and the capital improvement projects that the City plans to undertake during the fiscal year. The budget is organized by fund, by department, and by account. A fund is defined as a fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and balances, which are segregated for the purpose of carrying on specific activities in accordance with special regulations, restrictions, or limitations. A department (e.g., Administrative Services) is an organizational unit with divisions (e.g., Purchasing). "Line" accounts provide the details of the type of expenditure that each department/division spends — e.g., salaries, ' benefits, supplies, and so forth. ' The budget document can be broken down into the following sections: Budget Message: This section includes the City Manager's executive summary to the City Council and describes what is in the budget, including budget issues and policies that lead to the development of the budget. General Information: This section includes a listing of City Officials; a City-wide Organization Chart; a Budget Guide; and a description of the Budget Process. ' Summaries of Financial Data: This section provides a variety of financial analyses such as multi-year revenue comparisons for the operating budget and the total budget; multi-year expenditure comparisons for the operating budget and the total budget; and the beginning and ending fund balances for each fund. ' Departmental Details: This section divides the document by department. It starts with City Council. The reader will find a narrative of the department describing each division and each program within that department; current year budget highlights; multi-year comparisons of expenditures by funding source and category; and multi-year summaries of budgeted full and part time staffing. ' Capital Improvement Program: This section provides a summary of the capital improvement projects planned for the year including their descriptions, funding sources, and the estimated cost of each project. 1 t c ,q Fiscal Year _013/14 ;�Y•,•; Adopted Budget — Page 49 L,+• J 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Budget Process ' The City's budget process begins in January. The City Manager outlines the goals and directives for the development of the coming year's budget based on the results of the semi-annual Council goal setting workshops. Finance distributes the budget calendar, instructions, forms, and budget worksheets to the departments. Public Works Services coordinates the departmental building modification and vehicle replacement requests. Engineering coordinates the capital improvement project requests. After the departments have input their budget requests, Finance compiles the data and calculates ' the total amount requested including estimated revenues and projected fund balances. The City Manager and Finance Director hold departmental budget meetings. Subsequently, the City Manager makes his recommendations and Finance prepares the proposed budget document. The City Manager submits the proposed budget to City Council. The Council conducts a budget study session; sets a public hearing; and adopts the budget prior to the beginning of the fiscal year. After the budget is adopted, staff integrates the budgetary data into the City's accounting system. Month-end reports are distributed to the departments to monitor budget performance throughout the year. Capital Improvement Projects Budget Process: The City maintains a rolling Five-Year ' Capital Improvement Program (CIP). In February each year, the Engineering Services Department solicits proposals from the other City departments for inclusion in the coming year's capital improvement projects budget. Around the same time, the Finance Department provides Engineering Services the estimated fund balances available for appropriation for CIP. These fund balances usually come from Special Revenue Funds and Capital Projects Funds. Both these fund types are earmarked for specific uses. Engineering Services staff then prepares the Capital Improvement Project form, which provides detailed information about the proposed capital improvement project. Typically, a project costing $5,000 or more (with some exceptions depending on the type of project) is categorized as a capital improvement project. ' During the departmental budget meetings, the City Manager and staff conduct a "walkthrough" of the various proposed projects. After the City Manager's evaluation of what will be included in the proposed budget, the CIP is submitted to the Planning Commission to determine if the projects conform to the General Plan. The proposed CIPs relating to parks are also submitted to the Parks & Recreation Commission for comments and recommendations. Budget amendments: Supplemental appropriations, when required during the fiscal year, require approval by the City Council. Although supplemental appropriations can occur throughout the fiscal year, a comprehensive update to budgeted figures occurs once per year as part of the Amended Budget process which is presented to the City Council in May each fiscal year. Budget changes within each department or between accounts are approved by the City ( �\\ Fiscal Year 2013/14 Adopted 13udu,et Page 50 L,�:: 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA 1 Fiscal Year 2013/14 Adopted Budget ' Budget Process Manager and/or the respective department head depending on the dollar threshold of the budget change. Basis of budgeting: The City uses the modified accrual basis in budgeting governmental funds. ' This means that obligations of the City, including outstanding purchase orders, are budgeted as expenses and revenues are recognized when they are both measurable and available to fund current expenditures. For proprietary funds, the budget is prepared on a full accrual basis. This means expenses are recognized when incurred and revenues are recognized when due the City. Depreciation expense is not included in budgeting for proprietary funds but the full purchase price of equipment is included in the budget. ' Basis of accounting: The City uses the modified accrual basis of accounting for governmental funds. Revenues are recorded when measurable and available to fund current expenditures. ' Expenditures are recorded when the services are substantially performed or the goods have been received and the liabilities have been incurred. The City's proprietary funds use the full accrual basis of accounting; revenues are recorded when earned and expenses are recorded when ' incurred. Budgetary control is maintained at the department level within each fund. The City also ' maintains an encumbrance accounting system budgetary control. Estimated purchase amounts are encumbered prior to the release of purchase orders to vendors. At fiscal year end, all operating budget appropriations lapse. Open encumbrances are reported as reservations of fund ' balances at fiscal year-end. Budgetary Data: Annual budgets are legally adopted for all funds on a basis consistent with generally accepted accounting principles, except for the following funds for which no budget is proposed for FY 2013/14: ' Special Revenue Funds: Cal Trans Reimbursements AD 93-1 Masi Commerce Center ' Henderson/Wardman Drainage General City Street Lights Etiwanda No. Equestrian Facilities SB 140 Fire Technology Fee Fund Various Grant Funds ' Capital Projects Funds: ' ADs 82-1, 86-2 CFDs 2000-01, 2000-02, 2000-03, 2003-01, 2006-02 • The following Flow Chart describes the City's annual budget process. e1 J Fiscal Year 2013/14 Adopted Budget — Page 51 IRA" CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget ' Budget Process FLOW CHART i January February FINANCE DEPARTMENTS ' Early January Analyze and Project 4 Submit Budget Revenue Estimates Requests to Finance ' Department _ BUDGET _ KICK-OFF I ' February February/March • • FINANCE FINANCE ' Present Mid-Year Review and Analyze Budget Review Budget Requests/ Finalize Revenue Projections March v April April CITY MANAGER/ ENGINEERING/ FINANCE FINANCE DIRECTOR PUBLIC WORKS Prepare Proposed Budget Meetings with CIP presented to Budget Departments Planning Commission May • June June CITY MANAGER CITY COUNCIL/ CITY COUNCIL CITY MANAGER Submit Proposed ► Hold Public Hearing& Budget to City Council Conduct Budget Adopt Budget Study Session yi (rVA Fiscal Year 2013/14 Adopted Budget Page 52 L, ;.•J • .•__ SUMMARIES OF FINANCIAL DATA I Budget Summary Fiscal Year 2013/14 Adopted Bucket Page 53 Ib idl 1 1 1 1 1 1• 1 THIS PAGE INTENTIONALLY LEFT BLANK ' 1 I 1 n\ L< ti Fiscal Year 2013/14 Adopted Ihidgct Page )4 L. ««, ' - oON T N o 0 �0 Q0"0 M"0 QN"0 r+l 0 0 N N o N N 0 Q h OW 0. o W o Q o N N N O m N b O M O O N b orn Q r0 .- h Po M o o t•1 ?o 0 W o m o T b P O N O\ Vi C oO W O o Q N O N 01 p 0 Q Or OM o. 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J V v C „ p m 0 c m a c + ry• X v v N ~ € ? � :so ca E ELL G 8 N L O E a TS 1 r o L1 F 42 ° y G .� I- v a E` m 8 o v Ft E y a u c E = 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK ' • 1 1 1 Fiscal Your 2013/14 Adopted Budget Page 56 L.•�;�� 1 I I • SUMMARIES OF FINANCIAL DATA I I Revenue Summaries . • I Fiscal Year 2013/14 Adopted Budget — Page 57 L.�•;�� 1 1 1 1 1 1 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 1 1 i 1 1 1 Fiscal Year 2013/14 Adopted Budget — Page 58 L •;:JI CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Revenue and Resource Estimates The City receives a multitude of revenue from many sources, most of which must be accounted ' for separately and their identity kept intact. Revenue projections in the Fiscal Year 2013/14 Adopted Budget are estimated using historical information, expert analysis, data collected from the State Controller, the State Department of Finance, the League of California Cities, the San ' Bernardino County Auditor-Controller's Office, and numerous financial indicators. Utilizing historical revenue data, a general sense of the economic status of the local community, and other indicators noted above, the City's budget staff produce a financially conservative picture of the near future. Concurrent with the near-term revenue projections, City budget staff, using the same data and historical data noted above, keep a running five-year forward projection that we use in conjunction with our near-term estimates to help guide the agency's medium and long-term planning for expenditures. ' Major Revenues of Funds ' Operating Budget. The City's Operating Budget, which is comprised of the City General Fund, Fire District Operational Funds, and City Library Fund, is primarily supported by seven key revenue sources. These key revenue sources include: sales tax, vehicle license fees (VLF and Property Tax in Lieu of VLF), franchise fees, property tax, development fees, business licenses, and transient occupancy tax. Sales Tax. California sales tax is imposed on the total retail price of any tangible personal property (excluding a variety of state mandated exemptions), while use tax is imposed on the ' purchaser for eligible transactions when sales tax has not been collected. The sales and use tax rate in San Bernardino County is currently 8.00%, of which Rancho Cucamonga receives 1% from the California State Board of Equalization (SBOE) for transactions occurring within the City. The City also receives its share of the Proposition 172 half-cent public safety sales tax from the County of San Bernardino in addition to the amount distributed directly by the State. The City works closely with its sales tax consultant, HdL Companies, in projecting sales tax ' revenue. Based on HdL's analysis of the trend in year-to-date tax receipts, macroeconomic conditions (done in collaboration with its partner Beacon Economics) and an examination of local business data, the consultant anticipates the City will receive sales tax revenue of $26.3 ' million for FY 2013/14, a $2.1 million, or 8.5%, increase from the FY 2012/13 budget. Vehicle license fees (VLF and Properly Tax in lieu of VLF). The majority of this revenue source is Property Tax in lieu of VLF and is a result of the VLF for property tax swap of 2004 which was part of the state-local budget agreement. Growth in this revenue source is based on the increase in the City's assessed valuation of the properties within the City. This was a change ' from the growth factor used for VLF which was the change in the City's population. The City works closely with its property tax consultant, HdL Coren & Cone, to project the growth in the City's assessed valuation. �1\ .• Fiscal it Yc ur 2013/14 Adopted liudgcl — Page 59 t•;; 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget ' Revenue and Resource Estimates , SB89 of 2011 eliminated, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature's efforts to solve the state's chronic budget problems, the bill shifted all city VLF revenues to fund law enforcement grants that previously had been paid by a temporary state tax and– prior to that – by the state general fund. The League of California Cities challenged this action in court as a Constitutional violation. Unfortunately, in March 2013, the petition was denied. Staff will continue to track any new developments in this area regarding potential appeals, etc. Cities should expect zero VLF revenues on a go forward basis unless and until there is a change in law. The City receives a small amount of VLF in Excess from the State which is allocated under Revenue and Taxation Code Section 11001.5(b). Half of these revenues go to counties and half go to cities apportioned on a population basis. . Overall revenues for vehicle license fees (VLF and Property Tax in lieu of VLF) are projected to be $14,863,820 which is a $524,510, or 3.7%, increase from the FY 2012/13 budget as a result of a projected increase in the City's assessed valuation. ' Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable providers within the City as "rent" for the use of the streets and rights of way within our municipality. Revenues are projected based on estimated population increases (based on the State Department of Finance's population estimates adjusted for the impact of the projected date of build-out in the City), anticipated rate changes, and known changes in activities communicated by the respective service providers. Franchise fees are projected to increase $199,320, or 3.5%, from FY 2012/13. Property tax. Property tax is an ad valorem (value-based) tax imposed on real property such as land, buildings, and tangible personal property. Property tax revenue is collected by the County of San Bernardino and allocated according to State law among cities, counties, school districts, and special districts. Rancho Cucamonga property owners pay a basic tax equal to 1% of the assessed value on real property. The City's share of this property tax dollar is approximately 5.11 cents (shared between the City General Fund and City Library Fund) and the Fire District's share of this property tax dollar is approximately 12.48 cents, for a total of 17.59 cents for the City's operating budget. The City works with its property tax consultant in projecting property tax revenue, an estimate made with four factors in mind: property turnover rate, pricing and appeals exposure, new construction activity, and Proposition 13's annual inflation adjustment. After considering these factors, the City's consultant has projected that Rancho Cucamonga's property tax revenue will increase 2.75%. Property tax revenues for the City General Fund have increased slightly overall by $132,100 or 3.4% from FY 2012/13. The Library's property tax has increased $129,020 or 4.0% from FY 2012/13. The Fire District General Fund Property Tax revenue has increased by $2,310,270 or 14.1% from FY 2012/13, primarily due to a partial allocation of the additional post- redevelopment property tax distributed by the County of San Bernardino as a Residual Balance to all qualifying taxing entities being added to property tax revenues in FY 2013/14. The remaining Residual Balance distribution is reflected in the revenues of the Fire Protection Capital Fund to be used for future capital and infrastructure replacement. Property Tax revenue , — tr:;,"; Fiscal Year 2013/14 Adopted 13udgcl CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2013/14 Adopted Budget Revenue and Resource Estimates for the Fire District's two Community Facilities Districts (CFDs) remained relatively constant ' compared to FY 2012/13 with no increase in CPI required. Revenues for CFD 85-1 are down slightly due to a fine-tuning of the application of the rate and method of apportionment for the CFD. Development fees. Development fees are collected through the Community Development departments and are projected based upon known or anticipated development projects within the ' City. Depending on what phase a project is in for a given fiscal year, the corresponding Building and Safety, Engineering, or Planning Fees are adjusted accordingly. Based on input received from the Community Development departments, development fees are projected to increase ' $88,460 (excludes special services fees), or 3.1%, from FY 2012/13. Business licenses. The City taxes businesses for the privilege of conducting business within the ' City. The amount of the tax is determined based on either gross receipts or gross payroll for the business. The growth factor applied to this revenue source is the Consumer Price Index (CPI) as published by the U.S. Department of Labor, Bureau of Labor Statistics. Business Licenses revenues are projected to remain at the FY 2012/13 Adopted Budget level. Transient Occupancy Tax (TOT). TOT is a 10% tax applied to the cost of hotel or other lodging stays of less than 30 days. Factors influencing TOT revenues include business and leisure travel and room rate increases. The growth factor applied to this revenue source is the ' Consumer Price Index (CPI) as published by the U.S. Department of Labor, Bureau of Labor Statistics to anticipate potential room rate increases as well as increased travel due to a slightly improving economy. The Transient Occupancy Tax (TOT) has increased $281,540 or 15.2% ' from FY 2012/13. The revenues discussed above total $58,435,400 and represent 60.2% of the City's Operating ' Budget and 37.4% of the City's overall budget. Other Funds. Revenues for the other City funds are comprised of various taxes, charges for ' services, intergovernmental, and other sources. Property taxes are collected for the City's various Landscape Maintenance Districts (LMDs), Street Lighting Districts (SLDs), and various special districts. These property tax revenues total $16,159,380, or 10.3% of the City's overall ' budget. The amounts of the assessments have been calculated in accordance with the governing regulations and are assessed on a per parcel or per dwelling unit basis. Certain special districts have a provision for an annual CPI increase, but the majority of the special districts do not have ' such a provision. All revenues collected are legally restricted for use in the respective special districts only. Additional property tax revenues are reflected in the Fire Protection Capital Fund in the amount of $9,217,390, or 5.9% of the City's overall budget. These property tax revenues represent the tax increment that was collected by the Redevelopment Agency in prior years for Fire District ' capital expenditures. Due to the elimination of the Redevelopment Agency on February 1, 2012, I fiseal Year 2013/14 Adopted 13uduct Page 6I �, •A'J 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Revenue and Resource Estimates these revenues are now distributed directly to the Fire District and will be used for the same capital expenditure purposes. ' Charges for services are received for Community Services recreational and community activities, in the amount of $3,081,650, as well as for the City's Municipal Utility, in the amount of $11,414,500, which provides electrical service to a portion of the City. Together, these revenues represent 9.3% of the City's overall budget. All charges for services are set by fee resolutions which are approved by the City Council and comply with all State laws regarding fees and taxes including Proposition 26. Intergovernmental revenues include the various State Gas Tax revenues as well as grant income received. The State provides revenue estimates during the City's budget process and grant income is projected based on the amount applied for. Intergovernmental revenues represent $12,417,410, or 7.9%, of the City's overall budget. Other sources of revenue include interest earnings, reimbursements from other funds, and transfers in. • 1 1 i 1 1 . . T\ \ • . _ � •• Fiscal Year 2013/14 Adopted 6udgct — Page 62 ��••;;�� I I I I I t I t THIS PAGE INTENTIONALLY LEFT BLANK 1 1 1 Fiscal Year 2013/14 Adopted Budget — Page 63 i �.:;iJl 1 City of Rancho Cucamonga, California Revenue Summary by Category Operating Budget* Fiscal Year 2013/14 Adopted Budget ' Intergovernmental 2.86 Other 0.18° Charges for Services k % Use of Money 2.90%&Prop /_ I _iransterin 0.69% 1.78% Fines&Forfeitures , 0.89% Licenses&Permits 3.54% ' 1 1 Taxes: Property Tax** $ 50,166,990 Sales Tax 26,301,170 Franchise Fees 5,964,400 Transient Occupancy Tax 2,124,700 Admissions Tax 78,860 Subtotal-Taxes 84,636,120 Licenses & Permits 3,441,820 Fines & Forfeitures 860,330 Use of Money& Property 674,690 , Charges for Services 2,812,260 Intergovernmental 170,770 Other 2,772,680 Transfer In 1,732,170 Total Operating Budget $ 97,100,840 *Operating Budget is comprised of the City General Fund (Fund 001), Fire District Operational Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290). **Includes Property Tax In-Lieu of VLF in the amount of$14,771,100 for the City General Fund (Fund 001). L•':� I kcal Year 2111 '; 1 4 .\tluhi�cl liudgel Page 64 ••• ' City of Rancho Cucamonga Revenue Summary by Category I Operating Budget Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 001-GENERAL FUND I TAXES $ 51,224,466 $ 51,258,110 $ 54,888,180 LICENSES&PERMITS 3,191,295 3,416,980 3,441,820 FINES&FORFEITURES 641,323 662,550 635,710 I USE OF MONEY& PROPERTY 866,334 943,000 376,740 2 CHARGES FOR SERVICES 2,143,695 2,731,580 2,691,030 INTERGOVERNMENTAL 164,513 165,140 170,770 I OTHER 3,705,263 2,428,240 1,937,810 TRANSFER IN 1,417,930 1,745,440 1,002,400 TOTAL 001 -GENERAL FUND $ 63,354,819 $ 63,351,040 $ 65,144,460 I 281 - FIRE FUND TAXES $ 13,696,362 $ 16,399,940 $ 18,710,210 LICENSES&PERMITS 666,981 662,460 0 I FINES&FORFEITURES 73,464 53,540 49,620 USE OF MONEY& PROPERTY 121,729 121,360 100,290 CHARGES FOR SERVICES 23,731 42,500 40,010 I OTHER 5,434,922 642,870 654,870 TRANSFER IN 2,133,680 179,840 0 TOTAL 281 -FIRE FUND $ 22,150,869 $ 18,102,510 $ 19,555,000 1 282-COMMUNITY FACILITIES DIST 85-1 TAXES $ 6,445,142 $ 6,465,170 $ 6,383,630 USE OF MONEY&PROPERTY 33,122 40,300 19,280 I CHARGES FOR SERVICES 6,020 4,600 3,600 OTHER 32,569 10,000 30,000 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,516,854 $ 6,520,070 $ 6,436,510 1 283-COMMUNITY FACILITIES DIST 88-1 TAXES $ 1,196,979 $ 1,255,030 $ 1,282,540 USE OF MONEY& PROPERTY 88 0 0 ICHARGES FOR SERVICES 1,120 1,120 1,120 OTHER 40,362 10,000 10,000 TRANSFER IN 524,140 583,940 729,770 1 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,762,690 $ 1,850,090 $ 2,023,430 290-LIBRARY FUND I TAXES FINES&FORFEITURES $ 2,880,455 $ 3,242,540 $ 3,371,560 203,923 175,000 175,000 USE OF MONEY&PROPERTY 192,816 187,290 178,380 CHARGES FOR SERVICES 76,946 93,500 76,500 IINTERGOVERNMENTAL 7,038 0 0 OTHER 178,489 140,000 140,000 TOTAL 290-LIBRARY FUND $ 3,539,667 $ 3,838,330 $ 3,941,440 ITOTAL OPERATING BUDGET $ 97,324,898 $ 93,662,040 $ 97,100,840 - - a.;:•1 i Fiscal Year 2013/14 Adopted 13udget Paw! 65 City of Rancho Cucamonga ' Revenue Detail Operating Budget ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 001 -GENERAL FUND t TAXES 4101 Property Taxes-CY Secured • $ 3,067,845 $ 3,107,650 $ 3,199,490 4102 Property Taxes-CY Unsecured 136,187 141,390 145,980 t 4103 Property Taxes-PY Sec&Unsec 113,714 108,000 114,800 4104 Property Taxes-Penalties/Int. 152,132 140,320 175,500 4105 Property Taxes-Supplemental 76,690 100,260 78,800 4106 Property Taxes-Unitary 298,405 280,450 295,600 ' 4107 Property Transfer Tax 618,251 515,000 827,300 4111 Property Tax In-Lieu of VLF 14,249,308 14,249,310 14,771,100 4112 Property Tax- Post RDA 0 772,190 810,480 t 4120 Sales and Use Tax • 18,766,742 17,869,530 19,403,250 4121 Prop 172-Half Cent Sales Tax 403,583 409,260 430,170 4122 Sales Tax In-Lieu(Triple Flp) 5,589,330 5,956,510 6,467,750 t 4125 Transient Occupancy Tax 1,927,812 1,843,160 2,124,700 4126 Admissions Tax 11,649 0 78,860 4130 Franchise Fee-Gas& Electric 2,378,459 2,400,000 2,468,140 4131 Franchise Fee-Resid. Refuse 970,491 933,830 941,310 ' 4132 Franchise Fee-Comm. Refuse 1,193,995 1,150,240 1,228,840 4133 Franchise Fee-Cable 1,269,872 1,281,010 1,326,110 TOTAL TAXES $ 51,224,466 $ 51,258,110 $ 54,888,180 ' LICENSES& PERMITS 4201 Business Licenses $ 2,141,863 $ 2,251,140 $ 2,251,140 t 4203 Electrical Permit 31,431 0 0 4204 Mechanical Permit 27,842 0 0 4205 Plumbing Permit 17,352 0 0 4206 Grading Permit 24,342 0 0 ' 4207 Building Permits 683,785 874,290 885,000 4209 Mobile Home Permit 4,365 2,800 2,800 4210 Bldg Permits-SB1473(90%to CA) 1,811 330 550 ' 4215 Animal Licenses 227,083 270,000 280,000 4220 Other Licenses&Permits 31,422 18,420 22,330 TOTAL LICENSES& PERMITS $ 3,191,295 $ 3,416,980 $ 3,441,820 1 FINES&FORFEITURES 4301 Vehicle Code Fines $ 166,212 $ 242,620 $ 127,370 4302 Parking Citations 124,679 142,170 165,360 ' 4306 Vehicle Release Fees 132,000 171,980 170,990 4307 Citation Proof of Corr Fees 2,110 1,790 3,200 4308 General Ordinance Fines 90,208 44,930 38,830 ' 4309 False Alarm Fees 4,550 9,600 4,110 4310 Loud Party Ordinance Fines 0 800 400 4311 Booking Fees Reimbursement 160 0 0 ' 4313 Other Fines& Forfeitures 97,755 48,660 125,450 4314 Red Light Fines 23,650 0 0 TOTAL FINES&FORFEITURES $ 641,323 $ 662,550 $ 635,710 USE OF MONEY&PROPERTY ,.- L\ JFiscal Year 2111 x/14 Adopted 13ud�scl - Page 66 ,•;. ICity of Rancho Cucamonga Revenue Detail I Operating Budget Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget I 4401 Interest Earnings $ 749,919 $ 757,320 $ 322,230 4402 Unrealized Gain (44,879) 0 0 4419 Other Rental/Lease Income 117,539 125,340 31,960 4440 Sale of Fixed Assets 43,755 60,340 22,550 ITOTAL USE OF MONEY& PROPERTY $ 866,334 $ 943,000 $ 376,740 CHARGES FOR SERVICES I 4501 Plan Check Fees $ 0 $ 782,250 $ 800,000 4502 Building Plan Check 572,445 0 0 4503 Electrical Plan Check 2,169 0 0 I 4504 Mechanical Plan Check 532 0 0 4505 Plumbing Plan Check 2,724 0 0 4506 Grading Plan Check 15,099 0 0 4508 Planning Fees 673,610 575,000 575,000 I 4509 Planning- Special Services Fee 1,959 440,000 440,000 4510 Engineering Fees 621,224 600,000 600,000 4511 Engineering- Special Services 70 80,000 50,000 I 4520 Recreation Fees (284) 0 0 4523 Web Sales Fees (86) 0 0 4560 Fingerprint Fees 30,445 30,970 27,680 I 4563 Candidates Filing Fees 0 30,000 0 25 4564 Returned Item Charge 540 600 250 4565 Passport Processing Fees 4,800 0 0 4567 Passport Photo Fees 1,728 0 0 I 4570 Sale of Printed Materials 16,868 17,260 17,100 4630 Animal Adoption Fees 138,744 125,000 125,000 4631 Animal Spay/Neuter Fees 1,007 500 7,000 I 4632 Animal Apprehension Fees 416 0 9,00 0 900 4633 Animal Boarding Fees 8,518 9,000 9,000 4634 Animal Impound Fees 25,982 20,000 18,000 I 4636 Owner Surrender Fees 14,230 13,000 13,000 4637 Animal Pick-Up Fee 6,556 4,000 5,000 4638 Microchipping Fee 4,325 4,000 4,000 4639 Rabies Vaccination Fee 75 0 0 ' TOTAL CHARGES FOR SERVICES $ 2,143,695 $ 2,731,580 $ 2,691,030 INTERGOVERNMENTAL . I 4701 Motor Vehicle In-Lieu Fees $ 88,508 $ 90,000 $ 92,720 4710 Homeowners Property Tax Relief 76,005 75,140 78,050 TOTAL INTERGOVERNMENTAL $ 164,513 $ 165,140 $ 170,770 IDEVELOPMENT FEES TOTAL DEVELOPMENT FEES $ 0 $ 0 $ 0 I OTHER 4901 Other Revenue $ 587,336 $ 725,280 $ 590,740 4905 Contributions/Fund Raising 36,224 101,980 43,930 I 4911 Reimbursement from Other Funds 2,798,298 113,730 182,390 4913 State Mandate Reimbursement 49,285 0 0 ,�y/ ,ems Fiscal Year 2013/14 Adopted Budget - Page 67 • City of Rancho Cucamonga ' Revenue Detail Operating Budget ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 4914 Non-Abated Reimbursements • 234,120 117,940 83,250 i 4915 Bad Debt Recovery 0 0 35,440 4917 RDASA Admin Allowance 0 1,369,310 1,002,060 TOTAL OTHER $ 3,705,263 $ 2,428,240 $ 1,937,810 ' TRANSFER IN 8017 Transfer In-Law Enforcment Rsv $ 0 $ 357,670 $ 60,000 8025 Transfer In-Capital Rsry Fund 382,760 398,990 0 8073 Transfer In-Fund 073 92,770 46,380 0 8705 Transfer In-Municipal Utility 942,400 942,400 942,400 TOTAL TRANSFER IN $ 1,417,930 $ 1,745,440 $ 1,002,400 ' TOTAL 001-GENERAL FUND $ 63,354,819 $ 63,351,040 $ 65,144,460 281-FIRE FUND ' TAXES 4101 Property Taxes-CY Secured $ 11,724,733 $ 11,867,340 $ 12,215,700 4102 Property Taxes-CY Unsecured 520,455 547,350 562,400 ' 4103 Property Taxes-PY Sec&Unsec 445,854 454,840 390,220 4104 Property Taxes-Penalties/Int. 302,035 335,800 308,250 4105 Property Taxes-Supplemental 81,207 104,830 83,440 1 4106 Property Taxes-Unitary 443,189 445,330 483,270 4110 Homeowners Exemption 178,889 178,070 172,940 4112 Property Tax-Post RDA 0 2,466,380 2,537,690 4113 Property Tax-Post RDA Res Blc 0 0 1,956,300 TOTAL TAXES $ 13,696,362 $ 16,399,940 $ 18,710,210 • LICENSES&PERMITS 4211 Fire Permits $ 666,981 $ 662,460 $ 0 TOTAL LICENSES&PERMITS $ 666,981 $ 662,460 $ 0 FINES&FORFEITURES 4309 False Alarm Fees $ 26,300 $ 15,240 $ 11,320 4313 Other Fines&Forfeitures (190) 3,700 3,700 , 4316 Weed Abatement 47,354 34,600 34,600 TOTAL FINES& FORFEITURES $ 73,464 $ 53,540 $ 49,620 USE OF MONEY&PROPERTY ' 4401 Interest Earnings $ 28,667 $ 30,700 $ 15,230 4402 Unrealized Gain 467 0 0 4419 Other Rental/Lease Income 83,531 90,660 85,060 , 4440 Sale of Fixed Assets 9,064 0 0 TOTAL USE OF MONEY& PROPERTY $ 121,729 $ 121,360 $ 100,290 CHARGES FOR SERVICES ' 4501 Plan Check Fees $ 18,054 $ 36,190 $ 36,190 4546 FSD Fees 2,413 140 140 4548 D.U.I.Recovery 138 280 280 Fiscal Year 2013/14 Adopted Budget Page 68 ICity of Rancho Cucamonga Revenue Detail I Operating Budget Fiscal Year 2013/14 Adopted Budget I . 2012/13 Adopted 2013/14 2011/12 Adopted Actual Budget Budget I 4549 Hazmat Recovery 355 900 900 4551 Fire Setters Recovery 897 500 500 4553 Fire Maintenance Fees 1,874 4,490 2,000 I TOTAL CHARGES FOR SERVICES $ 23,731 $ 42,500 $ 40,010 DEVELOPMENT FEES TOTAL DEVELOPMENT FEES $ 0 $ 0 $ 0 IOTHER 4901 Other Revenue $ 18,126 $ 60,100 $ 11,400 I 4905 Contributions/Fund Raising 3,500 21 3,000 3,000 4914 Non-Abated Reimbursements 5,359 138,560 138,560 4916 Reimbursement from OPEB Trust 641,738 441,210 501,910 4930 Advances from Other Funds 4,556,198 0 0 ITOTAL OTHER • $ 5,434,922 $ 642,870 $ 654,870 TRANSFER IN I 8001 Transfer In-General Fund $ 168,860 $ 179,840 $ 0 8505 Transfer In-Fire Protean RDA 1,964,820 0 0 TOTAL TRANSFER IN $ 2,133,680 $ 179,840 $ 0 ITOTAL 281 -FIRE FUND $ 22,150,869 $ 18,102,510 $ 19,555,000 282-COMMUNITY FACILITIES DIST 85-1 I TAXES 4101 Property Taxes-CY Secured $ 6,320,028 $ 6,320,440 $ 6,296,420 4103 Property Taxes-PY Sec&Unsec 98,872 122,160 64,020 I 4104 Property Taxes-Penalties/Int. 26,243 22,570 23,190 TOTAL TAXES $ 6,445,142 $ 6,465,170 $ 6,383,630 I USE OF MONEY&PROPERTY 4401 Interest Earnings $ 32,734 $ 40,300 $ 19,280 4402 Unrealized Gain 388 0 0 ITOTAL USE OF MONEY&PROPERTY $ 33,122 $ 40,300 $ 19,280 CHARGES FOR SERVICES 4552 CFD Annexation Fees $ 6,020 $ 4,600 $ 3,600 ' TOTAL CHARGES FOR SERVICES $ 6,020 $ 4,600 $ 3,600 OTHER I 4914 Non-Abated Reimbursements $ 32,569 $ 10,000 $ 30,000 TOTAL OTHER $ 32,569 $ 10,000 $ 30,000 I TRANSFER IN TOTAL TRANSFER IN $ 0 $ 0 $ 0 ITOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,516,854 $ 6,520,070 $ 6,436,510 L• , '.JI j Fiscal Year 21113/1 4 Adopted Budget - I'agc 69 City of Rancho Cucamonga I Revenue Detail Operating Budget ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 283-COMMUNITY FACILITIES DIST 88-1 ' TAXES 4101 Property Taxes-CY Secured $ 1,159,706 $ 1,199,570 $ 1,249,490 4103 Property Taxes-PY Sec&Unsec 28,610 41,470 25,150 , 4104 Property Taxes-Penalties/Int. 8,663 13,990 7,900 TOTAL TAXES $ 1,196,979 $ 1,255,030 $ 1,282,540 USE OF MONEY& PROPERTY ' 4402 Unrealized Gain $ 88 $ 0 $ 0 TOTAL USE OF MONEY&PROPERTY $ 88 $ 0 $ 0 CHARGES FOR SERVICES I 4552 CFD Annexation Fees $ 1,120 $ 1,120 $ 1,120 TOTAL CHARGES FOR SERVICES $ 1,120 $ 1,120 $ 1,120 ' OTHER 4914 Non-Abated Reimbursements $ 40,362 $ 10,000 $ 10,000 t TOTAL OTHER $ 40,362 $ 10,000 $ 10,000 TRANSFER IN 8281 Transfer In-Fire Fund • $ 524,140 $ 583,940 $ 729,770 ' TOTAL TRANSFER IN $ 524,140 $ 583,940 $ 729,770 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,762,690 $ 1,850,090 $ 2,023,430 , 290- LIBRARY FUND TAXES ' 4101 Property Taxes-CY Secured $ 2,701,173 $ 2,918,780 $ 3,044,810 4102 Property Taxes-CY Unsecured 74,759 77,090 80,130 4103 Property Taxes-PY Sec&Unsec 62,423 58,890 63,020 4105 Property Taxes-Supplemental 42,099 53,970 43,260 ' 4112 Property Tax-Post RDA 0 133,810 140,340 TOTAL TAXES $ 2,880,455 $ 3,242,540 $ 3,371,560 FINES& FORFEITURES I 4312 Library Fines and Fees $ 203,923 $ 175,000 $ 175,000 TOTAL FINES&FORFEITURES $ 203,923 $ 175,000 $ 175,000 , USE OF MONEY&PROPERTY 4401 Interest Earnings $ 79,002 $ 67,290 $ 58,380 4402 Unrealized Gain (636) 0 0 , 4410 Media Rentals 114,449 120,000 120,000 TOTAL USE OF MONEY& PROPERTY $ 192,816 $ 187,290 $ 178,380 CHARGES FOR SERVICES I 4515 Information Service Fees $ 1,609 $ 500 $ 500 4565 Passport Processing Fees • 42,286 60,000 46,000 4567 Passport Photo Fees 9,540 15,000 10,000 Fiscal Year 2013/14 Adopted Budget Page 70 , :; ICity of Rancho Cucamonga Revenue Detail I Operating Budget Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget I 4570 Sale of Printed Materials 23,512 18,000 20,000 TOTAL CHARGES FOR SERVICES $ 76,946 $ 93,500 $ 76,500 INTERGOVERNMENTAL I 4740 Grant Income $ 7,038 $ 0 $ 0 TOTAL INTERGOVERNMENTAL $ 7,038 $ 0 $ 0 I OTHER 4901 Other Revenue $ (236) $ 0 $ 0 4906 CLSA Direct Loan 53,725 0 0 I 4907 Private Contributions Library 120,000 130,000 130,000 4909 RC Library Foundation Support 5,000 10,000 10,000 TOTAL OTHER $ 178,489 $ 140,000 $ 140,000 ITOTAL 290-LIBRARY FUND $ 3,539,667 $ 3,838,330 $ 3,941,440 TOTAL OPERATING BUDGET $ 97,324,898 $ 93,662,040 $ 97,100,840 I I I I I I I I • I I ,'. Fiscal Year car 2013/14 Adopted Midget — Page 71 b.":"J i 1 City of Rancho Cucamonga, California Revenue Summary by Category All Funds ' Fiscal Year 2013/14 Adopted Budget Development Fees Other 0.55% 2.95% Transfer In Intergovernmental 2.42% 7.95% • Charges for Services , 11.94% Use of Money& ' Property /� 2.15% Fines&Forfeitures 0.80% Licenses&Permits 2.21% 1 Taxes $ 107,897,470 Licenses & Permits 3,453,110 Fines& Forfeitures 1,248,360 Use of Money& Property 3,357,220 Charges for Services 18,662,260 111 Intergovernmental 12,417,410 Development Fees 858,900 Other 4,611,830 Transfer In 3,774,590 Total All Funds Budget $ 156,281,150 ' I i;L,il l L•,ir 21113 14 Adopted Budget Page 72 . :: ' City of Rancho Cucamonga Revenue Summary by Category I All Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget I CITY OF RANCHO CUCAMONGA TAXES $ 68,874,734 $ 68,604,310 $ 72,385,120 LICENSES&PERMITS 3,210,286 3,428,270 3,453,1 10 FINES&FORFEITURES 1,203,769 1,234,590 1,198,740 I USE OF MONEY& PROPERTY 11,394,866 3,729,400 3,156,230 CHARGES FOR SERVICES 17,026,191 17,758,550 18,571,160 INTERGOVERNMENTAL 14,492,795 12,031,390 12,417,410 I DEVELOPMENT FEES 2,542,023 863,900 858,900 OTHER 5,534,247 4,068,800 3,916,960 TRANSFER IN 4,473,909 3,062,560 3,044,820 ITOTAL CITY OF RANCHO CUCAMONGA $ 128,752,820 $ 114,781,770 $ 1 19,002,450 RANCHO CUCAMONGA REDEVELOPMENT AGENCY TAXES $ 69,407,041 $ 0 $ 0 I USE OF MONEY& PROPERTY 4,392,226 0 0 CHARGES FOR SERVICES 1,136 0 0 OTHER 6,211,449 0 0 I TRANSFER IN 148,125,517 0 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 228,137,368 $ 0 $ 0 I R.C.FIRE PROTECTION DISTRICT TAXES $ 30,539,145 $ 32,189,270 $ 35,512,350 LICENSES&PERMITS 666,981 662,460 0 FINES& FORFEITURES 73,464 53,540 49,620 IUSE OF MONEY& PROPERTY 176,305 161,660 200,990 CHARGES FOR SERVICES 30,871 48,220 91,100 OTHER 5,507,853 662,870 694,870 ITRANSFER IN 2,820,710 764,040 729,770 TOTAL RC.FIRE PROTECTION DISTRICT $ 39,815,329 $ 34,542,060 $ 37,278,700 ' TOTAL ALL FUNDS BUDGET $ 396,705,517 $ 149,323,830 $ 156,281,150 I I I I I ____ ,, ,, . . ___ J F iscal Year 2013/14 Adopted Budget — Page 71 L12 •w8 City of Rancho Cucamonga I Revenue Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA ' 001-GENERAL FUND 4101 Property Taxes-CY Secured $ 3,067,845 $ 3,107,650 $ 3,199,490 4102 Property Taxes-CY Unsecured 136,187 141,390 145,980 4103 Property Taxes-PY Sec&Unsec 113,714 108,000 114,800 ' 4104 Property Taxes-Penalties/Int. 152,132 140,320 175,500 4105 Property Taxes-Supplemental 76,690 100,260 78,800 4106 Property Taxes-Unitary 298,405 280,450 295,600 ' 4107 Property Transfer Tax 618,251 515,000 827,300 4111 Property Tax In-Lieu of VLF 14,249,308 14,249,310 14,771,100 4112 Property Tax- Post RDA 0 772,190 810,480 4120 Sales and Use Tax 18,766,742 17,869,530 19,403,250 ' 4121 Prop 172-Half Cent Sales Tax 403,583 409,260 430,170 4122 Sales Tax In-Lieu(Triple Flp) 5,589,330 5,956,510 6,467,750 4125 Transient Occupancy Tax 1,927,812 1,843,160 2,124,700 ' 4126 Admissions Tax 11,649 0 78,860 4130 Franchise Fee-Gas&Electric 2,378,459 2,400,000 2,468,140 4131 Franchise Fee-Resid. Refuse 970,491 933,830 941,310 ' , 4132 Franchise Fee-Comm. Refuse 1,193,995 1,150,240 1,228,840 4133 Franchise Fee-Cable 1,269,872 1,281,010 1,326,110 4201 Business Licenses 2,141,863 2,251,140 2,251,140 4203 Electrical Permit 31,431 0 0 ' 4204 Mechanical Permit 27,842 0 0 4205 Plumbing Permit 17,352 0 0 4206 Grading Permit 24,342 0 0 ' 4207 Building Permits 683,785 874,290 885,000 4209 Mobile Home Permit 4,365 2,800 2,800 4210 Bldg Permits-SB1473(90%to CA) 1,811 330 550 4215 Animal Licenses 227,083 270,000 280,000 ' 4220 Other Licenses& Permits 31,422 18,420 22,330 4301 Vehicle Code Fines 166,212 242,620 127,370 4302 Parking Citations 124,679 142,170 165,360 , 4306 Vehicle Release Fees 132,000 171,980 170,990 4307 Citation Proof of Corr Fees 2,110 1,790 3,200 4308 General Ordinance Fines 90,208 44,930 38,830 ' 4309 False Alarm Fees 4,550 9,600 4,110 4310 Loud Party Ordinance Fines 0 800 400 4311 Booking Fees Reimbursement 160 0 0 4313 Other Fines& Forfeitures 97,755 48,660 125,450 ' 4314 Red Light Fines 23,650 0 0 • 4401 Interest Earnings 749,919 757,320 322,230 4402 Unrealized Gain (44,879) 0 0 ' 4419 Other Rental/Lease Income 117,539 125,340 31,960 4440 Sale of Fixed Assets 43,755 60,340 22,550 4501 Plan Check Fees 0 782,250 800,000 4502 Building Plan Check 572,445 0 0 ' 4503 Electrical Plan Check 2,169 0 0 4504 Mechanical Plan Check 532 0 0 4505 Plumbing Plan Check 2,724 0 0 Fiscal Year 2013/14 Adopted Budget - Page 74 . ' City of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I 2011/12 Adopted Adopted Actual Budget Budget 4506 Grading Plan Check 15,099 0 0 I 4508 Planning Fees 673,610 575,000 575,000 4509 Planning-Special Services Fee 1,959 440,000 440,000 4510 Engineering Fees 621,224 600,000 600,000 I 4511 Engineering-Special Services 70 (284) 80,000 50,000 4520 Recreation Fees 4) 0 0 4523 Web Sales Fees (86) 0 0 I 4560 Fingerprint Fees 30,445 30,970 27,680 4563 Candidates Filing Fees 0 30,000 0 4564 Returned Item Charge 540 600 250 4565 Passport Processing Fees 4,800 0 0 I 4567 Passport Photo Fees 1,728 0 0 17 4570 Sale of Printed Materials 16,868 17,260 17,100 4630 Animal Adoption Fees 138,744 125,000 125,000 I 4631 Animal Spay/Neuter Fees 1,007 500 7,000 4632 Animal Apprehension Fees 416 0 0 4633 Animal Boarding Fees 8,518 9,000 9,000 I 4634 Animal Impound Fees 25,982 20,000 18,000 4636 Owner Surrender Fees 14,230 13,000 13,000 4637 Animal Pick-Up Fee 6,556 4,000 5,000 4638 Microchipping Fee 4,325 4,000 4,000 I 4639 Rabies Vaccination Fee 75 88,508 0 0 4701 Motor Vehicle In-Lieu Fees ,508 90,000 92,720 4710 Homeowners Property Tax Relief 76,005 75,140 78,050 I 4901 Other Revenue 587,336 725,280 590,740 4905 Contributions/Fund Raising 36,224 101,980 43,930 4911 Reimbursement from Other Funds 2,798,298 113,730 182,390 4913 State Mandate Reimbursement 49,285 0 0 I 4914 Non-Abated Reimbursements 234,120 117,940 83,250 4915 Bad Debt Recovery 0 0 35,440 4917 RDASA Admin Allowance 0 1,369,310 1,002,060 I 8017 Transfer In-Law Enforcment Rsv 0 357,670 60,000 8025 Transfer In-Capital Rsry Fund 382,760 398,990 0 8073 Transfer In-Fund 073 92,770 46,380 0 I 8705 Transfer In-Municipal Utility 942,400 942,400 942,400 TOTAL 001 -GENERAL FUND $ 63,354,819 $ 63,351,040 $ 65,144,460 003-REIMB ST/COUNTY PARKING CIT I 4303 Parking Cit Surcharge-State 4,494 15,540 12,930 4304 Parking Cit Surchrge-County 3,370 11,650 0 4305 Parking Cit Surcharge-Cnty Crt 13,474 11,650 16,900 I 4402 Unrealized Gain (3) 19 0 0 4901 Other Revenue ,354 0 25,220 TOTAL 003-REIMB ST/COUNTY PARKING CIT $ 40,690 $ 38,840 $ 55,050 I 006-CV WD REIMBURSEMENTS 4402 Unrealized Gain $ 445 $ 0 $ 0 4745 Other Intergov'tl Reimbursemnt 295,844 250,000 242,050 ''nn I fiscal Year 2013/14 Adopted Budget I'auc 75 L,�::i City of Rancho Cucamonga , Revenue Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget TOTAL 006-CVWD REIMBURSEMENTS $ 296,289 $ 250,000 $ 242,050 , 008-CNTY OF S. B.REIMBURSEMENTS 4402 Unrealized Gain $ 68 $ 0 $ 0 4745 Other Intergov'tl Reimbursemnt 82,278 86,680 86,680 t 4914 Non-Abated Reimbursements 0 2,400 2,610 8001 Transfer In-General Fund 4,800 4,800 4,800 TOTAL 008-CNTY OF S. B.REIMBURSEMENTS $ 87,146 $ 93,880 $ 94,090 ' 016-COMM DEV TECHNICAL SRVCS FUND 4401 Interest Earnings $ 15,624 $ 17,470 $ 11,350 4402 Unrealized Gain (3,124) 0 0 ' 4518 General Plan Update Fee 18,205 23,400 23,400 TOTAL 016-COMM DEV TECHNICAL SRVCS FUND $ 30,705 $ 40,870 $ 34,750 017-LAW ENFORCEMENT RESERVE I 4401 Interest Earnings $ 0 $ 19,250 $ 60,340 4402 Unrealized Gain (3,001) 0 0 ' TOTAL 017-LAW ENFORCEMENT RESERVE $ (3,001) $ 19,250 $ 60,340 018-TRAFFIC SAFETY 4301 Vehicle Code Fines $ 337,183 $ 358,200 $ 358,200 ' 4401 Interest Earnings 1,768 0 0 4402 Unrealized Gain 1,111 0 0 8017 Transfer In-Law Enforcment Rsv 55,235 0 0 , TOTAL 018-TRAFFIC SAFETY $ 395,297 $ 358,200 $ 358,200 019- INFO TECHNOLOGY-DEVELOPMENT ' 4401 Interest Earnings $ 3,151 $ 3,160 $ 4,850 4402 Unrealized Gain (731) 0 0 4519 Information Technology Revenue 93,403 120,060 120,060 TOTAL 019-INFO TECHNOLOGY-DEVELOPMENT $ 95,823 $ 123,220 $ 124,910 ' 020-CITY TECHNOLOGY FEE FUND 4517 Technology Fee-Permit 0 0 208,250 ' TOTAL 020-CITY TECHNOLOGY FEE FUND $ 0 $ 0 $ 208,250 022-MOBILE HOME PARK PROGRAM ' 4218 Mobile Home Lot Fees-City $ 14,916 $ 8,140 $ 8,140 4219 Mobile Home Lot Fees-State 3,150 3,150 3,150 4401 Interest Earnings 767 620 720 4402 Unrealized Gain 81 0 0 , 4901 Other Revenue 1,120 0 0 TOTAL 022-MOBILE HOME PARK PROGRAM $ 20,034 $ 11,910 $ 12,010 023-SB1186 CERT ACCESS SPEC PROG I 4650 SBI186 Cert Access Spec Prog 0 0 4,190 TOTAL 023-SB1186 CERT ACCESS SPEC PROG $ 0 $ 0 $ 4,190 ' ii (;.-\ - • � Fiscal Year 2013/14 Adopted Budget - Page 76 1 L."4::” ' City of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 025-CAPITAL RESERVE I 4401 Interest Earnings 7,500,000 85,570 268,690 4402 Unrealized Gain 45,019 0 0 TOTAL 025-CAPITAL RESERVE $ 7,545,019 $ 85,570 $ 268,690 ' 073-BENEFITS CONTINGENCY 4401 Interest Earnings $ 57,167 $ 65,210 $ 37,060 I 4402 Unrealized Gain (5,353) 0 65,210 0 TOTAL 073-BENEFITS CONTINGENCY $ 51,814 $ 0 $ 37,060 100-ASSESSMENT DISTRICTS ADMIN I 4401 Interest Earnings $ 15,512 $ 13,960 $ 11,150 4402 Unrealized Gain (407) 0 0 4901 Other Revenue 856,770 915,110 1,049,170 ITOTAL 100-ASSESSMENT DISTRICTS ADMIN $ 871,875 $ 929,070 $ 1,060,320 101-AD 93-1 MASI COMMERCE CENTER 4401 Interest Earnings $ 161 $ 130 $ 100 I4402 Unrealized Gain (3) 0 0 TOTAL 101 -AD 93-1 MASI COMMERCE CENTER $ 158 $ 130 $ 100 I 105-AB2766 AIR QUALITY IMPROVEMENT 4401 Interest Earnings $ 9,108 $ 8,850 $ 6,410 4402 Unrealized Gain (407) 0 0 I 4740 Grant Income 279,694 203,320 203,320 TOTAL 105-AB2766 AIR QUALITY IMPROVEMENT $ 288,395 $ 212,170 $ 209,730 110-BEAUTIFICATION I 4401 Interest Earnings $ 13,324 $ 12,620 $ 9,340 4402 Unrealized Gain (862) 0 0 • 4801 Beautification Fees 60,078 15,000 80,000 ' TOTAL 110-BEAUTIFICATION $ 72,540 $ 27,620 $ 89,340 112-DRAINAGE FAC/GENERAL I 4401 Interest Earnings $ 48,313 $ 44,610 $ 21,430 4402 Unrealized Gain 1,136 0 0 4806 Storm Drain Fees 615,597 180,000 160,000 TOTAL 112-DRAINAGE FAC/GENERAL $ 665,046 $ 224,610 $ 181,430 I 114-DRAINAGE-ETIWANDA/SAN SEVAINE 4401 Interest Earnings $ 8,608 $ 7,540 $ 8,200 I 4402 Unrealized Gain 301 128 0 0 4807 Secondary Regional Fee 128,793 26,000 26,000 TOTAL 114-DRAINAGE-ETIWANDA/SAN SEVAINE $ 137,702 $ 33,540 $ 34,200 I115-HENDERSON/WARDMAN DRAINAGE 4402 Unrealized Gain $ (256) $ 0 $ 0 TOTAL 115-HENDERSON/WARDMAN DRAINAGE . $ (256) $ 0 $ 0 I J Fiscal Year 2013/14 Adopted Budget Page 77 ��;•:� City of Rancho Cucamonga I Revenue Detail All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 116-ETIWANDA DRAINAGE 4401 Interest Earnings $ 21,486 $ 21,550 $ 18,110 ' 4402 Unrealized Gain (634) 0 0 4807 Secondary Regional Fee 106,744 80,000 80,000 TOTAL 116-ETIWANDA DRAINAGE $ 127,596 $ 101,550 $ 98,110 , 118-UPPER ETIWANDA DRAINAGE 4401 Interest Earnings $ 7,053 $ 7,050 $ 5,650 ' 4402 Unrealized Gain (127) 0 0 TOTAL 118-UPPER ETIWANDA DRAINAGE $ 6,926 $ 7,050 $ 5,650 120-PARK DEVELOPMENT • , 4401 Interest Earnings $ 148,711 $ 155,030 $ 118,560 4402 Unrealized Gain (5,766) 0 0 4800 Park Development Fees 235,953 89,000 89,000 , TOTAL 120-PARK DEVELOPMENT $ 378,898 $ 244,030 $ 207,560 122-SOUTH ETIWANDA DRAINAGE 4401 Interest Earnings $ 3,991 $ 4,490 $ 3,230 4402 Unrealized Gain (367) 0 0 TOTAL 122-SOUTH ETIWANDA DRAINAGE $ 3,624 $ 4,490 $ 3,230 ' 124-TRANSPORTATION 4401 Interest Earnings $ 231,459 $ 223,510 $ 152,660 4402 Unrealized Gain (8,079) 0 0 , 4804 Transportation Fee/Backbone 735,176 280,000 280,000 4805 Transportation Fee/EV Preemptn 9,520 3,000 3,000 4810 Trans Fee/Arrow 1-15 Int 164,209 50,000 50,000 , 4811 Trans Fee/Base Line 1-15 Int 116,999 33,000 33,000 4812 Trans Fee/Haven RxR Grade Sep 21,474 5,000 5,000 TOTAL 124-TRANSPORTATION $ 1,270,758 $ 594,510 $ 523,660 ' 126-LOWER ETIWANDA DRAINAGE 4401 Interest Earnings $ 6,448 $ 6,700 $ 5,080 4402 Unrealized Gain (374) 0 0 ' TOTAL 126-LOWER ETIWANDA DRAINAGE $ 6,074 $ 6,700 $ 5,080 129-UNDERGROUND UTILITIES t 4401 Interest Earnings $ 209,746 $ 16,930 $ 48,260 4402 Unrealized Gain 23,908 0 0 4813 Underground Utilities Fee 344,549 100,000 50,000 TOTAL 129-UNDERGROUND UTILITIES $ 578,202 $ 116,930 $ 98,260 ' 130-LMD#1 GENERAL CITY 4101 Property Taxes-CY Secured $ 1,175,895 $ 1,130,210 $ 1,149,870 ' 4103 Property Taxes-PY Sec&Unsec 34,140 11,900 11,900 4104 Property Taxes-Penalties/Int. 10,523 1,190 1,190 4401 Interest Earnings 11,776 5,340 4,000 4402 Unrealized Gain (760) 0 " 0 Fiscal Year 2013/14 Adopted Budget - Page 78 ��_.:;.- ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I 2011/12 Adopted Adopted Actual Budget Budget 4419 Other Rental/Lease Income 22,881 15,000 15,000 I4901 Other Revenue - 1,182 0 0 TOTAL 130-LMD#1 GENERAL CITY $ 1,255,638 $ 1,163,640 $ 1,181,960 I 131 -LMD#2 VICTORIA 4101 Property Taxes-CY Secured $ 2,923,756 $ 2,824,410 $ 2,854,630 4103 Property Taxes-PY Sec& Unsec 46,664 29,610 29,730 4104 Property Taxes-Penalties/Int. 11,641 2,960 2,970 I 4401 Interest Earnings 42,273 23,660 21,310 4402 Unrealized Gain 1,027 0 0 8001 Transfer In-General Fund 0 0 301,440 ITOTAL 131 -LMD#2 VICTORIA $ 3,025,361 $ 2,880,640 $ 3,210,080 132-LMD#3A HYSSOP I 4101 Property Taxes-CY Secured $ 3,724 $ 3,720 $ 3,720 4103 Property Taxes-PY Sec& Unsec 0 40 0 4104 Property Taxes-Penalties/Int. 0 10 0 4401 Interest Earnings 606 580 460 I 4402 Unrealized Gain (17) 0 0 TOTAL 132-LMD#3A HYSSOP $ 4,312 $ 4,350 $ 4,180 I 133-LMD#3B MEDIANS 4101 Property Taxes-CY Secured $ 983,717 $ 923,350 $ 954,750 4103 Property Taxes-PY Sec& Unsec 18,194 9,920 9,730 I 4104 Property Taxes-Penalties/Int. 5,387 990 970 4401 Interest Earnings 14,365 10,030 5,460 4402 Unrealized Gain (2,223) 0 0 4901 Other Revenue (100) 0 0 ITOTAL 133-LMD#313 MEDIANS $ 1,019,341 $ 944,290 $ 970,910 134-LMD#4R TERRA VISTA I 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec&Unsec $ 2,479,246 $ 2,471,660 $ 2,455,860 27,370 24,980 25,480 4104 Property Taxes-Penalties/Int. 9,110 2,500 2,550 4401 Interest Earnings 42,448 22,910 26,370 I4402 Unrealized Gain 3,900 0 0 TOTAL 134-LMD#4R TERRA VISTA $ 2,562,074 $ 2,522,050 $ 2,510,260 I 135-LMD#5 TOT LOT 4101 Property Taxes-CY Secured $ 4,985 $ 4,980 $ 2,500 4103 Property Taxes-PY Sec&Unsec 284 50 0 I 4104 Property Taxes-Penalties/Int. 70 1 10 0 4401 Interest Earnings 1,063 1,030 850 4402 Unrealized Gain (5) 0 0 I TOTAL 135-LMD#5 TOT LOT $ 6,396 $ 6,070 $ 3,350 136- LMD#6R CARYN COMMUNITY 4101 Property Taxes-CY Secured $ 432,354 $ 415,570 $ 467,600 I4103 Property Taxes-PY Sec&Unsec 5,733 4,380 4,470 Fiscal Year 2013/14 Adopted Budget - Page 79 L •,:J City of Rancho Cucamonga I Revenue Detail All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted • Actual Budget Budget 4104 Property Taxes-Penalties/mt. 1,047 440 470 t 4401 Interest Earnings 0 500 100 4402 Unrealized Gain 125 0 0 TOTAL 136-LMD#6R CARYN COMMUNITY $ 439,260 $ 420,890 $ 472,640 137-LMD#7 NORTH ETIWANDA , 4101 Property Taxes-CY Secured $ 831,789 $ 809,310 $ 827,120 4103 Property Taxes-PY Sec&Unsec 19,978 8,420 8,610 ' 4104 Property Taxes-Penalties/Int. 6,000 840 860 4401 Interest Earnings 14,268 9,250 7,230 4402 Unrealized Gain (429) 0 0 4419 Other Rental/Lease Income 23,224 15,000 15,000 t TOTAL 137-LMD#7 NORTH ETIWANDA $ 894,828 $ 842,820 $ 858,820 138-LMD#8 SOUTH ETIWANDA ' 4101 Property Taxes-CY Secured $ 28,396 $ 27,480 $ 27,530 4103 Property Taxes-PY Sec&Unsec 986 290 290 4104 Property Taxes-Penalties/Int. 253 30 30 ' 4401 Interest Earnings 787 620 740 4402 Unrealized Gain 20 0 0 TOTAL 138-LMD#8 SOUTH ETIWANDA $ 30,442 $ 28,420 $ 28,590 ' 139-LMD#9 LOWER ETIWANDA 4101 Property Taxes-CY Secured $ 374,499 $ 377,650 $ 161,890 4103 Property Taxes-PY Sec&Unsec 18,029 3,800 3,790 , 4104 Property Taxes-Penalties/Int. 6,016 380 380 4401 Interest Earnings 36,674 34,620 27,420 4402 Unrealized Gain (1,356) 0 0 ' TOTAL 139-LMD#9 LOWER ETIWANDA $ 433,863 $ 416,450 $ 193,480 140-LMD#10 RANCHO ETIWANDA 4101 Property Taxes-CY Secured $ 453,827 $ 443,550 $ 455,620 ' 4103 Property Taxes-PY Sec&Unsec 15,412 4,630 4,770 4104 Property Taxes-Penalties/Int. 3,692 460 470 4401 Interest Earnings • 15,934 12,900 10,070 i 4402 Unrealized Gain (470) 0 0 4901 Other Revenue 173 200 200 TOTAL 140-LMD#10 RANCHO ETIWANDA $ 488,568 $ 461,740 $ 471,130 , 150-GENERAL CITY STREET LIGHTS 4401 Interest Earnings $ 884 $ 900 $ 710 4402 Unrealized Gain (21) 0 0 ' TOTAL 150-GENERAL CITY STREET LIGHTS $ 863 $ 900 $ 710 • 151-SLD#1 ARTERIAL ' 4101 Property Taxes-CY Secured $ 770,707 $ 744,990 $ 757,680 4103 Property Taxes-PY Sec&Unsec 17,132 7,790 7,850 4104 Property Taxes-Penalties/Int. 5,069 790 790 4401 Interest Earnings 15,512 12,330 9,820 Fiscal Year 2013/14 Adopted Budget - Page 80 ���� [2::d: ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 Adopted 2013/14 2011/12 Adopted Actual Budget Budget 4402 Unrealized Gain (766) 0 0 I4808 Developer Energizing Fee 2,054 2,800 2,800 TOTAL 151 -SLD#1 ARTERIAL $ 809,708 $ 768,700 $ 778,940 I 152-SLD#2 RESIDENTIAL 4101 Property Taxes-CY Secured $ 359,553 $ 327,460 $ 339,340 4103 Property Taxes-PY Sec&Unsec 16,241 3,640 3,480 I 4104 Property Taxes-Penalties/Int. 4,709 360 350 4401 Interest Earnings 0 250 150 4402 Unrealized Gain 227 0 0 4808 Developer Energizing Fee 610 100 100 ITOTAL 152-SLD#2 RESIDENTIAL $ 381,340 $ 331,810 $ 343,420 153-SLD#3 VICTORIA I 4101 Property Taxes-CY Secured 344,930 $ 330,040 $ 336,780 4103 Property Taxes-PY Sec&Unsec 5,294 3,490 3,510 4104 Property Taxes-Penalties/Int. 1,301 350 350 I 4401 Interest Earnings 14,883 13,460 11,190 4402 Unrealized Gain (214) 0 0 TOTAL 153-SLD#3 VICTORIA $ 366,193 $ 347,340 $ 351,830 I 154-SLD#4 TERRA VISTA 4101 Property Taxes-CY Secured $ 155,444 $ 151,810 $ 153,610 4103 Property Taxes-PY Sec&Unsec • 2,350 1,570 1,600 I 4104 Property Taxes-Penalties/Int. 910 160 160 5 4401 Interest Earnings 8,080 9,540 5,200 4402 Unrealized Gain (1,300) 0 0 I TOTAL 154-SLD#4 TERRA VISTA $ 165,485 $ 163,080 $ 160,570 155-SLD#5 CARYN COMMUNITY 4101 Property Taxes-CY Secured $ 43,539 $ 41,060 $ 42,420 I 4103 Property Taxes-PY Sec&Unsec 593 440 440 4104 Property Taxes-Penalties/Int. 114 40 40 4401 Interest Earnings 719 590 250 I 4402 Unrealized Gain (166) 0 42,130 0 TOTAL 155-SLD#5 CARYN COMMUNITY $ 44,798 $ ,130 $ 43,150 156-SLD#6 INDUSTRIAL AREA I 4101 Property Taxes-CY Secured $ 128,197 $ 120,430 $ 124,440 4103 Property Taxes-PY Sec&Unsec 2,407 1,290 1,300 4104 Property Taxes-Penalties/Int. 725 130 130 I 4401 Interest Earnings 4,819 4,220 3,530 4402 Unrealized Gain (171) 0 0 4808 Developer Energizing Fee 98 0 0 ITOTAL 156-SLD#6 INDUSTRIAL AREA $ 136,075 $ 126,070 $ 129,400 157-SLD#7 NORTH ETIWANDA 4101 Property Taxes-CY Secured $ 102,764 $ 112,910 $ 115,360 I4103 Property Taxes-PY Sec&Unsec 2,942 1,040 // 1,200 C... J Fiscal Year 2013/14 Adopted Budget - I'aee 31 L 4/%014401,& �-:�J City of Rancho Cucamonga I Revenue Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 4104 Property Taxes-Penalties/Int. 837 100 120 4401 Interest Earnings 1,257 1,090 0 4402 Unrealized Gain (794) 0 0 8174 Transfer In-Fund 174 0 0 94,420 TOTAL 157-SLD#7 NORTH ETIWANDA $ 107,006 $ 115,140 $ 211,100 ' 158-SLD#8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured $ 130,126 $ 125,250 $ 66,580 ' 4103 Property Taxes-PY Sec&Unsec 6,123 1,320 1,330 4104 Property Taxes-Penalties/Int. 2,643 130 130 4401 Interest Earnings 33,614 34,020 25,800 , 4402 Unrealized Gain (1,028) 0 0 4808 Developer Energizing Fee 168 0 0 TOTAL 158-SLD#8 SOUTH ETIWANDA • $ 171,646 $ 160,720 $ 93,840 170-GAS TAX 2105/PROP111 ' 4401 Interest Earnings $ 22,169 $ 19,740 $ 19,000 4402 Unrealized Gain 1,398 0 0 t 4720 Gas Tax 2105-Prop Ill 739,822 864,730 835,750 4740 Grant Income 74,194 0 0 4745 Other Intergov'tl Reimbursemnt 5,568 0 0 TOTAL 170-GAS TAX 2105/PROP111 $ 843,150 $ 884,470 $ 854,750 ' 172-GAS TAX 2106-2107 4401 Interest Earnings $ 8,116 $ 4,400 $ 1,530 4402 Unrealized Gain (781) 0 0 4721 State Gas Tax-2106 554,549 583,170 558,840 4722 State Gas Tax-2107 1,168,389 1,241,000 1,244,300 , 4723 State Gas Tax-2107.5 10,000 10,000 10,000 TOTAL 172-GAS TAX 2106-2107 $ 1,740,273 $ 1,838,570 $ 1,814,670 174-GAS TAX R&T7360 • ' 4401 Interest Earnings $ 34,735 $ 27,160 $ 35,480 4402 Unrealized Gain 7,327 0 0 4725 Gas Tax R&T7360 2,405,756 1,941,940 2,532,210 I TOTAL 174-GAS TAX R&T7360 $ 2,447,818 $ 1,969,100 $ 2,567,690 176-MEASURE 1 1990-2010 4401 Interest Earnings $ 26,656 $ 32,320 $ 18,710 ' 4402 Unrealized Gain (6,157) 0 0 TOTAL 176-MEASURE 1 1990-2010 $ 20,498 $ 32,320 $ 18,710 '• 177-MEASURE 1 2010-2040 4401 Interest Earnings $ 41,472 $ 23,310 $ 41,940 4402 Unrealized Gain 5,963 0 0 4715 Measure I Local St Allotment 2,272,270 2,211,910 2,339,030 TOTAL 177-MEASURE 1 2010-2040 $ 2,319,705 $ 2,235,220 $ 2,380,970 178-513 140 I // yiN Fiscal Year 2013/14 Adopted Budget - Page 82 ••: ' City of Rancho Cucamonga Revenue Detail I AU Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain $ (18) $ 0 $ 0 I TOTAL 178-SB 140 $ (18) $ 0 $ 0 186-FOOTHILL BLVD MAINTENANCE I 4402 Unrealized Gain $ (278) $ 0 $ 0 TOTAL 186-FOOTHILL BLVD MAINTENANCE $ (278) $ 0 $ 0 I 188-INTEGRATED WASTE MANAGEMENT 4134 Integrated Waste Mgmt Fee $ 1,082,243 $ 1,033,320 $ 1,107,220 4220 Other Licenses& Permits 925 0 0 4401 Interest Earnings 36,782 43,860 24,010 I 4402 Unrealized Gain (7,819) 0 0 4590 Administrative Fee-C&D Program 24,250 15,000 15,000 TOTAL 188-INTEGRATED WASTE MANAGEMENT $ 1,136,381 $ 1,092,180 $ 1,146,230 I190-PROP 42-TRAFFIC CONGESTION MIT 4401 Interest Earnings $ 24,626 $ 24,670 $ 13,470 I 4402 Unrealized Gain (3,335) 0 0 TOTAL 190-PROP 42-TRAFFIC CONGESTION MIT $ 21,291 $ 24,670 $ 13,470 194-PROPOSITION 1B STATE FUNDING I 4401 Interest Earnings $ 2,974 $ 2,340 $ 2,480 4402 Unrealized Gain (178) 0 0 TOTAL 194-PROPOSITION 1B STATE FUNDING $ 2,797 $ 2,340 $ 2,480 I195-STATE ASSET SEIZURE 4402 Unrealized Gain $ (146) $ 0 $ 0 4740 Grant Income 26,674 0 0 ITOTAL 195-STATE ASSET SEIZURE $ 26,528 $ 0 $ 0 196-CA ASSET SEIZURE 15% I 4401 Interest Earnings $ 108 $ 0 $ 0 4402 Unrealized Gain (193) 0 0 4740 Grant Income 4,707 0 0 ITOTAL 196-CA ASSET SEIZURE 15% $ 4,622 $ 0 $ 0 197-FEDERAL ASSET SEIZURE 4401 Interest Earnings $ 1,880 $ 1,550 $ 1,510 I 4402 Unrealized Gain 81 0 0 4740 Grant Income 33,609 0 0 TOTAL 197-FEDERAL ASSET SEIZURE $ 35,570 $ 1,550 $ 1,510 I198-CITYWIDE INFRASTRUCTURE IMPRV 4401 Interest Earnings $ 111,165 $ 83,410 $ 60,860 I 4402 Unrealized Gain 14,759 0 0 185000 4745 Other Intergov'tl Reimbursemnt 2,621,419 2,500,000 1,850,000 TOTAL 198-CITYWIDE INFRASTRUCTURE IMPRV $ 2,747,343 $ 2,583,410 $ 1,910,860 I204-COMMUNITY DEVELOPMENT BLK GRNT l� a - ! �•�f J Fiscal Year 2013/14 ndoptcd Budget - Page K3 Li +;: City of Rancho Cucamonga ' Revenue Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain $ 533 $ 0 $ 0 ' 4740 Grant Income 1,133,101 1,034,580 807,950 4741 Program Income 16,780 0 579,330 TOTAL 204-COMMUNITY DEVELOPMENT BLK GRNT $ 1,150,414 $ 1,034,580 $ 1,387,280 , 214-PEDESTRIAN GRANT/ART 3 4402 Unrealized Gain $ (860) $ 0 $ 0 4740 Grant Income 0 215,870 0 ' TOTAL 214-PEDESTRIAN GRANT/ART 3 $ (860) $ 215,870 $ 0 215-ENRGY EFFICNCY/CONSRVATN GRNT ' 4402 Unrealized Gain $ 215 $ 0 $ 0 4740 Grant Income 1,179,356 18,480 18,480 4741 Program Income 8,798 0 0 TOTAL 215-ENRGY EFFICNCY/CONSRVATN GRNT $ 1,188,369 $ 18,480 $ 18,480 ' 218-PUBLIC RESRCE GRNTS/HEALTHY RC 4402 Unrealized Gain $ (205) $ 0 $ 0 ' 4740 Grant Income 1,000 0 0 4905 Contributions/Fund Raising 117,492 90,000 123,840 4914 Non-Abated Reimbursements 447 0 0 TOTAL 218-PUBLIC RESRCE GRNTS/HEALTHY RC $ 118,734 $ 90,000 $ 123,840 ' 225-CA RECYC/LITTER REDUCTION GRNT 4402 Unrealized Gain $ 409 $ 0 $ 0 ' 4740 Grant Income 23,221 44,020 44,750 TOTAL 225-CA RECYC/LITTER REDUCTION GRNT $ 23,630 $ 44,020 $ 44,750 226-USED OIL RECYCLING GRANT I 4402 Unrealized Gain $ 38 $ 0 $ 0 4740 Grant Income 12,520 0 0 TOTAL 226-USED OIL RECYCLING GRANT $ 12,558 $ 0 $ 0 , 227-USED OIL RECYCLING PROGRAM 4401 Interest Earnings $ 290 $ 0 $ 4402 Unrealized Gain 91 0 0 0 , 4740 Grant Income 56,776 49,260 32,930 TOTAL 227-USED OIL RECYCLING PROGRAM $ 57,157 $ 49,260 $ 32,930 ' 234-SAFE ROUTES TO SCHOOL PROGRAM 4402 Unrealized Gain $ (215) $ 0 $ 0 4740 Grant Income 0 316,790 0 'II TOTAL 234-SAFE ROUTES TO SCHOOL PROGRAM $ (215) $ 316,790 $ 0 235-PROP 84 PARK BOND ACT ' 4402 Unrealized Gain $ (23) $ 0 $ 0 4740 Grant Income 0 0 283,500 TOTAL 235-PROP 84 PARK BOND ACT $ (23) $ 0 $ 283,500 ' Fiscal Year 2013/14 Adopted Budget - Page 84 12.::`_1 '-04 ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget I . 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 239-FEDERAL GRANT FUNDS-DREIER I4402 Unrealized Gain $ (7) $ 0 $ 0 TOTAL 239-FEDERAL GRANT FUNDS-DREIER $ (7) $ 0 $ 0 I 250- RECREATION SERVICES 4401 Interest Earnings $ 29,683 $ 20,920 $ 19,480 4402 Unrealized Gain 67 0 0 I 4419 Other Rental/Lease Income 836,473 2 975,970 890,930 4520 Recreation Fees 2,142,324 2,305,850 2,321,310 4522 Processing Fees 70,171 56,650 57,810 4523 Web Sales Fees 402 0 0 I 4571 Sale of Taxable Items 8,137 10,380 22,500 4581 Ticket Sales 586,557 620,640 672,730 4586 Advertising Revenue 3,840 9,000 7,300 I 4588 Theatre Rental Ticket Sales 6,449 0 0 4740 Grant Income 15,000 0 0 4901 Other Revenue 147,536 116,520 166,800 4905 Contributions/Fund Raising 452,079 345,110 398,260 I4914 Non-Abated Reimbursements 2,991 12,220 13,370 TOTAL 250-RECREATION SERVICES $ 4,301,708 $ 4,473,260 $ 4,570,490 I 258-SENIOR OUTREACH GRANT 4740 Grant Income $ 4,084 $ 0 $ 6,920 TOTAL 258-SENIOR OUTREACH GRANT . $ 4,084 $ 0 $ 6,920 I272- FREEDOM COURTYARD RSRC GRANTS 4401 Interest Earnings $ 844 $ 0 $ 0 4402 Unrealized Gain 385 0 0 ITOTAL 272-FREEDOM COURTYARD RSRC GRANTS $ 1,230 $ 0 $ 0 290-LIBRARY FUND I 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured $ 2,701,173 $ 2,918,780 $ 3,044,810 74,759 77,090 80,130 4103 Property Taxes-PY Sec&Unsec 62,423 58,890 63,020 I 4105 Property Taxes-Supplemental 42,099 53,970 43,260 4112 Property Tax- Post RDA 0 133,810 140,340 4312 Library Fines and Fees 203,923 175,000 175,000 4401 Interest Earnings 79,002 67,290 58,380 I 4402 Unrealized Gain (636) 0 0 4410 Media Rentals 114,449 120,000 120,000 4515 Information Service Fees 1,609 500 500 I 4565 Passport Processing Fees 42,286 60,000 46,000 4567 Passport Photo Fees 9,540 15,000 10,000 4570 Sale of Printed Materials 23,512 18,000 20,000 I 4740 Grant Income 7,038 0 0 4901 Other Revenue (236) 0 0 4906 CLSA Direct Loan 53,725 0 0 4907 Private Contributions Library 120,000 130,000 130,000 I4909 RC Library Foundation Support 5,000 10,000 10,000 r Fiscal Year 2013/14 Adopted Budget - Page KS City of Rancho Cucamonga I Revenue Detail All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted Actual Budget Budget TOTAL 290-LIBRARY FUND $ 3,539,667 $ 3,838,330 $ 3,941,440 ' 291 -CA STATE LIBRARY 4402 Unrealized Gain $ (428) $ 0 $ 0 4740 Grant Income 39,858 0 0 ' TOTAL 291 -CA STATE LIBRARY $ 39,429 $ 0 $ 0 292-STAFF INNOVATION FD(CA ST LB) ' 4401 Interest Earnings $ 317 $ 0 $ 0 4402 Unrealized Gain 125 0 0 4740 Grant Income 32,000 0 0 4909 RC Library Foundation Support 15,000 0 0 , TOTAL 292-STAFF INNOVATION FD(CA ST LB) $ 47,442 $ 0 $ 0 298-CALIFORNIA LITERACY CAMPAIGN 4402 Unrealized Gain $ (23) $ 0 $ 0 4909 RC Library Foundation Support 15,000 0 0 8290 Transfer In-Library Fund 83,690 0 0 ' TOTAL 298-CALIFORNIA LITERACY CAMPAIGN $ 98,667 $ 0 $ 0 301 -THE BIG READ LIBRARY GRANT 4402 Unrealized Gain $ (18) $ 0 $ 0 , 4740 Grant Income 1,049 15,000 0 TOTAL 301-THE BIG READ LIBRARY GRANT $ 1,031 $ 15,000 $ 0 302-LIBRARY SERVICES&TECH.ACT I 4402 Unrealized Gain $ 133 $ 0 $ 0 4740 Grant Income 32,450 0 0 , 4909 RC Library Foundation Support 10,000 0 0 TOTAL 302-LIBRARY SERVICES&TECH.ACT $ 42,583 $ 0 $ 0 310-PUBLIC LIBRARY BOND ACT-2000 ' 4402 Unrealized Gain $ 4,908 $ 0 $ 0 4740 Grant Income 772,616 0 0 TOTAL 310-PUBLIC LIBRARY BOND ACT-2000 $ 777,524 $ 0 $ 0 t 354-COP'S PROGRAM GRANT-STATE 4402 Unrealized Gain $ (547) $ 0 $ 0 4740 Grant Income 167,091 200,000 200,000 ' TOTAL 354-COP'S PROGRAM GRANT-STATE $ 166,544 $ 200,000 $ 200,000 356-JUSTICE ASSIST GRNT(JAG)ARRA , 4401 Interest Earnings $ 2,293 $ 1,870 $ 0 4402 Unrealized Gain 163 0 0 TOTAL 356-JUSTICE ASSIST GRNT(JAG)ARRA $ 2,457 $ 1,870 $ 0 ' 361-JUSTICE ASSISTANCE GRANT(JAG) 4402 Unrealized Gain $ 41 $ 0 $ 0 4740 Grant Income 0 40,000 40,000 � � Fiscal Year 2013/14 Adopted Budget - Page 86 ••:kJ L ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget I TOTAL 361 -JUSTICE ASSISTANCE GRANT(JAG) $ 41 $ 40,000 $ 40,000 370-OTS-"DRINK,DRIVE,LOSE" GRANT 4402 Unrealized Gain $ (7) $ 0 $ 0 ITOTAL 370-OTS-"DRINK,DRIVE,LOSE"GRANT $ (7) $ 0 $ 0 372-OTS 2005 STATE SEAT BELT GRANT I 4402 Unrealized Gain $ 34 $ 0 $ 0 4740 Grant Income 5,952 0 0 TOTAL 372-OTS 2005 STATE SEAT BELT GRANT $ 5,986 $ 0 $ 0 I 373-COPS SECURE OUR SCHOOLS GRANT 4402 Unrealized Gain $ 680 $ 0 $ 0 4740 Grant Income 67,314 1,560 2,660 I 8017 Transfer In-Law Enforcment Rsv 58,265 16,440 12,720 TOTAL 373-COPS SECURE OUR SCHOOLS GRANT $ 126,259 $ 18,000 $ 15,380 374-COPS HIRING PROGRAM GRANT I 4740 Grant Income $ 0 $ 0 $ 40,000 8001 Transfer In-General Fund 0 0 75,000 TOTAL 374-COPS HIRING PROGRAM GRANT $ 0 $ 0 $ 115,000 I380-DEPT OF HOMELAND SECURITY GRNT 4402 Unrealized Gain $ (45) $ 0 $ 0 I 4740 Grant Income 121,159 37,940 37,940 TOTAL 380-DEPT OF HOMELAND SECURITY GRNT $ 121,114 $ 37,940 $ 37,940 381 -HOMELAND SECURITY GRANT 2005 I 4402 Unrealized Gain $ 34 $ 0 $ 0 4740 Grant Income 56,348 0 0 TOTAL 381 -HOMELAND SECURITY GRANT 2005 $ 56,382 $ 0 $ 0 I530-NORTHEAST COMM. PARK REDEMPTIO 4104 Property Taxes-Penalties/Int. $ 13 $ 0 $ 0 ITOTAL 530-NORTHEAST COMM.PARK REDEMPTIO $ 13 $ 0 $ 0 600-AD 82-1 6TH ST INDUSTRIAL 4401 Interest Earnings $ 151 $ 170 $ 130 I4402 Unrealized Gain (11) 0 0 TOTAL 600-AD 82-1 6TH ST INDUSTRIAL $ 140 $ 170 $ 130 I 602-AD 84-1 DAY CREEK/MELLO 4401 Interest Earnings $ 14,408 $ 14,430 $ 11,560 4402 Unrealized Gain (246) 0 0 ITOTAL 602-AD 84-1 DAY CREEK/MELLO $ 14,163 $ 14,430 $ 11,560 607-CFD 2000-01 SOUTH ETIWANDA 4401 Interest Earnings $ 5 $ 10 $ 10 I _ �,...:r J Fiscal Year 2013/14 Adopted Budget — Page 87 L;*jd; City of Rancho Cucamonga ' Revenue Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 t 2011/12 Adopted Adopted Actual Budget Budget TOTAL 607-CFD 2000-01 SOUTH ETIWANDA $ 4 $ 10 $ 10 ' 608-CFD 2000-02 RC CORPORATE PARK 4401 Interest Earnings $ 0 $ 60 $ 60 TOTAL 608-CFD 2000-02 RC CORPORATE PARK $ 0 $ 60 $ 60 ' 610-CFD 2000-03 RANCHO SUMMIT 4401 Interest Earnings $ 17 $ 1,200 $ 1,200 1 4402 Unrealized Gain (8) 0 0 TOTAL 610-CFD 2000-03 RANCHO SUMMIT $ 9 $ 1,200 $ 1,200 612-CFD 2001-01 ' 4401 Interest Earnings $ 6,363 $ 6,370 $ 5,110 4402 Unrealized Gain (111) 0 0 TOTAL 612-CFD 2001-01 $ 6,252 $ 6,370 $ 5,110 I 614-CFD 2003-01 PROJECT FUND 4401 Interest Earnings $ 20 $ 100 $ 100 ' 4402 Unrealized Gain (13) 0 0 TOTAL 614-CFD 2003-01 PROJECT FUND • $ 8 $ 100 $ 100 615-CFD 2003-01 CULTURAL CENTER ' 4401 Interest Earnings $ 22 $ 130 $ 130 4402 Unrealized Gain (1,062) 0 0 TOTAL 615-CFD 2003-01 CULTURAL CENTER $ (1,040) $ 130 $ 130 , 617-CFD 2004-01 RANCHO ETIWANDA ES 4401 Interest Earnings $ 152 $ 190 $ 170 ' 4402 Unrealized Gain (8) 0 0 TOTAL 617-CFD 2004-01 RANCHO ETIWANDA ES $ 144 $ 190 $ 170 680-CFI)2006-01 VINTNER'S GROVE ' 4401 Interest Earnings $ 63 $ 320 $ 320 4402 Unrealized Gain (11) 0 0 TOTAL 680-CFD 2006-01 VINTNER'S GROVE $ 52 $ 320 $ 320 ' 681 -CFD 2006-02 AMADOR ON ROUTE 66 4401 Interest Earnings $ 76 $ 200 $ 180 4402 Unrealized Gain (2) 0 0 TOTAL 681-CFD 2006-02 AMADOR ON ROUTE 66 $ 73 $ 200 $ 180 700-SPORTS COMPLEX t 4126 Admissions Tax $ 69,581 $ 90,000 $ 90,000 4402 Unrealized Gain (57) 0 0 4411 Special Event Rental 13,959 15,000 15,000 1 4419 Other Rental/Lease Income 75,363 61,950 66,000 4425 Stadium Lease-Parking Lt Reimb 22,000 0 0 4426 Stadium Lease-Minimum Rent 78,600 75,000 83,000 4427 Stadium Lease-Addt'l Rent(%) 32,011 0 0 ' ,&kiEA Fiscal Year 2013/14 Adopted Budget — Paige 88 1244:4 ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 4428 Stadium Lease-Office Rent 1,384 0 0 ' 4520 Recreation Fees 246,335 262,340 260,130 4562 Maintenance Fees 11,910 12,000 10,000 4580 Stadium Security Reimbursement 10,245 34,150 34,150 ' 4583 Baseball Security Reimb. 41,467 45,000 44,240 4585 Parking Fees-Sports Complex 17,533 0 0 4901 Other Revenue 11,073 9,000 4,000 8001 Transfer In-General Fund 1,108,510 1,295,880 1,345,790 TOTAL 700-SPORTS COMPLEX $ 1,739,915 $ 1,900,320 $ 1,952,310 702-REGIS CONNECT 1 4670 REGIS Connect Service Fees $ 0 $ 0 $ 251,600 TOTAL 702-REGIS CONNECT $ 0 $ 0 $ 251,600 I 705-MUNICIPAL UTILITY 4401 Interest Earnings $ 58,486 $ 46,900 $ 48,200 4402 Unrealized Gain 16,573 0 0 4601 Monthly Srvc Fee-Electric Util 475,275 400,000 402,000 I 4602 Commodity Fee-Electric Util. 8,490,416 8,600,000 10,000,000 4603 New Srvc Activation Fee-Util. 4,335 3,000 3,000 4605 Wholesale Energy Sales&Cntrt 2,275,356 2,150,000 1,000,000 ' 4610 Late Fee-Electric Utility 11,570 9,500 9,500 25 4735 ARB-Cap and Trade Revenue 0 0 250,000 4915 Bad Debt Recovery 379 0 0 ITOTAL 705-MUNICIPAL UTILITY $ 11,332,390 $. 11,209,400 $ 11,712,700 706- UTILITY PUBLIC BENEFIT FUND 4401 Interest Earnings $ 12,140 $ 9,550 $ 7,300 ' 4402 Unrealized Gain (475) 0 0 4609 Public Benefit Fund-Elec Util 266,779 256,500 296,460 TOTAL 706-UTILITY PUBLIC BENEFIT FUND $ 278,444 $ 266,050 $ 303,760 ' 707-MUNICIPAL DEPARTING LOAD FUND 4401 Interest Earnings • $ 253 $ 0 $ 0 ' 4402 Unrealized Gain (6) 0 0 TOTAL 707-MUNICIPAL DEPARTING LOAD FUND $ 247 $ 0 $ 0 708-RCMU CAPITAL REPLACEMENT FUND 1 4401 Interest Earnings $ 0 $ 0 $ 9,630 TOTAL 708-RCMU CAPITAL REPLACEMENT FUND $ 0 $ 0 $ 9,630 I 712-EQUIPNEHICLE REPLACEMENT 4401 Interest Earnings $ 98,354 $ 103,750 $ 72,190 4402 Unrealized Gain (7,291) 0 0 ' 8001 Transfer In-General Fund 600,360 0 0 72,19 TOTAL 712-EQUIP/VEHICLE REPLACEMENT $ 691,423 $ 103,750 $ 72,190 714-COMP EQUIP/TECH REPLCMENT FUND I4401 Interest Eamings $ 26,359 $ 13,700 $ 22,830 I Fiscal Year 2013/14 Adopted Budget - Page R9 L. %to 1 City of Rancho Cucamonga I Revenue Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain (2,883) 0 0 4419 Other Rental/Lease Income 0 24,000 24,000 ' 4540 Intragovemmental User Fees 590 0 40,000 4911 Reimbursement from Other Funds 0 0 45,680 8001 Transfer In-General Fund 1,145,120 0 0 ' 8020 Transfer In-Fund 020 0 0 208,250 TOTAL 714-COMP EQUIP/TECH REPLCMENT FUND $ 1,169,186 $ 37,700 $ 340,760 838-AD 91-2 REDEMPTION-DAY CANYON ' 4101 Property Taxes-CY Secured $ 31,936 $ 31,060 $ 30,960 4103 Property Taxes-PY Sec&Unsec 1,017 320 320 4104 Property Taxes-Penalties/Int. 283 30 30 ' 4401 Interest Earnings 1,908 1,720 1,230 4402 Unrealized Gain (220) 0 0 TOTAL 838-AD 91-2 REDEMPTION-DAY CANYON $ 34,923 $ 33,130 $ 32,540 ' 848-PD 85 REDEMPTION FUND 4101 Property Taxes-CY Secured $ 1,134,969 $ 1,080,660 $ 1,106,240 ' 4103 Property Taxes-PY Sec&Unsec 27,645 11,500 11,500 4104 Property Taxes-Penalties/Int. 8,541 1,500 1,500 4401 Interest Earnings 20,660 11,800 7,050 4402 Unrealized Gain (2,447) 0 0 4419 Other Rental/Lease Income 16,391 0 107,450 • 4901 Other Revenue 0 10,000 10,000 TOTAL 848-PD 85 REDEMPTION FUND $ 1,205,760 $ 1,115,460 $ 1,243,740 ' 868-CFD 2000-03 PARK MAINTENANCE 4101 Property Taxes-CY Secured $ 355,219 $ 335,000 $ 344,910 ' 4103 Property Taxes-PY Sec&Unsec 15,475 3,600 3,600 4104 Property Taxes-Penalties/Int. 5,524 360 360 4401 Interest Earnings 11,780 8,950 7,010 4402 Unrealized Gain (230) 0 0 ' TOTAL 868-CFD 2000-03 PARK MAINTENANCE $ 387,767 $ 347,910 $ 355,880 TOTAL CITY OF RANCHO CUCAMONGA $ 128,752,820 $ 114,781,770 $ 119,002,450 ' RANCHO CUCAMONGA REDEVELOPMENT AGENCY 500-TAX INCREMENT FUND ' 4109 Property Tax Increment $ 26,714,867 $ 0 $ 0 4402 Unrealized Gain (519,731) 0 0 4921 Long-Term Debt Proceeds 244,954 0 0 ' TOTAL 500-TAX INCREMENT FUND $ 26,440,090 $ 0 $ 0 502-REGIONAL FACILITIES 4109 Property Tax Increment $ 5,672,547 $ 0 $ 0 ' 4402 Unrealized Gain (42,925) 0 0 TOTAL 502-REGIONAL FACILITIES $ 5,629,622 $ 0 $ 0 • 504-SEWER&WATER FACILITIES r� Fiscal Year 2013/14 Adopted Budget page 90 , . ' City of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 4109 Property Tax Increment $ 1,703,700 $ 0 $ 0 I 4401 Interest Earnings 3,104 0 0 4402 Unrealized Gain (7,574) 0 0 TOTAL 504-SEWER&WATER FACILITIES $ 1,699,230 $ 0 $ 0 I505-FIRE PROTECTION-RDA 4109 Property Tax Increment $ 4,772,296 $ 0 $ 0 I 4401 Interest Earnings 474,434 0 0 4402 Unrealized Gain (175,947) 0 0 8500 Transfer In-Debt Service RDA 12,200,000 0 0 TOTAL 505-FIRE PROTECTION-RDA $ 17,270,784 $ 0 $ 0 I 506-TAX ALLOCATION BONDS-SPECIAL 4401 Interest Earnings $ 3,979 $ 0 $ 0 I 4402 Unrealized Gain (1,473) 15 0 0 8500 Transfer In-Debt Service RDA ,763,834 0 0 8505 Transfer In-Fire Protectn RDA 2,496,547 0 0 I TOTAL 506-TAX ALLOCATION BONDS-SPECIAL $ 18,262,887 $ 0 $ 0 510-ANIMAL CARE AND ADOPTION CENTR 4401 Interest Earnings $ 35,609 $ 0 $ 0 I 4402 Unrealized Gain 10,913 0 0 TOTAL 510-ANIMAL CARE AND ADOPTION CENTR $ 46,522 $ 0 $ 0 I 511-CENTRAL PARK 4401 Interest Earnings $ 9,049 $ 0 $ 0 4402 Unrealized Gain 2,681 0 0 I TOTAL 511 -CENTRAL PARK $ 11,730 $ 0 $ 0 512-CITY YARD 4401 Interest Earnings $ 115,849 $ 0 $ 0 I 4402 Unrealized Gain 33,762 0 0 TOTAL 512-CITY YARD $ 149,610 $ 0 $ 0 I 513-CIVIC CENTER PROJECTS 4401 Interest Earnings $ 32,626 $ 0 $ 0 4402 Unrealized Gain 3,033 0 0 TOTAL 513-CIVIC CENTER PROJECTS $ 35,658 $ 0 $ 0 I514-CULTURAL CENTER 4401 Interest Earnings $ 116,269 $ 0 $ 0 I 4402 Unrealized Gain 32,909 0 0 TOTAL 514-CULTURAL CENTER $ 149,178 $ 0 $ 0 I 515-METROLINK STATION 4401 Interest Earnings $ 47,479 $ 0 $ 0 4402 Unrealized Gain 14,539 0 0 ITOTAL 515-METROLINK STATION $ 62,018 $ 0 $ 0 --- '; Fiscal Year 2013/14 Adopted Budget — Page 91 L..:' City of Rancho Cucamonga I Revenue Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted . Actual Budget Budget 516-RAILS TO TRAILS 4401 Interest Earnings $ 23,739 $ 0 $ 0 ' 4402 Unrealized Gain 7,269 0 0 TOTAL 516-RAILS TO TRAILS $ 31,009 $ 0 $ 0 517-RC FAMILY SPORTS CENTER I 4401 Interest Earnings $ 48,735 $ 0 $ 0 4402 Unrealized Gain 14,937 0 0 ' TOTAL 517-RC FAMILY SPORTS CENTER $ 63,672 $ 0 $ 0 518-RC FAMILY RESOURCE CENTER 4401 Interest Earnings $ 23,739 $ 0 $ 0 ' 4402 Unrealized Gain 7,269 0 0 TOTAL 518-RC FAMILY RESOURCE CENTER $ 31,009 $ 0 $ 0 520-SPORTS COMPLEX PROJECTS ' 4401 Interest Earnings $ 30,924 $ 0 $ 0 4402 Unrealized Gain (167) 0 0 ' TOTAL 520-SPORTS COMPLEX PROJECTS $ 30,756 $ 0 $ 0 522-ARCHIBALD& BIANE LIBRARIES 4401 Interest Earnings $ 44,694 $ 0 $ 0 ' 4402 Unrealized Gain 13,605 0 0 TOTAL 522-ARCHIBALD& BIANE LIBRARIES $ 58,300 $ 0 $ 0 620-ADMINISTRATION I 4401 Interest Earnings 2,545,360 0 0 4402 Unrealized Gain (194,267) 0 0 t 4571 Sale of Taxable Items 1,136 0 0 4921 Long-Term Debt Proceeds 5,966,250 0 0 8504 Transfer In-Sewer&Water FacRDA 5,000 0 0 8505 Transfer In-Fire Protectn RDA 30,810 0 0 ' TOTAL 620-ADMINISTRATION $ 8,354,288 $ 0 $ 0 622-AFFORDABLE HOUSING ' 4109 Property Tax Increment $ 9,715,853 $ 0 $ 0 4401 Interest Earnings 628,159 0 0 4402 Unrealized Gain 15,723 0 0 t TOTAL 622-AFFORDABLE HOUSING $ 10,359,735 $ 0 $ 0 623-2007 HOUSING SET-ASIDE BONDS 4401 Interest Earnings $ 52,058 $ 0 $ 0 4402 Unrealized Gain (1,410) 0 0 TOTAL 623-2007 HOUSING SET-ASIDE BONDS $ 50,649 $ 0 $ 0 624-CIVIC CENTER RESERVE ' 4401 Interest Earnings $ 48,679 $ 0 $ 0 4402 Unrealized Gain 14,545 0 0 - l Fiscal Year _013/14Aduriull3udget Page 92 v i ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2013/14 Adopted Budget I . 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget I TOTAL 624-CIVIC CENTER RESERVE $ 63,224 $ 0 $ 0 628-HISTORIC PRESERVATION 4402 Unrealized Gain $ (1,680) $ 0 $ 0 I 4901 Other Revenue 245 50,000 0 0 8620 Transfer In-Administration RDA ,000 0 0 TOTAL 628-HISTORIC PRESERVATION $ 48,565 $ 0 $ 0 I630-LIBRARY 4401 Interest Earnings $ 23,338 $ 0 $ 0 4402 Unrealized Gain 2,004 0 0 ' TOTAL 630-LIBRARY $ 25,342 $ 0 $ 0 632-LOAN PROGRAM I 4402 Unrealized Gain 6,955 0 0 TOTAL 632-LOAN PROGRAM $ 6,955 $ 0 $ 0 634-NON-TAX LOAN I4402 Unrealized Gain $ 936 $ 0 $ 0 TOTAL 634-NON-TAX LOAN $ 936 $ 0 $ 0 I 640-RDA INFRASTRUCTURE 4402 Unrealized Gain $ 628 $ 0 $ 0 TOTAL 640-RDA INFRASTRUCTURE • $ 628 $ 0 $ 0 I642-REGIONAL SHOPPING CENTER 4402 Unrealized Gain 5,370 0 0 I TOTAL 642-REGIONAL SHOPPING CENTER $ 5,370 $ 0 $ 0 644-REGIONAL PROJECT FUND 4401 Interest Earnings $ 61,541 $ 0 $ 0 I 4402 Unrealized Gain 18,793 0 0 TOTAL 644-REGIONAL PROJECT FUND $ 80,334 $ 0 $ 0 I 646-SPORTS COMPLEX CAPITAL IMPRVMT 4401 Interest Earnings $ 12,750 $ 0 $ 0 4402 Unrealized Gain 3,902 0 0 TOTAL 646-SPORTS COMPLEX CAPITAL IMPRVMT $ 16,653 $ 0 $ 0 I 650-PUBLIC IMPROVEMENTS-2001 TAB 4401 Interest Earnings $ 971 $ 0 $ 0 ITOTAL 650-PUBLIC IMPROVEMENTS-2001 TAB $ 971 $ 0 $ 0 660-2004 TAX ALLOCATION BONDS I 4401 Interest Earnings $ 349,699 $ 0 $ 0 4402 Unrealized Gain (1,859) 0 0 TOTAL 660-2004 TAX ALLOCATION BONDS $ 347,840 $ 0 $ 0 I676-RDASA HOUSING frairif I Fiscal Year 2013/14 Adopted Budget — Page 93 .•:;J L, City of Rancho Cucamonga I Revenue Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 t 2011/12 Adopted Adopted Actual Budget Budget 4401 Interest Earnings $ 396,700 $ 0 $ 0 , 8622 Transfer In-RDA Housing 68,587,319 0 0 8623 Transfer In-2007 Housing Bonds 48,992,006 0 0 TOTAL 676-RDASA HOUSING $ 117,976,025 $ 0 $ 0 , 677-RD OBLIGATION RETIREMENT FUND 4112 Property Tax-Post RDA $ 20,827,777 $ 0 $ 0 TOTAL 677-RD OBLIGATION RETIREMENT FUND $ 20,827,777 $ 0 $ 0 '' TOTAL R.C. REDEVELOPMENT AGENCY $ 228,137,367 $ 0 $ 0 R.C.FIRE PROTECTION DISTRICT 281-FIRE FUND 4101 Property Taxes-CY Secured $ 11,724,733 $ 11,867,340 $ 12,215,700 ' 4102 Property Taxes-CY Unsecured 520,455 547,350 562,400 4103 Property Taxes-PY Sec&Unsec 445,854 454,840 390,220 4104 Property Taxes-Penalties/Int. 302,035 335,800 308,250 ' 4105 Property Taxes-Supplemental 81,207 104,830 83,440 4106 Property Taxes-Unitary 443,189 445,330 483,270 4110 Homeowners Exemption 178,889 178,070 172,940 4112 Property Tax-Post RDA 0 2,466,380 2,537,690 ' 4113 Property Tax-Post RDA Res Blc 0 0 1,956,300 4211 Fire Permits 666,981 662,460 0 4309 False Alarm Fees 26,300 15,240 11,320 1 4313 Other Fines& Forfeitures (190) 3,700 3,700 4316 Weed Abatement 47,354 34,600 34,600 4401 Interest Earnings 28,667 30,700 15,230 4402 Unrealized Gain 467 0 0 ' 4419 Other Rental/Lease Income 83,531 90,660 85,060 4440 Sale of Fixed Assets 9,064 0 0 4501 Plan Check Fees 18,054 36,190 36,190 ' 4546 FSD Fees 2,413 140 140 4548 D.U.I.Recovery 138 280 280 4549 Hazmat Recovery 355 900 900 II Fire Setters Recovery 897 500 500 4553 Fire Maintenance Fees 1,874 4,490 2,000 4901 Other Revenue 18,126 60,100 11,400 4905 Contributions/Fund Raising 3,500 3,000 3,000 , 4914 Non-Abated Reimbursements 215,359 138,560 138,560 4916 Reimbursement from OPEB Trust 641,738 441,210 501,910 4930 Advances from Other Funds 4,556,198 0 0 8001 Transfer In-General Fund 168,860 179,840 0 8505 Transfer In-Fire Protectn RDA 1,964,820 0 0 TOTAL 281 -FIRE FUND $ 22,150,869 $ 18,102,510 $ 19,555,000 ' 282-COMMUNITY FACILITIES DIST 85-1 4101 Property Taxes-CY Secured $ 6,320,028 $ 6,320,440 $ 6,296,420 4103 Property Taxes-PY Sec&Unsec 98,872 122,160 64,020 ' 4104 Property Taxes-Penalties/Int. 26,243 22,570 23,190 Fiscal Year 2013/14 Adopted Budget - Page 94 , •,: ICity of Rancho Cucamonga Revenue.Detail I All Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 4401 Interest Earnings 32,734 40,300 19,280 I 4402 Unrealized Gain 388 0 0 4552 CFD Annexation Fees 6,020 4,600 3,600 4914 Non-Abated Reimbursements 32,569 10,000 30,000 ITOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,516,854 $ 6,520,070 $ 6,436,510 283-COMMUNITY FACILITIES DIST 88-1 I 4101 Property Taxes-CY Secured $ 1,159,706 $ 1,199,570 $ 1,249,490 4103 Property Taxes-PY Sec&Unsec 28,610 41,470 25,150 4104 Property Taxes-Penalties/Int. 8,663 13,990 7,900 4402 Unrealized Gain 88 0 0 I 4552 CFD Annexation Fees 1,120 1,120 1,120 4914 Non-Abated Reimbursements 40,362 10,000 10,000 8281 Transfer In-Fire Fund 524,140 583,940 729,770 ITOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,762,690 $ 1,850,090 $ 2,023,430 . 285-FIRE TECHNOLOGY FEE FUND I 4517 Technology Fee-Permit 0 0 46,370 TOTAL 285-FIRE TECHNOLOGY FEE FUND $ 0 $ 0 $ 46,370 288-FIRE PROTECTION CAPITAL FUND I 4112 Property Tax-Post RDA $ 9,200,662 $ 8,069,130 $ 8,771,090 4113 Property Tax-Post RDA Res Bic 0 0 364,880 4401 Interest Earnings 9,110 0 81,420 I 4402 Unrealized Gain 4,432 0 0 $ 9 TOTAL 288-FIRE PROTECTION CAPITAL FUND 9,214,204 $ 8,069,130 $ 9,217,390 289-FIRE DISTRICT CAPITAL RESERVE I 4401 Interest Earnings $ 8,348 $ 0 $ 0• 4402 Unrealized Gain (525) 0 0 8281 Transfer In-Fire Fund 162,890 0 0 I 8282 Transfer ln-CFD 85-1 0 260 0 TOTAL 289-FIRE DISTRICT CAPITAL RESERVE $ 170,713 $ 260 $ 0 TOTAL R.C. FIRE PROTECTION DISTRICT $ 39,815,328 $ 34,542,060 $ 37,278,700 TOTAL ALL FUNDS $ 396,705,517 $ 149,323,830 $ 156,281,150 I I I J Fiscal Year 2013/14 Adopted Budget - Page 95 IL• •;. City of Rancho Cucamonga I Revenues by Fund Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND 001 -GENERAL FUND $ 63,354,819 $ 63,351,040 $ 65,144,460 ' TOTAL GENERAL FUND $ 63,354,819 $ 63,351,040 $ 65,144,460 OTHER GENERAL FUNDS ' 003-REIMB ST/COUNTY PARKING CIT $ 40,690 $ 38,840 $ 55,050 006-CV WD REIMBURSEMENTS 296,289 250,000 242,050 008-CNTY OF S.B.REIMBURSEMENTS 87,146 93,880 94,090 ' 016-COMM DEV TECHNICAL SRVCS FUND 30,705 40,870 34,750 017-LAW ENFORCEMENT RESERVE (3,001) 19,250 60,340 018-TRAFFIC SAFETY 395,297 358,200 358,200 ' 019-INFO TECHNOLOGY-DEVELOPMENT 95,823 123,220 124,910 020-CITY TECHNOLOGY FEE FUND 0 0 208,250 022-MOBILE HOME PARK PROGRAM 20,034 11,910 12,010 023-SB1186 CERT ACCESS SPEC PROG 0 0 4,190 ' 025 -CAPITAL RESERVE 7,545,019 85,570 268,690 073 -BENEFITS CONTINGENCY 51,814 65,210 37,060 TOTAL OTHER GENERAL FUNDS $ 8,559,816 $ 1,086,950 $ 1,499,590 ' SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 871,875 $ 929,070 $ 1,060,320 ' 101 -AD 93-1 MASI COMMERCE CENTER 158 130 100 105-AB2766 AIR QUALITY IMPROVEMENT 288,395 212,170 209,730 110-BEAUTIFICATION 72,540 27,620 89,340 ' 112-DRAINAGE FAC/GENERAL 665,046 224,610 181,430 114-DRAINAGE-ETIWANDA/SAN SEVAINE 137,702 33,540 34,200 115-HENDERSON/WARDMAN DRAINAGE (256) 0 0 116-ETIWANDA DRAINAGE 127,596 101,550 98,110 , 118-UPPER ETIWANDA DRAINAGE 6,926 7,050 5,650 120-PARK DEVELOPMENT 378,898 244,030 207,560 122-SOUTH ETIWANDA DRAINAGE 3,624 4,490 3,230 ' 124-TRANSPORTATION 1,270,758 594,510 523,660 ' 126-LOWER ETIWANDA DRAINAGE 6,074 6,700 5,080 129-UNDERGROUND UTILITIES 578,202 116,930 98,260 ' 130-LMD#1 GENERAL CITY 1,255,638 1,163,640 1,181,960 131 -LMD#2 VICTORIA 3,025,361 2,880,640 3,210,080 132-LMD#3A HYSSOP 4,312 4,350 4,180 133-LMD#3B MEDIANS 1,019,341 944,290 970,910 ' 134-LMD#4R TERRA VISTA 2,562,074 2,522,050 2,510,260 i 135-LMD#5 TOT LOT 6,396 6,070 3,350 136-LMD#6R CARYN COMMUNITY 439,260 420,890 472,640 ' 137- LMD#7 NORTH ETIWANDA 894,828 842,820 858,820 138-LMD#8 SOUTH ETIWANDA 30,442 28,420 28,590 139-LMD#9 LOWER ETIWANDA 433,863 416,450 193,480 ' 140-LMD#10 RANCHO ETIWANDA 488,568 461,740 471,130 150-GENERAL CITY STREET LIGHTS 863 900 710 151 -SLD#1 ARTERIAL 809,708 768,700 778,940 152- SLD#2 RESIDENTIAL 381,340 331,810 343,420 ' 153- SLD#3 VICTORIA 366,193 347,340 51,830 Fiscal Year 2013/14 Adopted Budget - Page 96 L •*::J ICity of Rancho Cucamonga Revenues by Fund IFiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted IActual Budget Budget 154- SLD#4 TERRA VISTA 165,485 163,080 160,570 155- SLD#5 CARYN COMMUNITY 44,798 42,130 43,150 I 156-SLD#6 INDUSTRIAL AREA 136,075 126,070 129,400 157-SLD#7 NORTH ETIWANDA 107,006 115,140 211,100 158- SLD#8 SOUTH ETIWANDA 171,646 160,720 93,840 I 170-GAS TAX 2105/PROP11 I 843,150 884,470 854,750 1 172-GAS TAX 2106-2107 1,740,273 1,838,570 1,814,670 174-GAS TAX R&T7360 2,447,818 1,969,100 2,567,690 176-MEASURE 1 1990-2010 20,498 32,320 18,710 I 177-MEASURE I 2010-2040 2,319,705 2,235,220 2,380,970 US- SBI40 (18) 0 0 186-FOOTHILL BLVD MAINTENANCE (278) 0 0 I 188-INTEGRATED WASTE MANAGEMENT 1,136,381 1,092,180 1,146,230 190-PROP 42-TRAFFIC CONGESTION MIT 21,291 24,670 13,470 194-PROPOSITION 1B STATE FUNDING 2,797 2,340 2,480 I 195 - STATE ASSET SEIZURE 26,528 0 0 196-CA ASSET SEIZURE 15% 4,622 0 0 197- FEDERAL ASSET SEIZURE 35,570 1,550 1,510 198-CITYWIDE INFRASTRUCTURE IMPRV • 2,747,343 2,583,410 1,910,860 I 204-COMMUNITY DEVELOPMENT BLK GRNT 1,150,414 1,034,580 1,387,280 214-PEDESTRIAN GRANT/ART 3 (860) 215,870 0 215- ENRGY EFFICNCY/CONSRVATN GRNT 1,188,369 18,480 18,480 I 218- PUBLIC RESRCE GRNTS/HEALTHY RC 118,734 90,000 123,840 225 -CA RECYC LI1 It ER REDUCTION GRNT 23,630 44,020 44,750 226-USED OIL RECYCLING GRANT 12,558 0 0 I 227-USED OIL RECYCLING PROGRAM 57,157 49,260 32,930 234-SAFE ROUTES TO SCHOOL PROGRAM (215) 316,790 0 235-PROP 84 PARK BOND ACT (23) 0 283,500 239-FEDERAL GRANT FUNDS-DREIER (7) 0 0 I 250-RECREATION SERVICES 4,301,708 4,473,260 4,570,490 258- SENIOR OUTREACH GRANT 4,084 0 6,920 272-FREEDOM COURTYARD RSRC GRANTS 1,230 0 0 I 290-LIBRARY FUND 3,539,667 3,838,330 3,941,440 291 -CA STATE LIBRARY 39,429 0 0 292-STAFF INNOVATION FD(CA ST LB) 47,442 0 0 298-CALIFORNIA LITERACY CAMPAIGN 98,667 0 0 I301 -THE BIG READ LIBRARY GRANT 1,031 15,000 0• 302-LIBRARY SERVICES&TECH. ACT 42,583 0 0 310-PUBLIC LIBRARY BOND ACT-2000 777,524 0 0 I 354-COP'S PROGRAM GRANT-STATE 166,544 200,000 200,000 356-JUSTICE ASSIST GRNT(JAG)ARRA 2,457 1,870 0 361 -JUSTICE ASSISTANCE GRANT(JAG) 41 40,000 40,000 I 370-OTS-"DRINK,DRIVE,LOSE"GRANT (7) 5 0 0 372-OTS 2005 STATE SEAT BELT GRANT ,986 0 0 373 -COPS SECURE OUR SCHOOLS GRANT 126,259 18,000 15,380 374-COPS HIRING PROGRAM GRANT 0 0 115,000 I 380- DEPT OF HOMELAND SECURITY GRNT 121,114 37,940 37,940 381 -HOMELAND SECURITY GRANT 2005 56,382 0 0 838-AD 91-2 REDEMPTION-DAY CANYON 34,923 33,130 32,540 I 848-PD 85 REDEMPTION FUND 1,205,760 1,115,460 1,243,740 868-CFD 2000-03 PARK MAINTENANCE 387,767 347,910 55,880 Fiscal Year 3/14 Adopted Budget - Page 97 L, Jl City of Rancho Cucamonga I Revenues by Fund Fiscal Year 2013/14 Adopted Budget ' 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget ' TOTAL SPECIAL REVENUE $ 41,606,765 $ 36,803,380 $ 37,696,480 DEBT SERVICE ' 530-NORTHEAST COMM. PARK REDEMPTIO $ 13 $ 0 $ 0 TOTAL DEBT SERVICE $ 13 $ 0 $ 0 CAPITAL PROJECTS • 600-AD 82-1 6TH ST INDUSTRIAL $ 140 $ 170 $ 130 602-AD 84-1 DAY CREEK/MELLO 14,163 14,430 11,560 ' 607-CFD 2000-01 SOUTH ETIWANDA 4 10 10 608 -CFD 2000-02 RC CORPORATE PARK 0 60 60 610-CFD 2000-03 RANCHO SUMMIT 9 1,200 1,200 ' 612-CFD 2001-01 6,252 6,370 5,110 614-CFD 2003-01 PROJECT FUND 8 100 100 615-CFD 2003-01 CULTURAL CENTER (1,040) 130 130 1 617-CFD 2004-01 RANCHO ETIWANDA ES 144 190 170 680-CFD 2006-01 VINTNER'S GROVE 52 320 320 681 -CFD 2006-02 AMADOR ON ROUTE 66 73 200 180 TOTAL CAPITAL PROJECTS $ 19,804 $ 23,180 $ 18,970 ' ENTERPRISE FUNDS 700- SPORTS COMPLEX $ 1,739,915 $ 1,900,320 $ 1,952,310 ' 702- REGIS CONNECT 0 0 251,600 705-MUNICIPAL UTILITY 11,332,390 11,209,400 11,712,700 706-UTILITY PUBLIC BENEFIT FUND 278,444 266,050 303,760 ' 707-MUNICIPAL DEPARTING LOAD FUND 247 0 0 708-RCMU CAPITAL REPLACEMENT FUND 0 0 9,630 TOTAL ENTERPRISE FUNDS $ 13,350,995 $ 13,375,770 $ 14,230,000 ' INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 691,423 $ 103,750 $ 72,190 714-COMP EQUIP/TECH REPLCMENT FUND 1,169,186 37,700 340,760 ' TOTAL INTERNAL SERVICE FUNDS $ 1,860,608 $ 141,450 $ 412,950 TOTAL CITY OF RANCHO CUCAMONGA $ 128,752,820 $ 114,781,770 $ 119,002,450 RANCHO CUCAMONGA REDEVELOPMENT AGENCY , DEBT SERVICE 500-TAX INCREMENT FUND $ 26,440,090 $ 0 $ 0 502-REGIONAL FACILITIES 5,629,622 0 0 ' 504- SEWER&WATER FACILITIES 1,699,230 0 0 505-FIRE PROTECTION-RDA 17,270,784 0 0 506-TAX ALLOCATION BONDS-SPECIAL 18,262,887 0 0 510-ANIMAL CARE AND ADOPTION CENTR 46,522 0 0 ' 511 -CENTRAL PARK 11,730 0 0 512-CITY YARD 149,610 0 0 513-CIVIC CENTER PROJECTS 35,658 0 0 514-CULTURAL CENTER 149,178 0 0 iTh- -- -- . Fiscal Year 2013/14 Adopted Budget — Page 98 •;. ICity of Rancho Cucamonga Revenues by Fund IFiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted IActual Budget Budget 515-METROLINK STATION 62,018 0 0 516-RAILS TO TRAILS 31,009 0 0 I 517-RC FAMILY SPORTS CENTER 63,672 0 0 518-RC FAMILY RESOURCE CENTER 31,009 0 0 520- SPORTS COMPLEX PROJECTS 30,756 0 0 I 522-ARCHIBALD&BIANE LIBRARIES 58,300 $ 69,972,074 0 0 TOTAL DEBT SERVICE ,972,074 $ 0 $ 0 I CAPITAL PROJECTS 620-ADMINISTRATION $ 8,354,288 $ 0 $ 0 622-AFFORDABLE HOUSING 10,359,735 0 0 I 623-2007 HOUSING SET-ASIDE BONDS 50,649 0 0 624-CIVIC CENTER RESERVE 63,224 0 0 628-HISTORIC PRESERVATION 48,565 0 0 630-LIBRARY 25,342 0 0 I 632-LOAN PROGRAM 6,955 0 0 634-NON-TAX LOAN 936 0 0 640-RDA INFRASTRUCTURE 628 0 0 I 642-REGIONAL SHOPPING CENTER 5,370 0 0 644-REGIONAL PROJECT FUND 80,334 0 0 646- SPORTS COMPLEX CAPITAL IMPRVMT 16,653 0 0 650-PUBLIC IMPROVEMENTS-2001 TAB 971 0 0 I 660-2004 TAX ALLOCATION BONDS 347,840 0 0 676-RDASA HOUSING 117,976,025 0 0 677- RD OBLIGATION RETIREMENT FUND 20,827,777 0 0 ITOTAL CAPITAL PROJECTS $ 158,165,294 $ 0 $ 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 228,137,367 $ 0 $ 0 I R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE I 281 -FIRE FUND $ 22,150,869 $ 18,102,510 $ 19,555,000 282-COMMUNITY FACILITIES DIST 85-1 6,516,854 6,520,070 6,436,510 283-COMMUNITY FACILITIES DIST 88-1 1,762,690 1,850,090 2,023,430 I 285- FIRE TECHNOLOGY FEE FUND 0 9 20 0 46,370 288- FIRE PROTECTION CAPITAL FUND 9,214,204 8,069,130 9,217,390 289- FIRE DISTRICT CAPITAL RESERVE 170,713 260 0 ITOTAL SPECIAL REVENUE $ 39,815,329 $ 34,542,060 $ 37,278,700 TOTAL R.C.FIRE PROTECTION DISTRICT $ 39,815,328 $ 34,542,060 $ 37,278,700 ITOTAL ALL FUNDS $ 396,705,517 $ 149,323,830 $ 156,281,150 I I •• j Fiscal Year 2013/14 Adopted Budget - Page 99 L I 1 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK ' • 1 1 Fiscal Year 2013/14 Adopted Budget Page I00 1 1 I SUMMARIES OF FINANCIAL DATA I I Expenditure Summaries I I 1 fiscal Year 2013/14 Adopted Budget Page 101 :; City of Rancho Cucamonga, California Expenditure Summary by Department Operating Budget* Fiscal Year 2013/14 Adopted Budget , Library Services , Community Services 4.23% Governance 4.67% 1.51% Public Works Services 9.79% Fire District Planning 29.08% 1.91% ' Engineering Services 1.97% Building&Safety 2.71% Econ.and Comm. Dev. 0.47% Human Resources 0.57% Finan 1.37% Administrative Animal Care and Services Services Police 7.90% 2.80% 31.03% 1 Governance $ 1,473,210 Fire District 28,449,220 Police 30,353,880 Animal Care and Services 2,736,230 Administrative Services 7,724,170 Finance 1,344,530 Human Resources 554,750 ' Econ. and Comm. Dev. 457,690 Building& Safety 2,651,830 Engineering Services 1,929,510 Planning 1,873,060 Public Works Services 9,576,260 Community Services 4,565,350 Library Services 4,138,190 Total Operating Budget $ 97,827,880 ' *Operating Budget is comprised of the City General Fund (Fund 001), Fire District Operational , Funds (Funds 281, 282, and 283), and City Library Fund (Fund 290). I 14 \du1itcd1 13uk1_!ct ' City of Rancho Cucamonga Expenditure Summary by Category ' Operating Budget Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget I 001 -GENERAL FUND PERSONNEL SERVICES $ 20,204,550 $ 23,115,620 $ 23,979,090 OPERATIONS&MAINTENANCE 38,784,162 42,187,200 43,847,420 I CAPITAL OUTLAY 0 28,500 81,610 DEBT SERVICE 0 0 16,440 COST ALLOCATION 0 (3,397,570) (4,919,800) TRANSFER OUT 3,027,649 1,480,520 2,235,710 ITOTAL GENERAL FUND $ 62,016,362 $ 63,414,270 $ 65,240,470 281 -FIRE FUND I PERSONNEL SERVICES OPERATIONS&MAINTENANCE $ 19,936,654 $ 14,288,020 $ 14,519,680 1,742,307 2,970,760 3,901,780 CAPITAL OUTLAY 0 0 0 I DEBT SERVICE 0 259,790 403,770 TRANSFER OUT 687,030 583,940 729,770 TOTAL FIRE FUND $ 22,365,992 $ 18,102,510 $ 19,555,000 I282-COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES $ 7,493,823 $ 5,529,520 $ 5,658,250 OPERATIONS&MAINTENANCE 616,342 882,250 1,212,540 I DEBT SERVICE 0 108,040 0 TRANSFER OUT 0 260 0 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 8,110,166 $ 6,520,070 $ 6,870,790 ' 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES $ 1,610,687 $ 1,632,100 $ 1,740,520 I OPERATIONS&MAINTENANCE 150,237 185,830 32,160 282,910 DEBT SERVICE 0 0 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,760,925 $ 1,850,090 $ 2,023,430 1 290-LIBRARY FUND PERSONNEL SERVICES $ 2,796,706 $ 2,912,230 $ 3,049,610 OPERATIONS&MAINTENANCE 930,349 1,006,990 1,079,080 I CAPITAL OUTLAY 0 5,760 0 DEBT SERVICE 0 0 9,500 TRANSFER OUT 83,690 0 0 ITOTAL LIBRARY FUND $ 3,810,746 $ 3,924,980 $ 4,138,190 TOTAL OPERATING BUDGET $ 98,064,193 $ 93,811,920 $ 97,827,880 I I I I fiscal Year 2011/14 Adopted Budget — Page 1 0; ��:;;� City of Rancho Cucamonga I Expenditure Detail Operating Budget ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 t 2011/12 Adopted Adopted Actual Budget Budget 001-GENERAL FUND PERSONNEL SERVICES 5000-Regular Salaries $ 13,108,403 $ 14,553,690 $ 15,141,940 5005 -Overtime Salaries 314,362 297,100 309,000 5010-Part Time Salaries 1,462,872 1,508,020 1,591,750 Fringe Benefits 6,272,014 6,913,310 7,182,300 5060-Tuition Reimbursement 29,346 40,000 24,000 5061 -Employee Development 66,795 116,920 159,250 ' 5065-Coffee Fund 3,500 3,500 3,500 5093-Other Funds-Salary Reimbursmnt (107,790) (107,790) (432,650) 5094-Fire Cap Proj Salary Reimb (50,270) 0 0 ' 5095 -RDA Cap Proj Salary Reimb (894,680) 0 0 5097-Proj Fringe Benefit Savings 0 (44,950) 0 5099-Projected Salary Savings 0 (164,180) 0 TOTAL PERSONNEL SERVICES $ 20,204,550 $ 23,115,620 $ 23,979,090 OPERATIONS& MAINTENANCE ' 5100-Travel and Meetings $ 57,055 $ 102,790 $ 124,310 5102-Training 98,522 125,180 149,600 5105 -Mileage 5,644 7,250 5,200 ' 5150-Office Supplies& Equipment 213,256 240,340 242,700 5151 -Postage 105,615 108,920 82,320 5152-Computer Software 93,232 55,230 40,660 , 5160-Membership Dues 97,596 103,840 129,110 5161 -Publications& Subscriptions 16,073 20,920 57,230 5165-Licenses, Permits&Fees 206,029 249,000 259,000 5200-Operations&Maintenance 1,319,684 1,435,340 1,517,340 ' 5201 -O&MNolunteer Program 17,940 20,000 20,000 5204-0&M/Facilities 450,695 450,480 479,780 5207-0&M/Capital Supplies 0 0 70,300 ' 5210-O&M/Crime Prevention 17,289 12,000 17,000 5215-O&M/Computer Equipment 8,122 2,590 2,830 5220-Cellular Technology 133,881 140,960 140,740 2 5250-Vehicle Operations&Maint. 372,378 524,100 524,100 5252-Emergency Equipment& Veh Rntl 35,779 33,670 38,670 5253 -Vehicle Collision Repair 112,184 135,000 135,000 ' 5255 -Gasoline 730,384 751,850 751,850 ' 5256-Diesel Fuel 92,069 65,000 65,000 5257-CNG Fuel 12,705 12,600 21,000 ' 5260-O&M/Animal Care 114,050 203,950 138,330 5261 -O&M/Animal Center 27 0 0 5262-O&M/Community& Info Programs 2,234 2,000 2,000 5263-O&M/Field Services 6,169 5,000 5,000 ' 5264-O&M/Veterinarian Services 101,143 102,000 102,000 5280-Equip Operations&Maint 28,303 28,930 30,430 5283-Depreciation-Computer Equip • 0 0 40,000 Fiscal Year 2013/14 Adopted Budget - Page 104 L4%,' 1 ' City of Rancho Cucamonga Expenditure Detail I Operating Budget Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I 2011/12 Adopted Adopted Actual Budget Budget I 5285- Safety Gear& Equipment 27,733 28,130 28,130 5300-Contract Services 29,559,015 31,527,210 33,104,670 5303 -Contract Serv/Reimbursable 147,434 547,910 512,500 5304-Contract Serv/Facilities 1,429,701 1,503,380 1,667,470 I 5310-Tree Maintenance 0 0 400,000 5312-Legal Services 347,879 322,270 322,270 5320-Hazardous Waste Removal 20,790 24,320 24,320 I 5360-Contract Serv/Animal Care 78,103 70,910 70,910 5362-Contract Serv/Comm&Info Prgm 12,518 9,990 9,990 5363-Contract Serv/Field Services 13,683 15,000 16,500 I 5364-Contract ServNet Services 144,322 123,400 123,400 5400-Telephone Utilities 262,516 288,400 243,820 5401 -Gas Utilities 123,369 139,300 129,970 I 5402-Water Utilities 335,785 362,790 409,900 1 5403-Electric Utilities 1,303,794 1,295,910 1,324,740 5410-Property Insurance 147,145 169,220 173,000 5411 Insurance 6,104 0 0 I 5505-Booking Fees 0 489,550 0 5510-Property Tax Admin. Fee 376,215 397,440 94,330 5555-Projected Budget Savings 0 (66,870) 0 ITOTAL OPERATIONS& MAINTENANCE $ 38,784,162 $ 42,187,200 $ 43,847,420 CAPITAL OUTLAY I 5602-Capital Outlay-Bldg& Imprvmnt $ 0 $ 28,500 $ 0 5603 -Capital Outlay-Equipment 0 0 81,610 TOTAL CAPITAL OUTLAY $ 0 $ 28,500 $ 81,610 IDEBT SERVICE 5703-Capital Lease Payment $ 0 $ 0 $ 16,440 ITOTAL DEBT SERVICE $ 0 $ 0 $ 16,440 COST ALLOCATION I 5990-Cost Allocation Plan Offset $ 0 $ (3,397,570) $ (4,919,800) TOTAL COST ALLOCATION $ 0 $ (3,397,570) $ (4,919,800) I TRANSFER OUT 9008-Transfer Out-Fund 008 $ 4,800 $ 4,800 $ 4,800 9131 -Transfer Out-Fund 131 0 0 301,440 9281 -Transfer Out-Fire Fund 168,860 179,840 0 I9374-Transfer Out-Fund 374 0 0 75,000 9700-Transfer Out-Sports Complex 1,108,510 1,295,880 1,345,790 9712-T/O EquipmentNehicle Replacem 600,360 0 0 I9714-Transfer Out-Computer Resery 1,145,120 0 0 9900-Transfer Out-Reserves 0 0 508,680 TOTAL TRANSFER OUT $ 3,027,649 $ 1,480,520 $ 2,235,710 -n. _ _ •it i j Fiscal Year 2013/14 Adopted Budget - Page 105 L•::J. City of Rancho Cucamonga I Expenditure Detail Operating Budget ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted Actual Budget Budget TOTAL GENERAL FUND $ 62,016,362 $ 63,414,270 $ 65,240,470 1 281-FIRE FUND PERSONNEL SERVICES ' 5000-Regular Salaries $ 7,090,563 $ 6,811,120 $ 6,821,930 5005 -Overtime Salaries 2,091,411 1,989,110 2,057,330 5010-Part Time Salaries 87,728 74,050 91,840 Fringe Benefits 10,639,445 5,378,740 5,528,580 ' 5060-Tuition Reimbursement 27,508 35,000 20,000 TOTAL PERSONNEL SERVICES $ 19,936,654 $ 14,288,020 $ 14,519,680 ' OPERATIONS& MAINTENANCE 5100-Travel and Meetings $ 13,171 $ 15,100 $ 15,800 5102-Training 48,779 68,090 92,240 ' 5150-Office Supplies&Equipment 26,237 30,230 30,230 5151 -Postage 50 500 500 5152-Computer Software 999 15,000 25,000 , 5155-Public Relations/Educ Material 17,842 23,800 23,500 5160-Membership Dues 3,552 4,650 5,050 5161 -Publications& Subscriptions 2,271 4,180 6,600 ' 5165 -Licenses, Permits&Fees 5,204 8,840 8,840 5200-Operations&Maintenance 170,330 . 254,170 241,110 5215 -O&M/Computer Equipment 2,562 0 0 22 015 27 430 24 170 5220 Cellular Technology ' 5250-Vehicle Operations&Maint. 119,535 139,860 139,860 5255 -Gasoline 22,413 30,770 30,770 5256-Diesel Fuel 81,782 91,480 91,480 ' 5280-Equip Operations&Maint 15,767 23,100 22,600 5285-Safety Gear&Equipment 86,854 50,840 53,140 5290-Specialized Tools&Equipment 28,067 29,440 29,440 ' 5291 -Equipment Supplies&Repairs 25,193 16,920 31,080 5300-Contract Services 570,887 648,660 677,440 5303-Contract Serv/Reimbursable (210) 0 0 I 5312-Legal Services 75,144 50,000 50,000 5320-Hazardous Waste Removal 1,630 2,500 2,500 5321 -Fire Incident Costs 204 2,500 2,500 , 5400-Telephone Utilities 28,335 42,390 36,900 5401 -Gas Utilities 9,786 12,700 13,060 5402-Water Utilities 12,114 14,910 15,990 ' 5403-Electric Utilities 66,678 81,690 85,770 5416-General Liability Insurance 52,062 57,190 58,900 5501 -Admin./General Overhead 0 956,570 1,689,520 , 5503-City Facilities Allocation 5,780 0 0 5509-Information Srvcs Allocation 17,200 0 0 5510-Property Tax Admin.Fee • 169,653 205,660 172,040 5720-Misc Contributions to City 40,420 61,590 225,750 Fiscal Year 2013/14 Adopted Budget Page 106 Ls e: ' City of Rancho Cucamonga Expenditure Detail I Operating Budget Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget ITOTAL OPERATIONS& MAINTENANCE $ 1,742,307 $ 2,970,760 $ 3,901,780• CAPITAL OUTLAY TOTAL CAPITAL OUTLAY $ 0 $ 0 $ 0 I DEBT SERVICE 5700-Interest Expense $ 0 $ 130,530 $ 191,830 I . 5701 -Principal Repayments 0 129,260 208,160 5703-Capital Lease Payment 0 0 3,780 TOTAL DEBT SERVICE $ 0 $ 259,790 $ 403,770 ITRANSFER OUT 9283-Transfer Out-CFD 88-1 $ 524,140 $ 583,940 $ 729,770 I 9289-Transfer Out-Fire Capital Rsry 162,890 0 0 TOTAL TRANSFER OUT $ 687,030 $ 583,940 $ 729,770 ITOTAL FIRE FUND $ 22,365,992 $ 18,102,510 $ 19,555,000 282-COMMUNITY FACILITIES DIST 85-1 I PERSONNEL SERVICES 5000-Regular Salaries $ 2,844,073 $ 2,861,480 $ 2,909,070 5005 -Overtime Salaries 751,643 656,510 778,880 I 5010-Part Time Salaries 47,180 61,010 49,250 TOTAL PERSONNEL SERVICES $ 7,493,823 $ 5,529,520 $ 5,658,250 I OPERATIONS&MAINTENANCE Fringe Benefits 3,850,928 1,950,520 1,921,050 5100-Travel and Meetings $ 0 $ 120 $ 120 5150-Office Supplies& Equipment 5,553 14,110 14,110 I 5160-Membership Dues 80 140 140 5161 -Publications& Subscriptions 0 220 220 5165 -Licenses,Permits&Fees 2,752 4,680 4,680 I 5200-Operations&Maintenance 40,344 50,880 50,880 5215-O&M Computer Equipment 299 0 0 5250-Vehicle Operations& Maint. 54,775 69,940 69,940 I 5255-Gasoline 14,922 15,160 15,160 5256-Diesel Fuel 44,083 45,060 45,060 5280-Equip Operations&Maint 3,163 6,000 6,000 I 5285-Safety Gear& Equipment 20,590 13,000 15,640 5290- Specialized Tools& Equipment 3,144 3,130 3,130 5300-Contract Services 317,663 379,430 398,980 I 5400-Telephone Utilities 15,382 17,770 18,660 5401 -Gas Utilities 4,737 8,050 8,390 5402-Water Utilities 11,811 16,700 16,940 5403 -Electric Utilities 36,223 61,100 49,110 I5416-General Liability Insurance 40,821 44,930 46,270 _ r1 1 Fiscal Year 2013/14 Adopted Budget - Page 107 EL.e:-J� City of Rancho Cucamonga I Expenditure Detail Operating Budget ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 0 101,030 408,010 ' 5720-Misc Contributions to City 0 30,800 41,100 TOTAL OPERATIONS& MAINTENANCE $ 616,342 $ 882,250 $ 1,212,540 DEBT SERVICE ' 5700-Interest Expense $ 0 $ 54,280 $ 0 5701 -Principal Repayments 0 53,760 0 • TOTAL DEBT SERVICE $ 0 $ 108,040 $ 0 ' TRANSFER OUT 9289-Transfer Out-Fire Capital Rsry $ 0 $ 260 $ 0 , TOTAL TRANSFER OUT $ 0 $ 260 $ 0 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 8,110,166 $ 6,520,070 $ 6,870,790 I • 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES 5000-Regular Salaries $ 734,722 $ 787,540 $ 839,690 5005-Overtime Salaries 322,949 265,350 313,460 TOTAL PERSONNEL SERVICES $ 1,610,687 $ 1,632,100 $ 1,740,520 ' OPERATIONS& MAINTENANCE Fringe Benefits 553,017 579,210 587,370 ' 5150-Office Supplies&Equipment $ 1,150 $ 3,420 $ 3,420 5165 -Licenses, Permits&Fees 1,475 1,830 1,830 5200-Operations&Maintenance 13,266 17,480 17,480 ' 5300-Contract Services 87,881 94,770 98,860 5400-Telephone Utilities 9,807 11,820 9,840 5401 -Gas Utilities 1,596 1,860 1,860 , 5402-Water Utilities 6,846 5,020 5,020 5403-Electric Utilities 10,854 13,760 13,760 5416-General Liability Insurance 9,894 10,700 11,230 5501 -Admin./General Overhead 0 9,770 99,770 5720-Misc Contributions to City 0 15,400 19,840 5725-Other Expenditures 7,469 0 0 TOTAL OPERATIONS& MAINTENANCE $ 150,237 $ 185,830 $ 282,910 , DEBT SERVICE 5700-Interest Expense $ 0 $ 16,160 $ 0 t 5701 -Principal Repayments 0 16,000 0 TOTAL DEBT SERVICE $ 0 $ 32,160 $ 0 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,760,925 $ 1,850,090 $ 2,023,430 290-LIBRARY FUND PERSONNEL SERVICES Fiscal Year 2013/14 Adopted Budget Page 108 L•!;■ ICity of Rancho Cucamonga Expenditure Detail I Operating Budget Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 1 2011/12 Adopted Adopted Actual Budget Budget 5000-Regular Salaries $ 1,412,382 $ 1,486,260 $ 1,538,000 5005 -Overtime Salaries 23 0 0 5010-Part Time Salaries 641,124 678,400 734,340 Fringe Benefits 743,177 747,570 777,270 ITOTAL PERSONNEL SERVICES $ 2,796,706 $ 2,912,230 $ 3,049,610 OPERATIONS& MAINTENANCE I 5100-Travel and Meetings $ 13,098 $ 13,700 $ 13,700 5102-Training 704 2,000 2,000 5105 -Mileage 1,065 1,900 1,900 I 5150-Office Supplies& Equipment 18,620 23,500 22,500 5152-Computer Software 3,694 6,000 6,000 5160-Membership Dues 4,525 4,920 5,550 ' 5200-Operations&Maintenance 339,231 531,480 571,000 5207-O&M Capital Supplies 83,330 0 13,000 5215 -O&M/Computer Equipment 14,675 0 0 I 5220-Cellular Technology 1,685 1,610 1,610 5300-Contract Services 179,162 266,420 286,360 5400-Telephone Utilities 9,573 10,000 10,000 5402-Water Utilities 4,474 4,500 4,500 I 5403-Electric Utilities 55,775 70,050 70,050 5501 -Admin./General Overhead • 189,000 70,910 70,910 5503 -City Facilities Allocation 11,740 0 0 ITOTAL OPERATIONS& MAINTENANCE $ 930,349 $ 1,006,990 $ 1,079,080 CAPITAL OUTLAY 1 5605 -Capital Outlay-Computer Equip $ 0 $ 5,760 $ 0 TOTAL CAPITAL OUTLAY $ 0 $ 5,760 $ 0 I DEBT SERVICE 5703-Capital Lease Payment $ 0 $ 0 $ 9,500 TOTAL DEBT SERVICE $ 0 $ 0 $ 9,500 I . TRANSFER OUT 9298-Transfer Out-CA Literacy Cmpgn $ 83,690 $ 0 $ 0 ITOTAL TRANSFER OUT $ 83,690 $ 0 $ 0 TOTAL LIBRARY FUND • $ 3,810,746 $ 3,924,980 $ 4,138,190 ITOTAL OPERATING BUDGET $ 98,064,193 $ 93,811,920 $ 97,827,880 I ., // 1rfr j Fiscal Year 2013/14 Adopted Budget - rage 109 L.:.:"J' City of Rancho Cucamonga, California Expenditure Summary by Department All Funds Fiscal Year 2013/14 Adopted Budget Library Services 2.63% Governance Community Services 0.94% 5.84% ' Fire District 19.82% Public Works Services 13.25% Planning 1.93% Police ' Engineering Services 18.52% 21.03% ' f�l Building&Safety 1.58% Animal Care and Econ.and Comm.Dev. Services 0.44% 1.61% Financ: Human Resources 0,79%° Administrative Services 11.28% 0.33% ' Governance $ 1,599,770 Fire District 33,677,300 Police 31,466,100 Animal Care and Services 2,736,230 Administrative Services 19,171,720 Finance 1,344,530 Human Resources 554,750 Econ. and Comm. Dev. 752,070 Building & Safety 2,692,550 Engineering Services 35,731,770 t Planning 3,270,750 Public Works Services 22,515,180 Community Services 9,924,640 Library Services 4,465,830 Total All Funds Budget $ 169,903,190 1 I I I fear -01 . '14 Vloiltei.i I3ii Igrt I'aLtc 110 , •:. •-.• ICity of Rancho Cucamonga Expenditure Summary by Category I All Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget I CITY OF RANCHO CUCAMONGA PERSONNEL SERVICES $ 38,533,093 $ 40,390,920 $ 40,941,430 OPERATIONS&MAINTENANCE 67,196,335 72,473,730 76,394,150 I CAPITAL OUTLAY 12,943,196 291,536 14,340,880 19,619,860 DEBT SERVICE 0 577,720 COST ALLOCATION 0 (3,397,570) (4,919,800) I TRANSFER OUT 4,642,769 3,226,940 3,653,500 TOTAL CITY OF RANCHO CUCAMONGA $ 123,606,932 $ 127,034,900 $ 136,266,860 RANCHO CUCAMONGA REDEVELOPMENT AGENCY IPERSONNEL SERVICES $ 1,143,825 $ 0 $ 0 OPERATIONS&MAINTENANCE 16,926,730 0 0 CAPITAL OUTLAY 18,781,518 0 0 IDEBT SERVICE 44,852,937 0 0 TRANSFER OUT 150,090,336 0 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 231,795,348 $ 0 $ 0 IR.C.FIRE PROTECTION DISTRICT PERSONNEL SERVICES $ 29,041,166 $ 21,449,640 $ 21,918,450 I OPERATIONS&MAINTENANCE 2,730,125 5,607,740 7,059,840 CAPITAL OUTLAY 1,321,998 4,532,200 3,524,500 DEBT SERVICE 0 399,990 403,770 I TRANSFER OUT 687,030 584,200 729,770 TOTAL R.C.FIRE PROTECTION DISTRICT $ 33,780,321 $ 32,573,770 $ 33,636,330 ITOTAL ALL FUNDS $ 389,182,602 $ 159,608,670 $ 169,903,190 I I I I 1 Fiscal Year 2013/14 Adopted Bucket— Page 1 1 1 , •�; City of Rancho Cucamonga I Expenditure Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA I001-GENERAL FUND 5000-Regular Salaries $ 13,108,403 $ 14,553,690 $ 15,141,940 5005-Overtime Salaries 314,362 297,100 309,000 ' 5010-Part Time Salaries 1,462,872 1,508,020 1,591,750 Fringe Benefits 6,272,014 6,913,310 7,182,300 5060-Tuition Reimbursement 29,346 40,000 24,000 5061 -Employee Development 66,795 116,920 159,250 , 5065-Coffee Fund 3,500 3,500 3,500 5093-Other Funds-Salary Reimbursmnt (107,790) (107,790) (432,650) 5094-Fire Cap Proj Salary Reimb (50,270) 0 0 ' 5095 -RDA Cap Proj Salary Reimb (894,680) 0 0 5097-Proj Fringe Benefit Savings 0 (44,950) 0 5099-Projected Salary Savings 0 (164,180) 0 ' 5100-Travel and Meetings 57,055 102,790 124,310 5102-Training 98,522 125,180 149,600 5105 -Mileage 5,644 7,250 5,200 ' 5150-Office Supplies&Equipment 213,256 240,340 242,700 5151 -Postage 105,615 108,920 82,320 5152-Computer Software 93,232 55,230 40,660 , 5160-Membership Dues 97,596 103,840 129,110 5161 -Publications& Subscriptions 16,073 20,920 57,230 5165-Licenses,Permits& Fees 206,029 249,000 259,000 , 5200-Operations&Maintenance 1,319,684 1,435,340 1,517,340 5201 -O&MNolunteer Program 17,940 20,000 20,000 5204-0&M/Facilities 450,695 450,480 479,780 5207-0&M/Capital Supplies 0 0 70,300 ' 5210-O&M/Crime Prevention 17,289 12,000 17,000 5215-O&M/Computer Equipment 8,122 2,590 2,830 5220-Cellular Technology 133,881 140,960 140,740 ' 5250-Vehicle Operations& Maint. 372,378 524,100 524,100 5252-Emergency Equipment&Veh Rntl 35,779 33,670 38,670 5253 -Vehicle Collision Repair 112,184 135,000 135,000 5255 -Gasoline 730,384 751,850 751,850 5256-Diesel Fuel 92,069 65,000 65,000 5257-CNG Fuel 12,705 12,600 21,000 , 5260-O&M/Animal Care 114,050 203,950 138,330 5261 -O&M/Animal Center 27 0 0 5262-O&M/Community&Info Programs 2,234 2,000 2,000 ' 5263 -O&M/Field Services 6,169 5,000 5,000 5264-O&MNeterinarian Services 101,143 102,000 102,000 5280-Equip Operations&Maint 28,303 28,930 30,430 ' 5283 -Depreciation-Computer Equip 0 0 40,000 5285-Safety Gear&Equipment 27,733 28,130 28,130 5300-Contract Services 29,559,015 31,527,210 33,104,670 5303-Contract Serv/Reimbursable 147,434 547,910 512,500 ' Fiscal Year 2013/14 Adopted Budget - Page 1 12 Le •:: ' City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 5304-Contract Serv/Facilities 1,429,701 1,503,380 1,667,470 I 5310-Tree Maintenance 0 0 400,000 5312-Legal Services • 347,879 322,270 322,270 5320-Hazardous Waste Removal 20,790 24,320 24,320 I 5360-Contract Serv/Animal Care 78,103 70,910 70,910 5362-Contract Serv/Comm&Info Prgm 12,518 9,990 9,990 5363 -Contract Serv/Field Services 13,683 15,000 16,500 I 5364-Contract ServNet Services 144,322 123,400 123,400 5400-Telephone Utilities 262,516 288,400 243,820 5401 -Gas Utilities 123,369 139,300 129,970 I 5402-Water Utilities 335,785 362,790 409,900 1 5403 -Electric Utilities 1,303,794 1,295,910 1,324,740 5410-Property Insurance 147,145 169,220 173,000 I 5411 -Other Insurance 6,104 0 489,550 0 5505-Booking Fees 0 , 0 0 5510-Property Tax Admin. Fee 376,215 397,440 94,330 I 5555-Projected Budget Savings 0 (66,870) 0 5602-Capital Outlay-Bldg&Imprvmnt 0 28,500 0 5603-Capital Outlay-Equipment 0 0 81,610 5703 -Capital Lease Payment 0 0 16,440 I 5990-Cost Allocation Plan Offset 0 3,397,570 ( ) (4,919,800) 9008-Transfer Out-Fund 008 4,800 4,800 4,800 9131 -Transfer Out-Fund 131 0 0 301,440 I 9281 -Transfer Out-Fire Fund 168,860 179,840 0 9374-Transfer Out-Fund 374 0 0 75,000 9700-Transfer Out-Sports Complex 1,108,510 1,295,880 1,345,790 I 9712-T/O Equipment/Vehicle Replacem 600,360 0 0 9714-Transfer Out-Computer Resery 1,145,120 0 0 9900-Transfer Out-Reserves 0 0 508,680 ITOTAL GENERAL FUND $ 62,016,362 $ 63,414,270 $ 65,240,470 003-REIMB ST/COUNTY PARKING CIT I5200-Operations&Maintenance $ 39,812 $ 38,840 $ 55,050 TOTAL REIMB ST/COUNTY PARKING CIT $ 39,812 $ 38,840 $ 55,050 I006-CVWD REIMBURSEMENTS 5000-Regular Salaries $ 112,746 $ 128,450 $ 99,140 Fringe Benefits 54,682 59,100 45,330 I 5200-Operations&Maintenance 36,345 43,000 43,000 5250-Vehicle Operations&Maint. 9,699 10,000 10,000 5252-Emergency Equipment&Veh Rntl 796 1,000 1,000 I5280-Equip Operations&Maint 427 500 500 TOTAL CVWD REIMBURSEMENTS $ 214,694 $ 242,050 $ 198,970 I008-CNTY OF S.B.REIMBURSEMENTS //rr 1 Fiscal Year 2013/14 Adopted Budget - Page 113 ,",•» City of Rancho Cucamonga I Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 5300-Contract Services $ 78,961 $ 86,680 $ 86,680 t TOTAL CNTY OF S.B.REIMBURSEMENTS $ 78,961 $ 86,680 $ 86,680 • 016-COMM DEV TECHNICAL SRVCS FUND ' 5000-Regular Salaries $ 21,853 $ 26,860 $ 0 Fringe Benefits 10,599 12,620 0 5152-Computer Software 0 60,640 0 ' 5200-Operations&Maintenance 0 1,500 35,500 5215 -O&M/Computer Equipment 0 184,920 0 5220-Cellular Technology 0 0 630 5300-Contract Services 213,527 195,470 50,000 ' 5603-Capital Outlay-Equipment 16,508 0 0 TOTAL COMM DEV TECHNICAL SRVCS FUND $ 262,485 $ 482,010 $ 86,130 ' 017-LAW ENFORCEMENT RESERVE 5501 -Admin./General Overhead $ 0 $ 840 $ 3,940 ' 5602-Capital Outlay-Bldg&Imprvmnt 0 100,000 100,000 5650-Capital Project 0 40,000 0 9001 -Transfer Out-General Fund 0 357,670 60,000 9018-Transfer Out-Traffic Safety 55,235 0 0 t 9373 -Transfer Out-Fund 373 58,265 16,440 12,720 TOTAL LAW ENFORCEMENT RESERVE $ 113,499 $ 514,950 $ 176,660 , 018-TRAFFIC SAFETY 5300-Contract Services $ 395,297 $ 358,200 $ 358,200 ' 5501 -Admin./General Overhead 0 0 2,940 TOTAL TRAFFIC SAFETY $ 395,296 $ 358,200 $ 361,140 019-INFO TECHNOLOGY-DEVELOPMENT ' 5000-Regular Salaries $ 130,960 $ 0 $ 0 Fringe Benefits 63,516 0 5501 -Admin./General Overhead 0 196,860 204,320 0 ' TOTAL INFO TECHNOLOGY-DEVELOPMENT $ 194,476 $ 196,860 $ 204,320 020-CITY TECHNOLOGY FEE FUND ' 9714-Transfer Out-Computer Resery $ 0 $ 0 $ 208,250 TOTAL CITY TECHNOLOGY FEE FUND $ 0 $ 0 $ 208,250 ' 022-MOBILE HOME PARK PROGRAM 5200-Operations&Maintenance $ 3,573 $ 4,150 $ 5,150 ' 5300-Contract Services 0 0 31,000 5501 -Admin./General Overhead 0 30 60 Fiscal Year 2013/14 Adopted Budget - Page •• ' City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget ' TOTAL MOBILE HOME PARK PROGRAM $ 3,572 $ 4,180 $ 36,210 023-SB1186 CERT ACCESS SPEC PROG I 5102-Training $ 0 $ 0 $ 700 3 5200-Operations&Maintenance 0 0 3,810 TOTAL SB1186 CERT ACCESS SPEC PROG $ 0 $ 0 $ 4,510 I025-CAPITAL RESERVE 5005-Overtime Salaries $ 56,344 $ 0 $ 0 I 5152-Computer Software 2,346 0 1250 0 5200-Operations& Maintenance 13,780 , 0 46,900 5204-0& M/Facilities 4,472 10,000 0 I 5207-0& M/Capital Supplies 40,074 , 0 0 5252-Emergency Equipment& Veh Anti 0 5000 0 5300-Contract Services 329,410 156,000 58,250 I 5304-Contract Serv/Facilities 62,714 30,000 15,000 5411 -Other Insurance 0 7,020 7,050 5416-General Liability Insurance 400,265 377,110 371,580 5417-General Liability Claims 411,977 350,000 350,000 I 5501 -Admin./General Overhead 0 13,420 25,320 5602-Capital Outlay-Bldg& Imprvmnt 101,339 264,000 1,570,000 5603 -Capital Outlay-Equipment 0 0 16,300 I 5607-Cap Outlay-Impry Oth Than Bldg 13,950 285,750 200,500 5650-Capital Project 3,637,256 0 0 9001 -Transfer Out-General Fund 382,760 398,990 0 ITOTAL CAPITAL RESERVE $ 5,456,686 $ 1,909,790 $ 2,660,900 • 073-BENEFITS CONTINGENCY I5000-Regular Salaries $ 1,332,692 $ 300,000 $ 300,000 5096-Supplementary Retirement Plan 0 275,690 0 5098-Vol. Sep.Program 18,515 3,640 0 I 5501 -Admin./General Overhead 0 2,760 7,550 9001 -Transfer Out-General Fund 92,770 30,920 0 ITOTAL BENEFITS CONTINGENCY $ 1,443,976 $ 613,010 $ 307,550 100-ASSESSMENT DISTRICTS ADMEN I 5000-Regular Salaries $ 508,305 $ 106,020 $ 108,600 Fringe Benefits 246,528 49,530 50,740 5100-Travel and Meetings 0 0 2,040 5102-Training 11,208 11,500 11,500 I 5105-Mileage 1,512 1,750 1,750 5150-Office Supplies&Equipment 0 1,000 1,000 5151 -Postage . 0 12,000 12,000 I 5152-Computer Software 6,422 6,000 2,000 5200-Operations&Maintenance 22,017 30,800 2,30 t I iscal Year 2013/14 Adopted Budget - Page 115 C • . City of Rancho Cucamonga ' Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 5215-O&M/Computer Equipment 746 0 1,700 ' 5220-Cellular Technology 1,364 1,700 1,700 5300-Contract Services 57,688 168,940 185,530 5501 -Admin./General Overhead 20,000 720,640 784,560 TOTAL ASSESSMENT DISTRICTS ADMIN $ 875,789 $ 1,109,880 $ 1,195,420 ' 105-AB2766 AIR OUALITY IMPROVEMENT 5000-Regular Salaries $ 20,859 $ 0 $ 0 ' Fringe Benefits 10,116 0 0 5102-Training 0 2,500 2,500 II -Operations&Maintenance 100,659 23,730 . 27,690 5300-Contract Services 1,500 1,600 4,520 5501 -Admin./General Overhead 0 9,260 1,000 5603 -Capital Outlay-Equipment 0 200,000 238,000 ' 5604-Capital Outlay-Vehicles 146,696 77,000 0 5607-Cap Outlay-Impry Oth Than Bldg 0 0 71,500 TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 279,829 $ 314,090 $ 345,210 ' 110-BEAUTIFICATION 5000-Regular Salaries $ 43,801 $ 0 $ 0 ' Fringe Benefits 21,243 0 0 5215 -O&M/Computer Equipment 750 0 0 5501 -Admin./General Overhead 5,070 4,850 1,900 t 5650-Capital Project 40,841 75,850 401,000 TOTAL BEAUTIFICATION $ 111,705 $ 80,700 $ 402,900 ' 112-DRAINAGE FAC/GENERAL 96 335 82 330 $ 37,620 5000-Regular Salaries $ $ ' 5005 -Overtime Salaries 132 0 0 Fringe Benefits 46,722 38,530 17,510 5152-Computer Software 38 0 0 5215 -O&M/Computer Equipment 0 780 0 5300-Contract Services 0 25,000 35,000 •5501 -Admin./General Overhead 27,000 9,040 11,590 5650-Capital Project 744,602 260,000 66,000 ' TOTAL DRAINAGE FAC/GENERAL $ 914,828 $ 415,680 $ 167,720 114-DRAINAGE-ETIWANDA/SAN SEVAINE ' 5501 -Admin./General Overhead $ 0 $ 80 $ 580 5650-Capital Project 57,750 0 0 TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE $ 57,750 $ 80 $ 580 ' 116-ETIWANDA DRAINAGE 5000-Regular Salaries $ 39,209 $ 26,970 $ 7,710 Fiscal Year 2013/14 Adopted Budge) Page 1 I6 • City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget Fringe Benefits 19,017 12,680 3,620 I 5152-Computer Software 276 0 0 5300-Contract Services 0 0 10,000 5501 -Admin./General Overhead 12,000 3,960 4,200 I5650-Capital Project 65,198 0 40,000 TOTAL ETIWANDA DRAINAGE $ 135,699 $ 43,610 $ 65,530 I118-UPPER ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 0 $ 80 $ 350 ITOTAL UPPER ETIWANDA DRAINAGE $ 0 $ 80 $ 350 120-PARK DEVELOPMENT I 5000-Regular Salaries $ 87,601 $ 89,540 $ 89,540 Fringe Benefits 42,487 42,080 42,080 5100-Travel and Meetings 1,750 1,000 1,000 5150-Office Supplies&Equipment 0 1,000 1,000 I5160-Membership Dues 135 570 170 5161 -Publications& Subscriptions • 1,061 1,100 1,100 5200-Operations&Maintenance 6,278 6,850 430 I 5207-0&M/Capital Supplies 0 0 65,000 5300-Contract Services 37,000 50,000 55,000 5501 -Admin./General Overhead 26,120 9,610 17,990 I5650-Capital Project 793,162 350,000 50,000 TOTAL PARK DEVELOPMENT $ 995,593 $ 551,750 $ 323,310 I122-SOUTH ETIWANDA DRAINAGE • 5501 -Admin./General Overhead $ 0 $ 30 $ 250 5650-Capital Project 45,670 0 0 ITOTAL SOUTH ETIWANDA DRAINAGE $ 45,670 $ 30 $ 250 a 124-TRANSPORTATION 5000-Regular Salaries $ 525,526 $ 589,010 $ 574,510 Fringe Benefits 254,880 276,160 269,770 5152-Computer Software 75 0 0 I5160-Membership Dues 0 600 600 5215-O&M/Computer Equipment 550 7,110 0 5300-Contract Services 40,060 40,920 50,920 I 5501 -Admin./General Overhead 104,250 68,790 79,090 5650-Capital Project 708,767 2,065,000 5,012,200 ' TOTAL TRANSPORTATION $ 1,634,106 $ 3,047,590 $ 5,987,090 126-LOWER ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 0 $ 90 $ 330 I5650-Capital Project 16,241 0 0 ��� Fiscal Year _01_/14 Adopted :. I 2 pted Budget - Page 1 17 L� J City of Rancho Cucamonga ' Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget TOTAL LOWER ETIWANDA DRAINAGE $ 16,241 $ 90 $ 330 I 129-UNDERGROUND UTILITIES 5501 -Admin./General Overhead $ 31,850 $ 11,810 $ 13,460 ' 5650-Capital Project 0 1,373,930 661,170 TOTAL UNDERGROUND UTILITIES $ 31,850 $ 1,385,740 $ 674,630 130-LMD#1 GENERAL CITY I 5000-Regular Salaries $ 135,893 $ 146,770 $ 150,990 5010-Part Time Salaries 19,832 22,400 22,400 , Fringe Benefits 67,938 71,770 73,430 5200-Operations&Maintenance 64,755 68,850 70,570 5204-0&M/Facilities 11,405 6,500 6,500 ' 5250-Vehicle Operations&Maint. 1,859 2,000 2,000 5252-Emergency Equipment&Veh Rntl 0 0 800 5280-Equip Operations&Maint 3,546 3,800 3,800 , 5283 -Depreciation-Computer Equip 440 0 0 5300-Contract Services 470,796 554,030 492,600 5304-Contract Serv/Facilities 0 5,000 5,000 5310-Tree Maintenance 63,260 63,260 50,000 5400-Telephone Utilities 3,382 3,800 2,550 5402-Water Utilities 274,069 303,540 317,640 5403 -Electric Utilities 58,244 65,330 68,630 , 5500-Assessment Administration 65,020 65,020 65,870 5501 -Admin./General Overhead 82,190 67,040 67,040 5603 -Capital Outlay-Equipment 0 0 2,700 , 5604-Capital Outlay-Vehicles 3,518 0 0 TOTAL LMD#1 GENERAL CITY $ 1,326,147 $ 1,449,110 $ 1,402,520 , 131-LMD#2 VICTORIA 5000-Regular Salaries $ 663,766 $ 681,510 $ 611,460 5005-Overtime Salaries 928 1,090 1,090 , 5010-Part Time Salaries 61,643 80,320 80,320 Fringe Benefits 329,128 327,900 296,150 5200-Operations&Maintenance 54,578 56,550 66,550 ill 5250-Vehicle Operations&Maint. 4,866 5,000 5,000 5300-Contract Services 626,196 825,290 1,022,210 5310-Tree Maintenance 37,350 94,950 94,950 , 5400-Telephone Utilities 1,093 1,180 1,250 5402-Water Utilities 624,370 720,960 829,160 5403 -Electric Utilities 79,226 82,660 90,880 , 5500-Assessment Administration 34,870 34,870 34,870 5501 -Admin./General Overhead 184,380 190,020 190,020 5504-Interfund Allocation 0 0 73,070 5604-Capital Outlay-Vehicles 7,538 0 0 Fiscal Year 0 13/14 Adopted Budget - P. 11 N , •�.• I ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 9900-Transfer Out-Reserves 0 0 100,000 ITOTAL LMD#2 VICTORIA $ 2,709,932 $ 3,102,300 $ 3,496,980 132-LMD#3A HYSSOP ' 5200-Operations&Maintenance $ 0 $ 500 $ 800 5300-Contract Services 1,699 5,940 3,650 5402-Water Utilities 680 900 900 I 5403 -Electric Utilities 571 600 600 5500-Assessment Administration 50 50 50 5501 -Admin./General Overhead 260 40 190 ' TOTAL LMD#3A HYSSOP $ 3,259 $ 8,030 $ 6,190 133-LMD#3B MEDIANS I 5000-Regular Salaries $ 301,681 $ 317,220 $ 269,050 5005 -Overtime Salaries 1,171 2,630 2,630 5010-Part Time Salaries 49,069 53,700 42,100 ' Fringe Benefits 153,054 155,990 132,090 5200-Operations& Maintenance 53,874 58,900 59,200 5204-O&M/Facilities 4,102 8,500 0 I 5250-Vehicle Operations&Maint. 1,490 1,500 1,500 5252-Emergency Equipment&Veh Rntl 459 2,000 2,000 5280-Equip Operations&Maint 10,528 12,000 12,000 I 5300-Contract Services 371,310 400,420 410,450 5304-Contract Serv/Facilities 113,572 98,500 0 5310-Tree Maintenance 21,849 21,850 21,850 I 5400-Telephone Utilities 1,288 1,560 0 5402-Water Utilities 79,928 87,020 84,720 5403-Electric Utilities 40,984 44,230 15,490 I 5500-Assessment Administration 6,170 6,170 6,270 5501 -Admin./General Overhead 68,990 54,640 59,730 5650-Capital Project 15,261 10,000 0 ITOTAL LMD#3B MEDIANS $ 1,294,780 $ 1,336,830 $ 1,119,080 134-LMD#4R TERRA VISTA I 5000-Regular Salaries $ 577,698 $ 612,420 $ 564,330 5005-Overtime Salaries 918 1,050 1,050 5010-Part Time Salaries 27,698 32,280 32,280 I Fringe Benefits 283,739 290,190 268,270 5200-Operations&Maintenance 66,762 67,150 75,150 5250-Vehicle Operations&Maint. 5,888 6,000 6,000 5252-Emergency Equipment&Veh Rntl 403 750 1,700 I 5280-Equip Operations&Maint 3,371 3,750 3,750 5283 -Depreciation-Computer Equip 150 0 0 5300-Contract Services 289,888 667,900 455,030 I5310-Tree Maintenance 10,176 32,000 52,000 I Fiscal Year 2013/14 Adopted Budget - Page 1 19 lb J City of Rancho Cucamonga I Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted t Actual Budget Budget 5400-Telephone Utilities 2,661 2,910 2,910 5402-Water Utilities 274,625 332,530 332,530 I 5403 -Electric Utilities 32,566 35,070 39,360 5500-Assessment Administration 23,010 23,010 22,990 5501 -Admin./General Overhead 177,110 132,490 156,500 , 5603-Capital Outlay-Equipment 0 0 6,300 5604-Capital Outlay-Vehicles 7,036 0 0 5607-Cap Outlay-Impry Oth Than Bldg 0 0 8,750 ' 5650-Capital Project 10,166 723,000 300,000 TOTAL LMD#4R TERRA VISTA $ 1,793,866 $ 2,962,500 $ 2,328,900 135-LMD#5 TOT LOT I 5200-Operations&Maintenance $ 0 $ 800 $ 1,100 5250-Vehicle Operations& Maint. 0 70 70 t 5300-Contract Services . 1,428 12,340 2,690 5402-Water Utilities 598 510 630 5403 -Electric Utilities 279 320 320 , 5500-Assessment Administration 240 240 220 5501 -Admin./General Overhead 360 40 300 TOTAL LMD#5 TOT LOT $ 2,904 $ 14,320 $ 5,330 I 136-LMD#6R CARYN COMMUNITY 5000-Regular Salaries $ 7,007 $ 7,230 $ 7,490 I Fringe Benefits 3,398 3,400 3,520 5200-Operations&Maintenance 7,514 10,760 16,060 5252-Emergency Equipment&Veh Rntl 0 0 200 t 5300-Contract Services 248,096 276,200 285,490 5310-Tree Maintenance 16,862 16,870 16,870 5402-Water Utilities 101,515 100,260 100,260 1 5403 -Electric Utilities 6,387 7,300 8,310 5500-Assessment Administration 7,020 7,020 7,020 5501 -Admin./General Overhead 30,890 19,820 22,180 , TOTAL LMD#6R CARYN COMMUNITY $ 428,688 $ 448,860 $ 467,400 137-LMD#7 NORTH ETIWANDA ' 5000-Regular Salaries $ 156,272 $ 171,000 $ 159,450 5010-Part Time Salaries 7,903 10,380 10,380 Fringe Benefits 76,686 81,050 75,790 1 5200-Operations&Maintenance 37,955 46,660 46,960 • 5204-O&M/Facilities 1,000 1,000 1,000 5250-Vehicle Operations&Maint. 2,468 2,500 2,500 , 5252-Emergency Equipment& Veh Rntl 549 0 700 5300-Contract Services 287,895 301,930 354,440 5310-Tree Maintenance 6,950 6,950 6,950 5400-Telephone Utilities 1,356 1,500 1,050 e Fiscal Year 2013/14 Adopted I3udgel - Page 120 L, +:d ' City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 5402- Water Utilities 205,107 295,540 295,540 I5403 -Electric Utilities 22,700 23,840 24,850 5500-Assessment Administration 15,080 15,080 15,430 5501 -Admin./General Overhead 58,710 59,570 68,760 ' 5603-Capital Outlay-Equipment 0 0 5,300 5604-Capital Outlay-Vehicles 2,513 0 0 ITOTAL LMD#7 NORTH ETIWANDA $ 883,141 $ 1,017,000 $ 1,069,100 138-LMD#8 SOUTH ETIWANDA 5000-Regular Salaries $ 1,396 $ 1,450 $ 1,500 ' Fringe Benefits 677 680 710 5200-Operations&Maintenance 1,000 1,000 2,300 5300-Contract Services 6,649 9,260 10,080 I 5310-Tree Maintenance 4,300 4,300 4,300 5402- Water Utilities 5,601 6,470 4,590 5403 -Electric Utilities 829 910 1,030 ' 5500-Assessment Administration 1,040 1,040 1,050 5501 -Admin./General Overhead 2,120 4,970 5,680 TOTAL LMD#8 SOUTH ETIWANDA $ 23,611 $ 30,080 $ 31,240 I139-LMD#9 LOWER ETIWANDA 5000-Regular Salaries $ 144,026 $ 156,090 $ 150,030 I 5010- Part Time Salaries 6,221 7,860 7,860 Fringe Benefits 70,649 73,980 71,290 5200-Operations&Maintenance 49,490 52,750 20,850 I 5215-O&M/Computer Equipment 0 2,430 0 1 5220-Cellular Technology 0 1,080 1,080 5252-Emergency Equipment& Veh Rntl 0 1,200 1,200 I 5300-Contract Services 92,732 333,440 133,240 5310-Tree Maintenance 6,600 26,050 26,050 5400-Telephone Utilities 39 0 0 I 5402-Water Utilities 22,719 27,550 27,550• 5403 -Electric Utilities 6,230 8,730 8,730 5500-Assessment Administration 8,750 8,750 9,100 5501 -Admin./General Overhead 54,320 21,860 32,700 I5603-Capital Outlay-Equipment 0 0 6,200 5650-Capital Project 47,784 0 0 ITOTAL LMD#9 LOWER ETIWANDA $ 509,558 $ 721,770 $ 495,880 140-LMD#10 RANCHO ETIWANDA I 5000-Regular Salaries $ 131,808 $ 142,510 $ 133,920 5005 -Overtime Salaries 296 1,050 1,050 5010-Part Time Salaries 19,285 27,590 27,590 I Fringe Benefits 65,844 70,340 66,490 5200-Operations&Maintenance 22,912 26,500 ��36,800 . .. .r::• . • ,.. :. r> � •�..1� } Fiscal Year 2013/14 Adopted Budget - Page 121 L. .:.d1 --''••- City of Rancho Cucamonga ' Expenditure Detail All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted , Actual Budget Budget 5204-0&M/Facilities 3,939 4,000 4,000 5215-O&M/Computer Equipment 0 810 0 ' 5220-Cellular Technology 0 360 360 5252-Emergency Equipment&Veh Rntl 206 1,000 1,000 5280-Equip Operations&Maint 988 1,000 1,000 , 5300-Contract Services 99,247 168,730 140,280 5304-Contract Serv/Facilities 0 2,000 2,000 5310-Tree Maintenance 6,860 15,260 15,260 ' 5402-Water Utilities 77,467 79,130 87,160 5403-Electric Utilities 48,224 54,110 64,690 5500-Assessment Administration 4,130 4,130 4,260 ' 5501 -Admin./General Overhead 31,230 42,580 48,750 5603 -Capital Outlay-Equipment 0 0 6,200 5604-Capital Outlay-Vehicles 1,508 0 0 II LMD#10 RANCHO ETIWANDA $ 513,943 $ 641,100 $ 640,810 151-SLD#1 ARTERIAL ' 5000-Regular Salaries $ 20,619 $ 13,170 $ 13,170 5010-Part Time Salaries 10,002 13,340 0 Fringe Benefits 11,175 8,110 6,190 , 5102-Training 180 180 180 5160-Membership Dues 60 4,030 4,030 5200-Operations&Maintenance 0 4,940 4,940 5280-Equip Operations& Maint 0 500 500 5400-Telephone Utilities 887 800 1,030 5403 -Electric Utilities 615,458 612,160 628,470 ' 5500-Assessment Administration 158,200 158,960 160,190 5501 -Admin./General Overhead 53,660 33,420 33,420 TOTAL SLD#1 ARTERIAL $ 870,241 $ 849,610 $ 852,120 ' 152-SLD#2 RESIDENTIAL 5403 -Electric Utilities $ 280,131 $ 278,170 $ 280,870 ' 5500-Assessment Administration 38,440 36,330 37,110 5501 -Admin./General Overhead 24,870 2,150 2,950 TOTAL SLD#2 RESIDENTIAL $ 343,440 $ 316,650 $ 320,930 ' 153-SLD#3 VICTORIA 5000-Regular Salaries $ 21,548 $ 13,170 $ 13,170 ' 5010-Part Time Salaries 9,368 13,340 0 Fringe Benefits 11,617 8,110 6,190 • 5102-Training 60 180 180 ' 5160-Membership Dues 40 30 30 5200-Operations&Maintenance 4,908 9,940 11,440 5403-Electric Utilities 236,445 233,800 240,770 5500-Assessment Administration 35,180 35,190 35,360 =, _ � .- "' Fiscal Year 2013/14 Adopted Budget - Page 122 , ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I 2011/12 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 24,130 4,510 4,890 ITOTAL SLD#3 VICTORIA $ 343,294 $ 318,270 $ 312,030 •' 154-SLD#4 TERRA VISTA 5000-Regular Salaries $ 21,944 $ 13,170 $ 13,170 5010-Part Time Salaries 9,368 13,340 0 I Fringe Benefits 11,809 8,110 6,190 5102-Training 0 180 180 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 2,012 4,940 6,440 I5280-Equip Operations&Maint 0 500 500 5403 -Electric Utilities 110,902 1 10,060 111,900 5500-Assessment Administration 22,970 22,990 22,970 I 5501 -Admin./General Overhead 11,110 3,380 3,770 5650-Capital Project 224,207 0 0 ITOTAL SLD#4 TERRA VISTA $ 414,351 $ 176,700 $ 165,150 155-SLD#5 CARYN COMMUNITY 5000-Regular Salaries $ 6,857 $ 4,140 $ 4,140 IFringe Benefits 4,491 1,950 1,950 5102-Training 0 180 180 5160-Membership Dues 30 30 30 I 5200-Operations&Maintenance 6,299 7,440 7,440 5403 -Electric Utilities 45,080 44,530 45,390 5500-Assessment Administration 7,020 7,020 7,020 I5501 -Admin./General Overhead 3,100 1,130 1,330 TOTAL SLD#5 CARYN COMMUNITY $ 72,876 $ 66,420 $ 67,480 I156-SLD#6 INDUSTRIAL AREA 5000-Regular Salaries $ 21,944 $ 13,170 $ 13,170 5010-Part Time Salaries 9,366 13,340 0 I Fringe Benefits 10,643 8,110 6,190 5102-Training 0 180 180 5160-Membership Dues 30 30 30 I 5200-Operations&Maintenance 2,886 6,940 6,940 5280-Equip Operations& Maint 0 400 400 5403 -Electric Utilities 78,845 80,600 82,370 I 5500-Assessment Administration 5,490 5,530 5,590 5501 -Admin./General Overhead 8,990 2,960 3,140 TOTAL SLD#6 INDUSTRIAL AREA $ 138,194 $ 131,260 $ 118,010 I157-SLD#7 NORTH ETIWANDA 5000-Regular Salaries $ 21,944 $ 13,170 $ 13,170 I 5010-Part Time Salaries 9,386 13,340 0 Fringe Benefits 11,812 8,110 6,190 r J Fiscal Year 2013/14 Adopted l3udia.ct- Page 123 •,: City of Rancho Cucamonga I Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 5102-Training 0 180 180 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 2,013 4,940 4,940 5403-Electric Utilities 154,229 153,160 152,950 5500-Assessment Administration 17,170 19,830 19,840 , 5501 -Admin./General Overhead 7,180 3,640 3,590 TOTAL SLD#7 NORTH ETIWANDA $ 223,765 $ 216,400 $ 200,890 ' 158-SLD#8 SOUTH ETIWANDA 5000-Regular Salaries $ 20,435 $ 11,780 $ 11,780 ' 5010-Part Time Salaries 9,386 13,340 0 Fringe Benefits 11,080 7,460 5,540 5102-Training 0 180 180 5160-Membership Dues 30 30 30 ' 5200-Operations&Maintenance 803 4,940 5,540 5403 -Electric Utilities 54,556 53,860 55,750 5500-Assessment Administration 9,390 9,390 9,750 t 5501 -Admin./General Overhead 8,980 3,200 4,220 5650-Capital Project 178,401 0 1,000,000 TOTAL SLD#8 SOUTH ETIWANDA $ 293,060 $ 104,180 $ 1,092,790 ' 170-GAS TAX 2105/PROP111 5000-Regular Salaries $ 228,348 $ 209,760 $ 178,970 , Fringe Benefits 110,749 96,740 82,350 5152-Computer Software 112 0 0 5215-O& M/Computer Equipment 0 360 0 ' 5250-Vehicle Operations&Maint. 596 610 610 5300-Contract Services • 196,908 268,600 288,600 5403-Electric Utilities 53 0 5501 -Admin./General Overhead 0 24,500 25,220 0 , 5603-Capital Outlay-Equipment 10,238 0 0 5650-Capital Project 0 500,000 0 ' TOTAL GAS TAX 2105/PROPI l l $ 547,004 $ 1,100,570 $ 575,750 172-GAS TAX 2106-2107 ' 5000-Regular Salaries $ 660,296 $ 767,410 $ 799,230 5005 -Overtime Salaries 6,994 10,500 10,500 5010-Part Time Salaries 27,619 88,340 88,340 • Fringe Benefits 324,289 371,050 386,120 5200-Operations&Maintenance 7,280 4,580 4,580 5250-Vehicle Operations&Maint. 7,009 7,500 7,500 ' 5280-Equip Operations&Maint 0 2,200 2,200 5300-Contract Services 0 7,500 7,500 5403-Electric Utilities 824,846 870,750 762,620 1 5501 -Admin./General Overhead 0 6,690 //1,r21,970 ------ Fiscal Year 2013/14 Adopted Budget Page 124 :'L ' City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I 2011/12 Adopted Adopted Actual Budget Budget ITOTAL GAS TAX 2106-2107 $ 1,858,333 $ 2,136,520 $ 2,190,560 174-GAS TAX R&T7360 I 5300-Contract Services $ 0 $ 0 $ 25,000 5501 -Admin./General Overhead 0 10 1,620 5650-Capital Project 1,129,435 1,608,200 2,476,040 I 9157-Transfer Out-Fund 157 0 0 94,420 TOTAL GAS TAX R&T7360 $ 1,129,434 $ 1,608,210 $ 2,597,080 I 176-MEASURE I 1990-2010 5000-Regular Salaries $ (1) $ 0 $ 0 Fringe Benefits 0 0 0 I 5501 -Admin./General Overhead , 0 0 1,640 20 5650-Capital Project 650,587 0 205,000 TOTAL MEASURE I 1990-2010 $ 650,585 $ 0 $ 206,640 I177-MEASURE 1 2010-2040 5000-Regular Salaries $ 263,746 $ 249,890 $ 250,410 I Fringe Benefits 127,917 115,880 116,840 5215 -O&M Computer Equipment 700 180 0 5300-Contract Services 779,341 1,018,810 818,810 I 5501 -Admin./General Overhead 0 66,960 31,140 34,950 5650-Capital Project , 0 1,958,000 222,000 TOTAL MEASURE 1 2010-2040 $ 1,238,663 $ 3,373,900 $ 1,443,010 I186-FOOTHILL BLVD MAINTENANCE 5000-Regular Salaries $ 20,323 $ 21,050 $ 11,260 I Fringe Benefits 9,856 9,890 5,290 5250-Vehicle Operations&Maint. 4,012 0 0 5280-Equip Operations&Maint 937 0 0 I 5300-Contract Services 2,319 0 2 0 2 5501 -Admin./General Overhead 0 ,280 2,460 TOTAL FOOTHILL BLVD MAINTENANCE $ 37,448 $ 33,220 $ 19,010 • I 188-INTEGRATED WASTE MANAGEMENT 5000-Regular Salaries $ 576,515 $ 473,860 $ 562,120 I 5005 -Overtime Salaries 39,292 40,000 65,000 Fringe Benefits 279,610 219,160 259,330 5100-Travel and Meetings 1,198 1,500 1,500 I 5102-Training 51 500 500 5105-Mileage 0 100 100 5150-Office Supplies&Equipment 969 2,000 2,000 5160-Membership Dues 490 920 920 I5200-Operations&Maintenance 17,427 59,500 49,500 •• f I Fiscal Year 2013/14 Adopted Budget - Page 125 LL• *:J • .._.. City of Rancho Cucamonga ' Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 t 2011/12 Adopted Adopted Actual Budget Budget 5300-Contract Services (9,670) 40,000 57,500 ' 5501 -Admin./General Overhead • 75,000 73,470 96,510 5650-Capital Project 1,262,748 45,520 0 TOTAL INTEGRATED WASTE MANAGEMENT $ 2,243,628 $ 956,530 $ 1,094,980 ' 190-PROP 42-TRAFFIC CONGESTION MIT 5501 -Admin./General Overhead $ 0 $ 370 $ 1,430 ' 5650-Capital Project 623,506 697,000 71,390 TOTAL PROP 42-TRAFFIC CONGESTION MIT $ 623,505 $ 697,370 $ 72,820 192-BICYCLE TRANSPORT ACCT GRANT t TOTAL BICYCLE TRANSPORT ACCT GRANT $ 0 $ 0 $ 0 194-PROPOSITION 1B STATE FUNDING 1 5501 -Admin./General Overhead $ 0 $ 430 $ 180 5650-Capital Project 0 125,300 0 ' TOTAL PROPOSITION 1B STATE FUNDING $ 0 $ 125,730 $ 180 195-STATE ASSET SEIZURE , 5200-Operations&Maintenance $ 3,646 $ 0 $ 0 5300-Contract Services 0 19,760 30,000 5501 -Admin./General Overhead 0 0 380 ' 5603-Capital Outlay-Equipment 22,778 146,140 100,000 TOTAL STATE ASSET SEIZURE $ 26,424 $ 165,900 $ 130,380 1 196-CA ASSET SEIZURE 15% 5300-Contract Services $ 35,000 $ 10,240 $ 0 , 5501 -Admin./General Overhead 0 10 300 TOTAL CA ASSET SEIZURE 15% $ 35,000 $ 10,250 $ 300 197-FEDERAL ASSET SEIZURE ' 5200-Operations&Maintenance • $ 5,316 $ 0 $ 0 5501 -Admin./General Overhead 0 60 140 , 5603-Capital Outlay-Equipment 0 0 55,000 5605-Capital Outlay-Computer Equip 10,404 0 0 TOTAL FEDERAL ASSET SEIZURE $ 15,719 $ 60 $ 55,140 , 198-CITYWIDE INFRASTRUCTURE IMPRV 5200-Operations&Maintenance $ 0 $ 0 $ 2,500 0 5300-Contract Services • 0 0 10,000 5501 -Admin./General Overhead 0 480 4,790 5650-Capital Project 8,980 338,000 1,889,700 Fiscal Year 2013/14 Adopted Budget - Page 126 ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget I 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget ITOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 8,980 $ 338,480 $ 1,906,990 204-COMMUNITY DEVELOPMENT BLK GRNT I 5000-Regular Salaries $ 275,170 $ 279,200 $ 277,600 5010-Part Time Salaries 7,927 6,550 6,560 Fringe Benefits 135,190 131,660 130,740 ' 5501 -Admin./General Overhead 0 22,720 33,130 5650-Capital Project • 797,432 594,450 949,660 TOTAL COMMUNITY DEVELOPMENT BLK GRNT $ 1,215,718 $ 1,034,580 $ 1,397,690 I214-PEDESTRIAN GRANT/ART 3 5501 -Admin./General Overhead $ 0 $ 80 $ 0 I 5650-Capital Project 0 215,880 125,000 TOTAL PEDESTRIAN GRANT/ART 3 $ 0 $ 215,960 $ 125,000 I 215-ENRGY EFFICNCY/CONSRVATN GRNT 5010-Part Time Salaries $ 17,169 $ 3,810 $ 0 Fringe Benefits 2,342 550 0 I 5650-Capital Project 1,133,606 4,370 0 TOTAL ENRGY EFFICNCY/CONSRVATN GRNT 1,133,606 1,153,116 $ 8,730 $ 0 I 218-PUBLIC RESRCE GRNTS/HEALTHY RC 5000-Regular Salaries $ 1,767 $ 14,440 $ 30,320 5010-Part Time Salaries 15,373 0 0 I Fringe Benefits 2,421 6,790 14,250 5100-Travel and Meetings 5,239 11,400 10,000 5200-Operations&Maintenance 41,225 30,930 14,500 I 5300-Contract Services 77,285 93,540 53,980 5501 -Admin./General Overhead 0 790 3,510 TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 143,309 $ 157,890 $ 126,560 ' 225-CA RECYC/LITTER REDUCTION GRNT 5005-Overtime Salaries $ 0 $ 2,930 $ 3,430 I 5100-Travel and Meetings 355 2,350 2,350 5102-Training 998 1,600 1,600 5200-Operations&Maintenance 9,868 25,000 26,110 I 5300-Contract Services 12,000 12,000 12,000 5501 -Admin./General Overhead 0 140 380 TOTAL CA RECYC/LITTER REDUCTION GRNT $ 23,221 $ 44,020 $ 45,870 I226-USED OIL RECYCLING GRANT 5005-Overtime Salaries $ 12,520 $ 0 $ 0 1 5501 -Admin./General Overhead 0 0 ''''♦♦ 70 I Fiscal Year 2013/14 Adopted Budget - Page 127 LL •;d ' City of Rancho Cucamonga I Expenditure Detail All Funds • Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget TOTAL USED OIL RECYCLING GRANT $ 12,520 $ 0 $ 70 , 227-USED OIL RECYCLING PROGRAM 5005-Overtime Salaries $ 17,279 $ 15,000 $ 15,000 , 5100-Travel and Meetings 535 1,000 1,000 5102-Training 475 480 480 5200-Operations&Maintenance 30,487 32,640 31,350 ' 5501 -Admin./General Overhead 0 140 400 5650-Capital Project 8,000 0 0 TOTAL USED OIL RECYCLING PROGRAM $ 56,776 $ 49,260 $ 48,230 ' 234-SAFE ROUTES TO SCHOOL PROGRAM 5000-Regular Salaries $ 2,982 $ 43,310 $ 57,890 ' 5010-Part Time Salaries • 6,508 0 0 Fringe Benefits 1,927 20,360 27,210 5100-Travel and Meetings 0 1,500 5,750 ' 5200-Operations&Maintenance 18,105 35,000 55,000 5300-Contract Services 9,500 52,270 15,000 5501 -Admin./General Overhead 0 9,550 15,110 , 5650-Capital Project 0 316,790 324,400 TOTAL SAFE ROUTES TO SCHOOL PROGRAM $ 39,022 $ 478,780 $ 500,360 235-PROP 84 PARK BOND ACT I 5650-Capital Project $ 4,376 $ 283,500 $ 283,500 TOTAL PROP 84 PARK BOND ACT $ 4,376 $ 283,500 $ 283,500 ' 244-CODE ENFORCEMENT GRANT PROGRAM ,,. TOTAL CODE ENFORCEMENT GRANT PROGRAM $ 0 $ 0 $ 0 ' 250-RECREATION SERVICES 5000-Regular Salaries $ 578,937 $ 631,400 $ 575,850 ' 5005 -Overtime Salaries 318 1,000 1,000 5010-Part Time Salaries 1,385,064 1,580,780 1,626,310 Fringe Benefits 371,520 405,330 366,730 , 5150-Office Supplies&Equipment 3,340 5,370 6,020 5152-Computer Software (2,229) 0 0 5160-Membership Dues 449 450 0 t • 5200-Operations&Maintenance 339,120 450,660 481,770 5215-O& M/Computer Equipment 482 0 0 5300-Contract Services 1,451,272 1,571,980 1,550,110 , 5304-Contract Serv/Facilities 0 7,000 0 5400-Telephone Utilities 124 0 0 5501 -Admin./General Overhead 0 41,010 41,010 5503-City Facilities Allocation 13,350 0 0 Fiscal Year 2013/14 Adopted Budget - Paige 128 IL, •;:j ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 5509-Information Srvcs Allocation 10,730 0 0 I5602-Capital Outlay-Bldg&Imprvmnt 0 90,000 0 5605-Capital Outlay-Computer Equip 0 5,760 0 ' TOTAL RECREATION SERVICES $ 4,152,477 $ 4,790,740 $ 4,648,800 252-YOUTH ENRICHMENT GRANT ITOTAL YOUTH ENRICHMENT GRANT $ 0 $ 0 $ 0 258-SENIOR OUTREACH GRANT I 5300-Contract Services $ 6,129 $ 0 $ 6,920 5501 -Admin./General Overhead 0 0 210 TOTAL SENIOR OUTREACH GRANT $ 6,129 $ 0 $ 7,130 I271-COUNTY SENIOR TRANSPORT. GRANT ' TOTAL COUNTY SENIOR TRANSPORT.GRANT $ 0 $ 0 $ 0 272-FREEDOM COURTYARD RSRC GRANTS I TOTAL FREEDOM COURTYARD RSRC GRANTS $ 0 $ 0 $ 0 • 290-LIBRARY FUND I 5000-Regular Salaries $ 1,412,382 $ 1,486,260 $ 1,538,000 5005 -Overtime Salaries 23 0 0 5010-Part Time Salaries 641,124 678,400 734,340 I Fringe Benefits 743,177 747,570 777,270 5100-Travel and Meetings 13,098 13,700 13,700 5102-Training 704 2,000 2,000 5105-Mileage 1,065 1,900 1,900 I 5150-Office Supplies& Equipment 18,620 23,500 22,500 5152-Computer Software 3,694 6,000 6,000 5160-Membership Dues 4,525 4,920 5,550 I 5200-Operations&Maintenance 339,231 531,480 571,000 5207-O& M Capital Supplies 83,330 0 13,000 5215 -O&M/Computer Equipment 14,675 0 0 I 5220-Cellular Technology 1,685 1,610 1,610 28 5300-Contract Services 179,162 266,420 286,360 5400-Telephone Utilities 9,573 10,000 10,000 5402- Water Utilities 4,474 4,500 4,500 5403-Electric Utilities 55,775 70,050 70,050 5501 -Admin./General Overhead 189,000 70,910 70,910 I 5503 -City Facilities Allocation 11,740 0 5,760 0 5605 -Capital Outlay-Computer Equip 0 0 0 5703 -Capital Lease Payment 0 0 9,500 I9298-Transfer Out-CA Literacy Cmpgn 83,690 0 0 -____1 Fiscal Year 2013/14 Adopted Budget - Page 129 [1_,� ,*1 City of Rancho Cucamonga , Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget TOTAL LIBRARY FUND $ 3,810,746 $ 3,924,980 $ 4,138,190 I 291-CA STATE LIBRARY 5010-Part Time Salaries $ 11,678 $ 0 $ 7,000 ' Fringe Benefits 1,024 0 1,000 5100-Travel and Meetings 0 0 1,500 5152-Computer Software 724 0 0 , 5200-Operations&Maintenance 11,081 6,590 5,000 5300-Contract Services 37,380 0 3,400 5501 -Admin./General Overhead 0 20 110 TOTAL CA STATE LIBRARY $ 61,886 $ 6,610 $ 18,010 ' 292-STAFF INNOVATION FD(CA ST LB) 5010-Part Time Salaries $ 503 $ 8,250 $ 10,000 ' Fringe Benefits 38 710 790 5100-Travel and Meetings 0 2,500 2,500 ' 5200-Operations&Maintenance 22,887 3,000 31,000 5300-Contract Services 8,610 1,890 10,000 5501 -Admin./General Overhead 0 0 710 TOTAL STAFF INNOVATION FD(CA ST LB) $ 32,037 $ 16,350 $ 55,000 ' 798-CALIFORNIA LITERACY CAMPAIGN 5000-Regular Salaries $ 55,803 $ 0 $ 0 5010-Part Time Salaries 13,488 0 0 Fringe Benefits 28,462 0 0 , 5100-Travel and Meetings 500 0 0 5105-Mileage 50 0 0 5150-Office Supplies&Equipment 93 0 0 5160-Membership Dues 120 0 0 , 5200-Operations&Maintenance 1,055 0 0 5300-Contract Services 1,054 0 0 5501 -Admin./General Overhead 0 0 920 ' TOTAL CALIFORNIA LITERACY CAMPAIGN $ 100,622 $ 0 $ 920 301-THE BIG READ LIBRARY GRANT , 5200-Operations&Maintenance $ 1,049 $ 7,500 $ 3,000 5300-Contract Services 0 7,500 0 5501 -Admin./General Overhead 0 0 600 , TOTAL THE BIG READ LIBRARY GRANT $ 1,048 $ 15,000 $ 3,600 302-LIBRARY SERVICES& TECH.ACT ' 5010-Part Time Salaries $ 4,061 $ 0 $ 0 Fringe Benefits 496 0 0 5300-Contract Services 15,191 3,000 0 �: Fiscal Year 2013/14 Adopted Budget - Page 130 .•, City of Rancho Cucamonga Expenditure Detail ' All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 0 0 110 TOTAL LIBRARY SERVICES&TECH.ACT $ 19,747 $ 3,000 $ 110 • 310-PUBLIC LIBRARY BOND ACT-2000 TOTAL PUBLIC LIBRARY BOND ACT-2000 $ 0 $ 0 $ 0 I 329-LIBRARY CAPITAL FUND 5650-Capital Project $ 0 $ 0 $ 250,000 TOTAL LIBRARY CAPITAL FUND $ 0 $ 0 $ 250,000 354-COP'S PROGRAM GRANT-STATE 5300-Contract Services $ 170,019 $ 400,000 $ 200,000 ' 5501 -Admin./General Overhead 0 1,200 3,010 TOTAL COP'S PROGRAM GRANT-STATE $ 170,018 $ 401,200 $ 203,010 ' 356-JUSTICE ASSIST GRNT(JAG)ARRA 5501 -Admin./General Overhead $ 0 $ 20 $ 130 ' TOTAL JUSTICE ASSIST GRNT(JAG)ARRA $ 0 $ 20 $ 130 361-JUSTICE ASSISTANCE GRANT(JAG) 5501 -Admin./General Overhead $ 0 $ 260 $ 30 TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 0 $ 260 $ 30 I366-CA LAW ENFORCEMENT PROGRAM TOTAL CA LAW ENFORCEMENT PROGRAM $ 0 $ 0 $ 0 ' 368-LOCAL LAW ENFORCEMENT 2002 TOTAL LOCAL LAW ENFORCEMENT 2002 $ 0 $ 0 $ 0 ' 373-COPS SECURE OUR SCHOOLS GRANT 5005-Overtime Salaries $ 15,828 $ 2,500 $ 1,000 ' 5102-Training 10,169 650 3,100 5152-Computer Software 77,503 0 0 5200-Operations&Maintenance 1,806 220 220 ' 5300-Contract Services 11,223 4,750 1,000 5501 -Admin./General Overhead 0 9,880 10,060 TOTAL COPS SECURE OUR SCHOOLS GRANT $ 116,529 $ 18,000 $ 15,380 I374-COPS HIRING PROGRAM GRANT 5300-Contract Services $ 0 $ 0 $ 115,000 ' TOTAL COPS HIRING PROGRAM GRANT $ 0 $ 0 $ 115,000 .. - . . .. .. '. � � I Fiscal Year 2013/14 Adopted Budget Page 131 •+- City of Rancho Cucamonga , Expenditure Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget 380-DEPT OF HOMELAND SECURITY GRNT ' 5010-Part Time Salaries $ 19,286 $ 37,200 $ 28,870 Fringe Benefits 257 740 580 5152-Computer Software 473 0 10,000 , 5200-Operations&Maintenance 215 0 0 5207-O&M/Capital Supplies 107,121 0 0 5215 -O&M/Computer Equipment 2,434 0 0 5501 -Admin./General Overhead 0 0 1,520 ' TOTAL DEPT OF HOMELAND SECURITY GRNT $ 129,786 $ 37,940 $ 40,970 381-HOMELAND SECURITY GRANT 2005 I 5207-0&M/Capital Supplies $ 2,975 $ 0 $ 0 5603 -Capital Outlay-Equipment 12,197 0 0 5604-Capital Outlay-Vehicles 30,012 0 0 ' 5605 -Capital Outlay-Computer Equip 9,294 0 0 TOTAL HOMELAND SECURITY GRANT 2005 $ 54,477 $ 0 $ 0 , 602-AD 84-1 DAY CREEK/MELLO 5501 -Admin./General Overhead $ 0 $ 150 $ 720 ' TOTAL AD 84-1 DAY CREEK/MELLO $ 0 $ 150 $ 720 607-CFD 2000-01 SOUTH ETIWANDA ' 5700-Interest Expense $ 91,958 $ 0 $ 0 TOTAL CFD 2000-01 SOUTH ETIWANDA $ 91,958 $ 0 $ 0 ' 608-CFD 2000-02 RC CORPORATE PARK 5700-Interest Expense $ 181,427 $ 0 $ 0 TOTAL CFD 2000-02 RC CORPORATE PARK $ 181,426 $ 0 $ 0 , 610-CFD 2000-03 RANCHO SUMMIT TOTAL CFD 2000-03 RANCHO SUMMIT $ 0 $ 0 $ 0 612-CFD 2001-01 ' 5501 -Admin./General Overhead $ 0 $ 70 $ 320 5700-Interest Expense 18,151 0 0 TOTAL CFD 2001-01 $ 18,151 $ 70 $ 320 , 614-CFD 2003-01 PROJECT FUND TOTAL CFD 2003-01 PROJECT FUND $ 0 $ 0 $ 0 , 615-CFD 2003-01 CULTURAL CENTER 5501 -Admin./General Overhead $ 0 $ 0 $ 50 Fiscal Year 2013/14 Adopted Budget -- Page 132 L[ •: ' City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 5650-Capital Project 174,062 0 0 TOTAL CFD 2003-01 CULTURAL CENTER $ 174,062 $ 0 $ 50 617-CFD 2004-01 RANCHO ETIWANDA ES 5650-Capital Project • $ 38,703 $ 500,000 $ 500,000 TOTAL CFD 2004-01 RANCHO ETIWANDA ES $ 38,703 $ 500,000 $ 500,000 ' 680-CFD 2006-01 VINTNER'S GROVE 5650-Capital Project $ 0 $ 100,000 $ 100,000 ' TOTAL CFD 2006-01 VINTNER'S GROVE $ 0 $ 100,000 $ 100,000 700-SPORTS COMPLEX I 5000- Regular Salaries $ 477,560 $ 496,200 $ 528,080 5005 -Overtime Salaries 13,768 34,650 34,650 5010-Part Time Salaries 230,166 242,150 257,130 I Fringe Benefits 5150- 256,463 262,280 274,950 Office Supplies& 661 600 600 5200-Operations&Maintenance 350 0 0 I 5203-O&M/Complex Maintenance 30,861 34,000 34,000 5204-0& M/Facilities 48,070 49,800 49,800 5206-O&M/Recreation Programs 33,813 37,430 36,430 I 5252-Emergency Equipment&Veh Rntl 1,923 2,500 2,500 5280-Equip Operations&Maint 5,769 4,000 4,000 5299-Depreciation Expense 623,683 0 0 5300-Contract Services 41,467 66,940 44,240 I5302-Contract Serv/Complex Maint. 0 3,000 3,490 5304-Contract Serv/Facilities 145,953 182,920 182,920 5305 -Contract Serv/Recreation Prgs 76,848 92,960 88,060 I 5400-Telephone Utilities 3,500 4,010 4,010 5401 -Gas Utilities 8,258 9,450 9,450 5402-Water Utilities 77,373 83,430 86,240 I 5403 -Electric Utilities 280,535 269,000 285,280 5501 -Admin./General Overhead 0 25,000 25,000 TOTAL SPORTS COMPLEX $ 2,357,022 $ 1,900,320 $ 1,950,830 I 702-REGIS CONNECT 5100-Travel and Meetings • $ 0 $ 0 $ 14,600 I 5200-Operations&Maintenance 0 0 4,000 5220-Cellular Technology 0 0 1,000 5720-Misc Contributions to City • 0 0 232,000 ITOTAL REGIS CONNECT $ 0 $ 0 $ 251,600 705-MUNICIPAL UTILITY ' 5000-Regular Salaries $ 195,812 $ 191,110 $ 208,840 •I Fiscal Year 2013/1 4 Adopted Budget - Page 133 I.*'-iI • City of Rancho Cucamonga , Expenditure Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 5005-Overtime Salaries 1,550 0 0 ' 5010-Part Time Salaries 0 0 42,190 Fringe Benefits 94,969 87,760 102,110 5100-Travel and Meetings 2,636 6,350 5,250 5102-Training 28,500 42,000 42,000 ' 5150-Office Supplies& Equipment 296 1,000 1,000 5152-Computer Software 21,366 61,830 50,000 5160-Membership Dues 10,699 11,470 14,270 ' 5161 -Publications& Subscriptions 1,250 2,350 1,350 5209-0& M/Electric Utility 6,575,908 6,955,300 9,556,300 5215 -0& M/Computer Equipment 7,542 6,610 0 ' 5299-Depreciation Expense 680,844 0 0 5309-Contract Srvc/Electric Utility 444,502 547,200 518,000 5312-Legal Services 16,634 40,000 40,000 Telephone Utilities 5,738 7,500 7,500 P ' 5400-Tele 5501 -Admin./General Overhead 0 110,540 123,420 5509-Information Srvcs Allocation 1,300 0 0 ' 5603 -Capital Outlay-Equipment 0 82,000 237,000 5605 -Capital Outlay-Computer Equip 34,915 0 0 5650-Capital Project 0 60,000 569,040 , 5699-Capital Proj Contra Acct(FS) (34,915) 0 0 5720-Misc Contributions to City 0 0 37,760 5900-Bad Debt Expense-Electric Util 26,037 0 0 9001 -Transfer Out-General Fund 942,400 942,400 942,400 ' TOTAL MUNICIPAL UTILITY $ 9,057,980 $ 9,155,420 $ 12,498,430 706-UTILITY PUBLIC BENEFIT FUND 1 5000-Regular Salaries $ 74,382 $ 76,770 $ 97,150 Fringe Benefits 36,075 35,380 44,960 5102-Training 269 0 0 5160-Membership Dues 844 3,400 3,500 5161 -Publications& Subscriptions 32 200 200 5209-0&M/Electric Utility 183,549 300,000 290,000 ' 5300-Contract Services 36,611 105,000 100,000 5501 -Admin./General Overhead • 0 3,810 12,360 TOTAL UTILITY PUBLIC BENEFIT FUND $ 331,761 $ 524,560 $ 548,170 , 712-EOUIPNEHICLE REPLACEMENT 5152-Computer Software $ 1,383 $ 0 $ 0 , 5165 -Licenses, Permits&Fees 7,525 10,000 0 5200-Operations&Maintenance 120,438 42,940 37,500 5252-Emergency Equipment&Veh Rntl 3,894 0 0 ' 5299-Depreciation Expense 1,331,443 0 0 5300-Contract Services 161,829 235,330 107,030 5501 -Admin./General Overhead 0 3,240 7,420 5603-Capital Outlay-Equipment 150,626 259,300 72,000 fiscal Year 2013/14 Adopted Budget Page 134 L.* •;; City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 5604-Capital Outlay-Vehicles 372,731 168,000 781,000 5699-Capital Proj Contra Acct(FS) (465,472) 0 0 5703-Capital Lease Payment 0 0 62,210 ITOTAL EQUIP/VEHICLE REPLACEMENT $ 1,684,396 $ 718,810 $ 1,367,160 714-COMP EOUIP/TECH REPLCMENT FUND 5102-Training $ 8,872 $ 34,500 $ 9,000 I5152-Computer Software 29,600 217,000 54,890 5161 -Publications& Subscriptions 35,000 35,000 0 ' 5200-Operations&Maintenance 27,731 5,800 27,900 I 5215-O&M/Computer Equipment 36,433 258,290 110,030 5220-Cellular Technology 0 0 25,600 5299-Depreciation Expense 242,879 0 0 I 5300-Contract Services 99,932 277,100 445,020 5501 -Admin./General Overhead 0 1,230 7,750 5605-Capital Outlay-Computer Equip 193,648 362,680 224,000 I 5699-Capital Proj Contra Acct(FS) (192,938) 0 0 489 5703-Capital Lease Payment 0 0 489,570 5720-Misc Contributions to City 0 0 53,300 ITOTAL COMP EQUIP/TECH REPLCMENT FUND $ 481,156 $ 1,191,600 $ 1,447,060 838-AD 91-2 REDEMPTION-DAY CANYON I 5000-Regular Salaries $ 28,117 $ 30,840 $ 31,140 Fringe Benefits 13,637 14,160 14,300 5300-Contract Services 16,037 0 0 I 5500-Assessment Administration 1,930 1,930 1,930 5501 -Admin./General Overhead 2,260 4,640 4,590 TOTAL AD 91-2 REDEMPTION-DAY CANYON $ 61,980 $ 51,570 $ 51,960 I848-PD 85 REDEMPTION FUND 5000-Regular Salaries $ 507,016 $ 528,210 $ 587,460 I 5005 -Overtime Salaries 3,001 3,680 3,680• 5010-Part Time Salaries 28,684 52,320 78,430 Fringe Benefits 248,076 254,880 286,250 I 5200-Operations&Maintenance 111,569 l 19,750 119,750 5204-0&M/Facilities 4,998 5,000 5,000 5250-Vehicle Operations&Maint. 1,000 1,000 1,000 I 5252-Emergency Equipment&Veh Rntl 0 9,199 3,000 3,000 5280-Equip Operations& Maint ,199 10,000 10,000 5300-Contract Services 30,088 33,380 33,540 I 5310-Tree Maintenance 18,165 18,200 18,200 5400-Telephone Utilities 6,470 8,090 7,030 5402-Water Utilities 232,971 248,320 248,320 5403-Electric Utilities 87,004 117,440 93,330 I5500-Assessment Administration 152,550 152,550 153,430 j Fiscal Year 2013/14 Adopted Budget- Pagc 13� L •tJ City of Rancho Cucamonga I Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 , 2011/12 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 78,420 115,780 115,780 ' 5650-Capital Project 2,355 0 0 TOTAL PD 85 REDEMPTION FUND $ 1,521,565 $ 1,671,600 $ 1,764,200 868-CFD 2000-03 PARK MAINTENANCE I 5000-Regular Salaries $ 179,518 $ 206,960 $ 199,220 5005-Overtime Salaries 6 0 0 ' Fringe Benefits 87,066 96,850 93,210 5200-Operations&Maintenance 24,716 29,000 29,000 5204-0&M/Facilities 3,401 4,000 4,000 ' 5300-Contract Services 40,348 41,100 41,000 5400-Telephone Utilities 939 1,050 1,050 5402-Water Utilities 12,892 18,220 18,220 5403 -Electric Utilities 2,325 2,250 2,560 ' 5500-Assessment Administration 1,980 1,980 1,980 5501 -Admin./General Overhead 24,310 43,080 55,330 5603-Capital Outlay-Equipment 0 0 5,300 ' 5604-Capital Outlay-Vehicles 3,015 0 0 5607-Cap Outlay-Impry Oth Than Bldg 0 21,200 36,100 TOTAL CFD 2000-03 PARK MAINTENANCE $ 380,516 $ 465,690 $ 486,970 I TOTAL CITY OF RANCHO CUCAMONGA $ 123,606,932 $ 127,034,900 $ 136,266,860 RANCHO CUCAMONGA REDEVELOPMENT AGE] I 500-TAX INCREMENT FUND 5152-Computer Software $ 249 $ 0 $ 0 5161 -Publications& Subscriptions 122 0 0 5200-Operations&Maintenance 12 0 0 5515-T/I Pass Through Payment 747,960 0 0 , 5516-T/I Pass Through Pmt-County 1,330,862 0 0 • 5602-Capital Outlay-Bldg& Imprvmnt 25,607 0 0 5620-Project Improvement Costs 1,020,267 0 0 ' 5650-Capital Project 472,025 0 0 5700-Interest Expense 803,090 0 0 5702-Long-Term Debt Repayment 7,500,000 0 0 5720-Misc Contributions to City 114,080 0 0 ' 9505-Transfer Out-RDA Fire Fund 12,200,000 0 0 9506-Transfer Out- Special Fund 15,763,834 0 0 TOTAL TAX INCREMENT FUND $ 39,978,109 $ 0 $ 0 ' 502-REGIONAL FACILITIES 5515-T/I Pass Through Payment $ 5,672,547 $ 0 $ 0 , 5620-Project Improvement Costs 911,358 0 0 5650-Capital Project 5,109,354 0 0 5720-Misc Contributions to City 203,310 0 0 Fiscal Year 2013/14 Adopted Budget Page 136 [1:1k1 ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget ITOTAL REGIONAL FACILITIES $ 11,896,568 $ 0 $ 0 504-SEWER& WATER FACILITIES I 5515-T/I Pass Through Payment $ 1,698,700 $ 0 $ 0 9620-Transfer Out-Administration 5,000 0 0 TOTAL SEWER& WATER FACILITIES $ 1,703,700 $ 0 $ 0 I505-FIRE PROTECTION-RDA 5200-Operations&Maintenance $ 110,046 $ 0 $ 0 I 5207-O&M/Capital Supplies 43,062 0 0 5240-Operation of Acquired Property 170 0 0 5250-Vehicle Operations&Maint. 18,280 0 0 I 5280-Equip Operations&Maint 6,900 0 0 5300-Contract Services 41,723 0 0 5312-Legal Services 40 0 0 I 5515-Tel Pass Through Payment 4,772,296 0 0 5602-Capital Outlay-Bldg&Imprvmnt 2,650 0 0 5603 -Capital Outlay-Equipment 25,388 0 0 5604-Capital Outlay-Vehicles 314,098 0 0 I5605-Capital Outlay-Computer Equip 16,834 0 0 5620-Project Improvement Costs 906 0 0 5720-Misc Contributions to City 106,870 0 0 I 9281 -Transfer Out-Fire Fund 1,964,820 0 0 9506-Transfer Out- Special Fund 2,496,547 0 0 9620-Transfer Out-Administration 30,810 0 0 ITOTAL FIRE PROTECTION-RDA $ 9,951,441 $ 0 $ 0 506-TAX ALLOCATION BONDS-SPECIAL I5700-Interest Expense $ 11,640,999 $ 0 $ 0 5701 -Principal Repayments 6,730,000 0 0 ITOTAL TAX ALLOCATION BONDS-SPECIAL $ 18,370,998 $ 0 $ 0 510-ANIMAL CARE AND ADOPTION CENTR • ITOTAL ANIMAL CARE AND ADOPTION CENTR $ 0 $ 0 $ 0 511-CENTRAL PARK I5602-Capital Outlay-Bldg&Imprvmnt $ 7,700 $ 0 $ 0 TOTAL CENTRAL PARK $ 7,700 $ 0 $ 0 I512-CITY YARD TOTAL CITY YARD $ 0 $ 0 $ 0 I513-CIVIC CENTER PROJECTS /' 1 Fiscal Year 2013/14 Adopted Budget Page 137 112 •,.J I City of Rancho Cucamonga ' Expenditure Detail All Funds ' Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 5650-Capital Project $ 406,591 $ 0 $ 0 ' 5720-Misc Contributions to City 50,430 0 0 TOTAL CIVIC CENTER PROJECTS $ 457,020 $ 0 $ 0 514-CULTURAL CENTER I TOTAL CULTURAL CENTER $ 0 $ 0 $ 0 515-METROLINK STATION ' TOTAL METROLINK STATION $ 0 $ 0 $ 0 516-RAILS TO TRAILS ' TOTAL RAILS TO TRAILS $ 0 $ 0 $ 0 ' 517-RC FAMILY SPORTS CENTER TOTAL RC FAMILY SPORTS CENTER $ 0 $ 0 $ 0 ' 518-RC FAMILY RESOURCE CENTER TOTAL RC FAMILY RESOURCE CENTER $ 0 $ 0 $ 0 , 520-SPORTS COMPLEX PROJECTS 5602-Capital Outlay-Bldg&Imprvmnt $ 9,254 $ 0 $ 0 ' 5604-Capital Outlay-Vehicles 30,176 0 0 5607-Cap Outlay-Impry Oth Than Bldg 567,388 0 0 5720-Misc Contributions to City 28,430 0 0 , TOTAL SPORTS COMPLEX PROJECTS $ 635,247 $ 0 $ 0 521-VICTORIA GARDENS I TOTAL VICTORIA GARDENS $ 0 $ 0 $ 0 • 522-ARCHIBALD& BIANE LIBRARIES I TOTAL ARCHIBALD& BIANE LIBRARIES $ 0 $ 0 $ 0 620-ADMINISTRATION I 5000-Regular Salaries $ 533,553 $ 0 $ 0 5005 -Overtime Salaries 101 0 0 ' 5010-Part Time Salaries 62,419 0 0 Fringe Benefits 265,733 0 0 5100-Travel and Meetings 1,032 0 0 5110-Economic Development 204,729 0 0 5150-Office Supplies&Equipment 4,905 0 0 5152-Computer Software 490 0 0 5160-Membership Dues 39,277 0 0 Fiscal Year 201 3/14 Adopted 'Induct - Page 138 •,:- IICity of Rancho Cucamonga Expenditure Detail 1 All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 5161 -Publications& Subscriptions 3 0 0 I5200-Operations&Maintenance 78,715 0 0 5215-O&M Computer Equipment 3,599 0 0 5240-Operation of Acquired Property 5,838 0 0 1 5300-Contract Services 545,503 0 0 5312-Legal Services 83,216 0 0 5503 -City Facilities Allocation 1,650 0 0 I 5509-Information Srvcs Allocation 1,870 596 0 0 5700-Interest Expense , 6,250 0 0 5720-Misc Contributions to City 385,680 0 0 I9628-Transfer Out-Historical Presvn 50,000 0 0 TOTAL ADMINISTRATION $ 8,234,562 $ 0 $ 0 I 622-AFFORDABLE HOUSING 5000-Regular Salaries $ 189,913 $ 0 $ 0 Fringe Benefits 92,108 0 0 1 5245- Subsidies To Low/Mod Housing 154,080 0 0 5300-Contract Services 2,225 0 0 5312-Legal Services 240 0 0 I 5620-Project Improvement Costs 167,853 9 0 0 5700-Interest Expense ,028,331 0 0 • 5701 -Principal Repayments 2,790,000 0 0 I 5702-Long-Term Debt Repayment 394,268 68 0 0 9676-Transfer Out-RDASA-Housing ,587,319 0 0 TOTAL AFFORDABLE HOUSING $ 81,406,337 $ 0 $ 0 1 623-2007 HOUSING SET-ASIDE BONDS 9676-Transfer Out-RDASA-Housing $ 48,992,006 $ 0 $ 0 ITOTAL 2007 HOUSING SET-ASIDE BONDS $ 48,992,006 $ 0 $ 0 624-CIVIC CENTER RESERVE 1 5152-Computer Software $ 8,316 $ 0 $ 0 TOTAL CIVIC CENTER RESERVE $ 8,315 $ 0 $ 0 I628-HISTORIC PRESERVATION TOTAL HISTORIC PRESERVATION $ 0 $ 0 $ 0 I630-LIBRARY 5606-Capital Outlay-Furn/Fixtures $ (1,204) $ 0 $ 0 1 TOTAL LIBRARY $ (1,203) $ 0 $ 0 632-LOAN PROGRAM 1 O e I Fiscal Year 2013/14 Adopted Budget — Page 139 L. •;;J Ai City of Rancho Cucamonga ' Expenditure Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget TOTAL LOAN PROGRAM $ 0 $ 0 $ 0 , 634-NON-TAX LOAN TOTAL NON-TAX LOAN $ 0 $ 0 $ 0 I 640-RDA INFRASTRUCTURE TOTAL RDA INFRASTRUCTURE $ 0 $ 0 $ 0 ' 642-REGIONAL SHOPPING CENTER TOTAL REGIONAL SHOPPING CENTER $ 0 $ 0 $ 0 644-REGIONAL PROJECT FUND ' TOTAL REGIONAL PROJECT FUND $ 0 $ 0 $ 0 646-SPORTS COMPLEX CAPITAL IMPRVMT I TOTAL SPORTS COMPLEX CAPITAL IMPRVMT $ 0 $ 0 $ 0 1 650-PUBLIC IMPROVEMENTS-2001 TAB I 5602-Capital Outlay-Bldg&Imprvmnt $ 80,145 $ 0 $ 0 5650-Capital Project 401,843 0 0 ' TOTAL PUBLIC IMPROVEMENTS-2001 TAB $ 481,987 $ 0 $ 0 660-2004 TAX ALLOCATION BONDS 5152-Computer Software $ 64 $ 0 $ 0 5161 -Publications& Subscriptions 122 0 0 5200-Operations&Maintenance 152 0 0 ' 5602-Capital Outlay-Bldg&Imprvmnt 523,032 0 0 5607-Cap Outlay-Imp,/Oth Than Bldg 35,772 0 0 5650-Capital Project 8,654,483 0 0 5720-Misc Contributions to City 458,930 0 0 TOTAL 2004 TAX ALLOCATION BONDS $ 9,672,556 $ 0 $ 0 676-RDASA HOUSING I TOTAL RDASA HOUSING $ 0 $ 0 $ 0 677-RD OBLIGATION RETIREMENT FUND I TOTAL RD OBLIGATION RETIREMENT FUND $ 0 $ 0 $ 0 , TOTAL R.C.REDEVELOPMENT AGENCY $ 231,795,348 $ 0 $ 0 R.C.FIRE PROTECTION DISTRICT 281-FIRE FUND _ - --- -- - Fiscal Year 201 /14 A lupted liudsct — Page 140 ' City of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 I2011/12 Adopted Adopted Actual Budget Budget 5000-Regular Salaries $ 7,090,563 $ 6,811,120 $ 6,821,930 I 5005-Overtime Salaries 2,091,411 1,989,110 2,057,330 5010-Part Time Salaries 87,728 74,050 91,840 Fringe Benefits 10,639,445 5,378,740 5,528,580 I 5060-Tuition Reimbursement 27,508 35,000 20,000 5100-Travel and Meetings 13,171 15,100 15,800 5102-Training 48,779 68,090 92,240 I 5150-Office Supplies&Equipment 26,237 30,230 30,230 5151 -Postage 50 500 500 5152-Computer Software 999 15,000 25,000 I 5155-Public Relations/Educ Material 17,842 23,800 23,500 5160-Membership Dues 3,552 4,650 5,050 5161 -Publications& Subscriptions 2,271 4,180 6,600 5165 -Licenses,Permits& Fees 5,204 8,840 8,840 I5200-Operations&Maintenance 170,330 254,170 241,110 5215 -O& M/Computer Equipment 2,562 0 0 5220-Cellular Technology 22,015 27,430 24,170 I5250-Vehicle Operations&Maint. 119,535 139,860 139,860 5255-Gasoline 22,413 30,770 30,770 5256-Diesel Fuel 81,782 91,480 91,480 I 5280-Equip Operations& Maint 15,767 23,100 22,600 5285-Safety Gear&Equipment 86,854 50,840 53,140 5290-Specialized Tools& Equipment 28,067 29,440 29,440 I 5291 -Equipment Supplies&Repairs 25,193 16,920 31,080 5300-Contract Services 570,887 648,660 677,440 5303 -Contract Serv/Reimbursable (210) 0 0 I 5312-Legal Services 75,144 50,000 50,000 5320-Hazardous Waste Removal 1,630 2,500 2,500 5321 -Fire Incident Costs 204 2,500 2,500 I 5400-Telephone Utilities 28,335 42,390 36,900 5401 -Gas Utilities 9,786 12,700 13,060 5402-Water Utilities 12,114 14,910 15,990 5403-Electric Utilities 66,678 81,690 85,770 I5416-General Liability Insurance • 52,062 57,190 58,900 5501 -Admin./General Overhead 0 956,570 1,689,520 1 5503 -City Facilities Allocation 5,780 0 0 5509-Information Srvcs Allocation 17,200 0 0 5510-Property Tax Admin. Fee 169,653 205,660 172,040 5700-Interest Expense 0 130,530 191,830 I 5701 -Principal Repayments 0 129,260 208,160 5703-Capital Lease Payment 0 0 3,780 5720-Misc Contributions to City 40,420 61,590 225,750 • I 9283-Transfer Out-CFD 88-I 524,140 583,940 729,770 9289-Transfer Out-Fire Capital Rsry 162,890 0 0 ITOTAL FIRE FUND $ 22,365,992 $ 18,102,510 $ 19,555,000 // \ •,., -. I Fiscal Year 2013/14 Adopted Budget Page 141 *� , City of Rancho Cucamonga ' Expenditure Detail All Funds , Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 282-COMMUNITY FACILITIES DIST 85-1 5000-Regular Salaries $ 2,844,073 $ 2,861,480 $ 2,909,070 ' 5005 -Overtime Salaries 751,643 656,510 778,880 5010-Part Time Salaries 47,180 61,010 49,250 Fringe Benefits 3,850,928 1,950,520 1,921,050 • 5100-Travel and Meetings 0 120 120 5150-Office Supplies& Equipment 5,553 14,110 14,110 5160-Membership Dues 80 140 140 ' 5161 -Publications& Subscriptions 0 220 220 5165 -Licenses,Permits&Fees 2,752 4,680 4,680 5200-Operations&Maintenance 40,344 50,880 50,880 I 5215-O&M/Computer Equipment 299 0 0 5250-Vehicle Operations&Maint. 54,775 69,940 69,940 5255-Gasoline 14,922 15,160 15,160 , 5256-Diesel Fuel 44,083 45,060 45,060 5280-Equip Operations&Maint 3,163 6,000 6,000 5285-Safety Gear&Equipment 20,590 13,000 15,640 ' 5290-Specialized Tools&Equipment 3,144 3,130 3,130 5300-Contract Services 317,663 379,430 398,980 5400-Telephone Utilities 15,382 17,770 18,660 , 5401 -Gas Utilities 4,737 8,050 8,390 5402-Water Utilities • 11,811 16,700 16,940 5403 -Electric Utilities 36,223 61,100 49,110 5416-General Liability Insurance 40,821 44,930 46,270 ' 5501 -Admin./General Overhead 0 101,030 408,010 5700-Interest Expense 0 54,280 0 5701 -Principal Repayments 0 53,760 0 , 5720-Misc Contributions to City 0 30,800 41,100 9289-Transfer Out-Fire Capital Rsry 0 260 0 TOTAL COMMUNITY FACILITIES DIST 85-1 • $ 8,110,166 $ 6,520,070 $ 6,870,790 ' 283-COMMUNITY FACILITIES DIST 88-1 5000-Regular Salaries $ 734,722 $ 787,540 $ 839,690 I 5005-Overtime Salaries 322,949 265,350 313,460 Fringe Benefits 553,017 579,210 587,370 5150-Office Supplies& Equipment 1,150 3,420 3,420 I 5165-Licenses,Permits& Fees 1,475 1,830 1,830 5200-Operations&Maintenance 13,266 17,480 17,480 5300-Contract Services 87,881 94,770 98,860 , 5400-Telephone Utilities 9,807 11,820 9,840 5401 -Gas Utilities 1,596 1,860 1,860 5402-Water Utilities 6,846 5,020 5,020 ' 5403-Electric Utilities 10,854 13,760 13,760 5416-General Liability Insurance 9,894 10,700 11,230 5501 -Admin./General Overhead 0 9,770 99,770 5700-Interest Expense 0 16,160 0 Fiscal Year 2013/14 Adopted Budget Page 142 lb •;:� ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 ' 2011/12 Adopted Adopted Actual Budget Budget 5701 -Principal Repayments 0 16,000 0 I5720-Misc Contributions to City 0 15,400 19,840 5725-Other Expenditures 7,469 0 0 ' TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,760,925 $ 1,850,090 $ 2,023,430 288-FIRE PROTECTION CAPITAL FUND I 5102-Training $ 0 $ 6,500 $ 0 5152-Computer Software 0 1,080 15,000 5161 -Publications& Subscriptions 0 1,800 0 5200-Operations&Maintenance 0 132,570 273,430 I5207-O& M/Capital Supplies 0 419,000 291,900 5215-O& M/Computer Equipment 0 350 42,000 5240-Operation of Acquired Property 0 10,000 10,000 I 5250-Vehicle Operations&Maint. 0 50,000 50,000 5280-Equip Operations&Maint 0 6,900 6,900 5285 -Safety Gear&Equipment 0 16,000 16,000 I 5290-Specialized Tools&Equipment 0 15,200 38,420 5291 -Equipment Supplies&Repairs 0 29,500 17,000 5300-Contract Services 0 449,950 588,180 I 5312-Legal Services 0 5,000 5,000 5501 -Admin./General Overhead 0 14,080 9,700 5510-Property Tax Admin.Fee 0 116,870 0 I 5602-Capital Outlay-Bldg&Imprvmnt 0 1,451,500 1,451,500 5603-Capital Outlay-Equipment 0 404,000 113,000 5604-Capital Outlay-Vehicles 0 1,930,000 1,320,000 ' 5605-Capital Outlay-Computer Equip 0 24,700 15,000 5650-Capital Project 0 500,000 500,000 5720-Misc Contributions to City 0 100,000 200,580 ITOTAL FIRE PROTECTION CAPITAL FUND $ 0 $ 5,685,000 $ 4,963,610 289-FIRE DISTRICT CAPITAL RESERVE I 5150-Office Supplies& Equipment $ 0 $ 200 $ 0 5152-Computer Software 6,508 4,660 0 5200-Operations&Maintenance 62,108 50,200 50,000 5207-O&M/Capital Supplies • 76,426 41,300 20,000 I5215-O&M/Computer Equipment 3,660 8,620 0 5300-Contract Services 22,266 87,700 25,000 5501 -Admin./General Overhead 0 1,420 3,500 I5602-Capital Outlay-Bldg&Imprvmnt 0 125,000 125,000 5603-Capital Outlay-Equipment 9,729 25,000 0 5604-Capital Outlay-Vehicles 61,954 60,000 0 I 5605-Capital Outlay-Computer Equip 0 12,000 0 5606-Capital Outlay-Fum/Fixtures 6,828 0 0 5650-Capital Project 1,243,487 0 0 I5720-Misc Contributions to City 50,270 0 0 j Fiscal Year 2013/14 Adopted Budget - Page 143 :: City of Rancho Cucamonga ' Expenditure Detail All Funds Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 111 2011/12 Adopted Adopted Actual Budget Budget TOTAL FIRE DISTRICT CAPITAL RESERVE $ 1,543,237 $ 416,100 $ 223,500 I TOTAL R.C.FIRE PROTECTION DISTRICT $ 33,780,321 $ 32,573,770 $ 33,636,330 TOTAL ALL FUNDS $ 389,182,602 $ 159,608,670 $ 169,903,190 I 1 . 1 1 i 1 1 i I 1 Fiscal Year 2013/14 Adopted Budget Page 144 IL�•'�Ji ICity of Rancho Cucamonga Expenditures by Fund I Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 . 2011/12 Adopted Adopted I Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND I DIVISION 001 -NON-DEPARTMENTAL GENERAL $ 4,492,735 $ 3,284,290 $ 3,197,670 002-NON-DEPARTMENTAL PERSONNEL (96,216) (97,060) 164,240 101 -CITY COUNCIL 155,595 138,510 119,960 I 102- CITY MANAGEMENT 919,380 1,111,030 966,660 103 -CITY CLERK 2,687 2,290 1,990 104-ANIMAL CARE AND SERVICES 2,532,281 2,694,820 2,736,230 I 106-RECORDS MANAGEMENT 422,548 548,810 368,770 201 - ADMIN SRVCS-ADMINISTRATION 260,843 256,940 235,140 204-BUSINESS LICENSES 334,960 301,780 294,640 I 205 -CITY FACILITIES 2,082,133 1,751,030 1,150,530 206-FINANCE 1,082,020 1,171,570 1,049,890 207-GEOGRAPHIC INFORMATION SYSTEMS 269,705 278,500 387,700 209- INFORMATION SERVICES 2,301,394 2,215,830 1,937,070 I 210-PERSONNEL 328,167 455,150 382,890 211 - PURCHASING 396,671 370,010 320,520 2l2'- RISK MANAGEMENT 189,968 232,910 171,860 I 213 -TREASURY MANAGEMENT 6,352 19,830 15,830 217-CITY TELECOMMUNICATIONS 0 0 331,300 301 -ECONOMIC AND COMMUNITY DVLPMNT 120,718 168,840 457,690 I 302-BUILDING AND SAFETY 2,052,571 1,909,490 1,865,640 303- ENGINEERING-ADMINISTRATION 222,783 296,820 265,830 305 - ENGINEERING- DEVELOPMENT MGT 567,409 595,210 706,800 306-ENGINEERING-NPDES 433,500 411,020 411,280 I 307-ENGINEERING-PROJECT MGT 174,147 446,020 445,140 308- ENGINEERING-TRAFFIC MGT 97,321 94,320 100,460 312-FACILITIES MAINTENANCE 3,617,713 3,621,740 3,615,940 I 314-PLANNING 1,512,068 1,810,180 1,856,440 315- PLANNING COMMISSION 10,889 12,590 16,620 316- STREET AND PARK MAINT. 4,098,065 4,339,560 0 317- VEHICLE AND EQUIP.MAINT. 1,250,264 1,064,620 1,006,420 I 318- STREET MAINTENANCE 0 2,366,050 319- PARK MAINTENANCE 0 0 2,350,730 320-METROLINK STATION MAINTENANCE 0 0 237,120 I 322- CODE ENFORCEMENT 893,196 3 747,440 786,190 401 -COMMUNITY SRVCS-ADMINISTRATION 3,998,393 4,222,860 4,562,250 420- PARK AND RECREATION COMMISSION 2,823 3,080 3,100 I 701 - POLICE-ADMINISTRATION 27,283,279 28,934,240 30,353,880 $ TOTAL GENERAL FUND 62,016,363 $ 63,414,270 $ 65,240,470 OTHER GENERAL FUNDS • I003 -REIMB ST/COUNTY PARKING CIT $ 39,812 $ 38,840 $ 55,050 006-CV WD REIMBURSEMENTS 214,694 242,050 198,970 008 -CNTY OF S. B. REIMBURSEMENTS 78,961 86,680 86,680 I 016-COMM DEV TECHNICAL SRVCS FUND 262,486 482,010 86,130 017-LAW ENFORCEMENT RESERVE 1 13,499 514,950 176,660 018-TRAFFIC SAFETY 395,297 358,200 361,140 I 019-INFO TECHNOLOGY-DEVELOPMENT 194,476 196,860 204,320 020-CITY TECHNOLOGY FEE FUND 0 0 08,250 e- Fiscal Year 2013/14 Adopted Budget - Page 145 • City of Rancho Cucamonga I Expenditures by Fund Fiscal Year 2013/14 Adopted Budget II 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget ' 022-MOBILE HOME PARK PROGRAM 3,573 4,180 36,210 023 -SB1186 CERT ACCESS SPEC PROG 0 0 4,510 025-CAPITAL RESERVE 5,456,686 1,909,790 2,660,900 1 073- BENEFITS CONTINGENCY 1,443,976 613,010 307,550 TOTAL OTHER GENERAL FUNDS $ 8,203,461 $ 4,446,570 $ 4,386,370 SPECIAL REVENUE I 100- ASSESSMENT DISTRICTS ADMIN $ 875,790 $ 1,109,880 $ 1,195,420 105-AB2766 AIR QUALITY IMPROVEMENT 279,830 314,090 345,210 110-BEAUTIFICATION 111,705 80,700 402,900 ' 112-DRAINAGE FAC/GENERAL 914,829 415,680 167,720 114-DRAINAGE-ETIWANDA/SAN SEVAINE 57,750 80 580 116-ETIWANDA DRAINAGE • 135,700 43,610 65,530 , 118-UPPER ETIWANDA DRAINAGE 0 80 350 120-PARK DEVELOPMENT 995,593 551,750 323,310 122- SOUTH ETIWANDA DRAINAGE 45,670 30 250 ' 124-TRANSPORTATION 1,634,107 3,047,590 5,987,090 126-LOWER ETIWANDA DRAINAGE 16,241 90 330 129-UNDERGROUND UTILITIES 31,850 1,385,740 674,630 130-LMD#1 GENERAL CITY 1,326,148 1,449,110 1,402,520 ' 131 -LMD#2 VICTORIA 2,709,932 3,102,300 3,496,980 132-LMD#3A HYSSOP 3,260 8,030 6,190 133-LMD#3B MEDIANS 1,294,781 1,336,830 1,119,080 ' 134- LMD#4R TERRA VISTA 1,793,866 2,962,500 2,328,900 135- LMD#5 TOT LOT 2,905 14,320 5,330 136- LMD#6R CARYN COMMUNITY 428,688 448,860 467,400 , 137- LMD#7 NORTH ETIWANDA 883,142 1,017,000 1,069,100 138-LMD#8 SOUTH ETIWANDA 23,612 30,080 31,240 139-LMD#9 LOWER ETIWANDA 509,558 721,770 495,880 140-LMD#10 RANCHO ETIWANDA 513,943 641,100 640,810•151 - SLD#1 ARTERIAL 870,241 849,610 852,120 II 152- SLD#2 RESIDENTIAL 343,441 316,650 320,930 153 - SLD#3 VICTORIA 343,295 318,270 312,030 i 154- SLD#4 TERRA VISTA 414,352 176,700 165,150 155 -SLD#5 CARYN COMMUNITY 72,876 66,420 67,480 156-SLD#6 INDUSTRIAL AREA 138,195 131,260 118,010 157- SLD#7 NORTH ETIWANDA 223,765 216,400 200,890 ' 158 - SLD#8 SOUTH ETIWANDA 293,061 104,180 1,092,790 170-GAS TAX 2105/PROP1 11 547,005 1,100,570 575,750 172-GAS TAX 2106-2107 1,858,333 2,136,520 2,190,560 I 174-GAS TAX R&T7360 1,129,435 1,608,210 2,597,080 176-MEASURE 1 1990-2010 650,586 0 206,640 177-MEASURE 1 2010-2040 1,238,664 3,373,900 1,443,010 ' 186-FOOTHILL BLVD MAINTENANCE 37,448 33,220 19,010 188-INTEGRATED WASTE MANAGEMENT 2,243,629 956,530 1,094,980 190-PROP 42-TRAFFIC CONGESTION MIT 623,506 697,370 72,820 194- PROPOSITION 1B STATE FUNDING 0 125,730 180 ' 195- STATE ASSET SEIZURE 26,424 165,900 130,380 196-CA ASSET SEIZURE 15% 35,000 10,250 300 197-FEDERAL ASSET SEIZURE 15,720 60 55,140 198-CITYWIDE INFRASTRUCTURE IMPRV 8,980 338,480 206,990 icgiiN Fiscal Year 2013/14 Adopted FSudgel Page 146 [Ii.:kil ICity of Rancho Cucamonga Expenditures by Fund IFiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted I Actual Budget Budget 204-COMMUNITY DEVELOPMENT BLK GRNT 1,215,719 1,034,580 1,397,690 214-PEDESTRIAN GRANT/ART 3 0 215,960 125,000 I 215 -ENRGY EFFICNCY/CONSRVATN GRNT 1,153,117 8,730 0 12656 218-PUBLIC RESRCE GRNTS/HEALTHY RC 143,310 157,890 126,560 225 -CA RECYC/LITTER REDUCTION GRNT 23,221 44,020 45,870 226-USED OIL RECYCLING GRANT 12,520 0 70 I227-USED OIL RECYCLING PROGRAM 56,776 49,260 48,230 234- SAFE ROUTES TO SCHOOL PROGRAM 39,023 478,780 500,360 235 -PROP 84 PARK BOND ACT 4,376 283,500 283,500 I 250-RECREATION SERVICES 4,152,478 4,790,740 4,648,800 258- SENIOR OUTREACH GRANT 6,129 0 7,130 290-LIBRARY FUND 3,810,746 3,924,980 4,138,190 I 291 -CA STATE LIBRARY 61,886 6,610 18,010 292-STAFF INNOVATION FD(CA ST LB) 32,038 16,350 55,000 298-CALIFORNIA LITERACY CAMPAIGN 100,623 0 920 301 -THE BIG READ LIBRARY GRANT 1,049 15,000 3,600 I 302-LIBRARY SERVICES&TECH.ACT 19,748 3,000 110 329-LIBRARY CAPITAL FUND 0 0 250,000 354-COP'S PROGRAM GRANT-STATE 170,019 401,200 203,010 I 356-JUSTICE ASSIST GRNT(JAG)ARRA 0 20 130 361 -JUSTICE ASSISTANCE GRANT(JAG) 0 260 30 373-COPS SECURE OUR SCHOOLS GRANT 116,530 18,000 15,380 I 374-COPS HIRING PROGRAM GRANT 0 0 115,000 380-DEPT OF HOMELAND SECURITY GRNT 129,786 37,940 40,970 381 -HOMELAND SECURITY GRANT 2005 54,478 0 0 838-AD 91-2 REDEMPTION-DAY CANYON 61,981 51,570 51,960 I 848-PD 85 REDEMPTION FUND 1,521,565 1,671,600 1,764,200 868-CFD 2000-03 PARK MAINTENANCE 380,517 465,690 486,970 TOTAL SPECIAL REVENUE $ 38,970,488 $ 45,083,130 $ 47,975,680 ICAPITAL PROJECTS 602-AD 84-1 DAY CREEK/MELLO $ 0 $ 150 $ 720 I 607-CFD 2000-01 SOUTH ETIWANDA 91,958 0 0 608-CFD 2000-02 RC CORPORATE PARK 181,427 0 0 612-CFD 2001-01 18,151 70 320 615-CFD 2003-01 CULTURAL CENTER 174,062 0 50 I 617-CFD 2004-01 RANCHO ETIWANDA ES 38,703 500,000 500,000 680-CFD 2006-01 VINTNER'S GROVE 0 100,000 100,000 TOTAL CAPITAL PROJECTS $ 504,302 $ 600,220 $ 601,090 IENTERPRISE FUNDS 700- SPORTS COMPLEX $ 2,357,022 $ 1,900,320 $ 1,950,830 I 702-REGIS CONNECT 0 0 251,600 705 -MUNICIPAL UTILITY 9,057,981 9,155,420 12,498,430 706-UTILITY PUBLIC BENEFIT FUND 331,762 524,560 548,170 I TOTAL ENTERPRISE FUNDS $ 11,746,765 $ 11,580,300 $ 15,249,030 INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 1,684,397 $ 718,810 $ 1,367,160 I714-COMP EQUIPIIECH REPLCMENT FUND 481,157 1,191,600 X1,44447,060 // �.h .. . ... 7, ,1'. _. I Fiscal Year 2013/14 Adopted Budget - Page 147 ��`:;'_l City of Rancho Cucamonga I Expenditures by Fund Fiscal Year 2013/14 Adopted Budget 2012/13 2013/14 2011/12 Adopted Adopted Actual Budget Budget , TOTAL INTERNAL SERVICE FUNDS $ 2,165,554 $ 1,910,410 $ 2,814,220 TOTAL CITY OF RANCHO CUCAMONGA $ 123,606,932 $ 127,034,900 $ 136,266,860 t RANCHO CUCAMONGA REDEVELOPMENT AGENCY DEBT SERVICE I 500-TAX INCREMENT FUND $ 39,978,109 $ 0 $ 0 502-REGIONAL FACILITIES 11,896,569 0 0 504- SEWER&WATER FACILITIES 1,703,700 0 0 ' 505-FIRE PROTECTION-RDA 9,951,442 0 0 506-TAX ALLOCATION BONDS-SPECIAL 18,370,999 0 0 511 -CENTRAL PARK 7,700 0 0 ' 513-CIVIC CENTER PROJECTS 457,021 0 0 520- SPORTS COMPLEX PROJECTS 635,248 0 0 TOTAL DEBT SERVICE $ 83,000,787 $ 0 $ 0 ' CAPITAL PROJECTS 620-ADMINISTRATION $ 8,234,562 $ 0 $ 0 622-AFFORDABLE HOUSING 81,406,337 0 0 623-2007 HOUSING SET-ASIDE BONDS 48,992,006 0 0 624-CIVIC CENTER RESERVE 8,316 0 0 630-LIBRARY (1,204) 0 0 , 650-PUBLIC IMPROVEMENTS-2001 TAB 481,987 0 0 660-2004 TAX ALLOCATION BONDS 9,672,557 0 0 TOTAL CAPITAL PROJECTS $ 148,794,562 $ 0 $ 0 ' TOTAL R.C.REDEVELOPMENT AGENCY $ 231,795,348 $ 0 $ 0 R.C.FIRE PROTECTION DISTRICT I SPECIAL REVENUE 281 -FIRE FUND $ 22,365,992 $ 18,102,510 $ 19,555,000 282-COMMUNITY FACILITIES DIST 85-1 8,110,166 6,520,070 6,870,790 283-COMMUNITY FACILITIES DIST 88-1 1,760,926 1,850,090 2,023,430 288-FIRE PROTECTION CAPITAL FUND 0 5,685,000 4,963,610 289-FIRE DISTRICT CAPITAL RESERVE 1,543,237 416,100 223,500 I TOTAL SPECIAL REVENUE $ 33,780,321 $ 32,573,770 $ 33,636,330 TOTAL R.C.FIRE PROTECTION DISTRICT $ 33,780,321 $ 32,573,770 $ 33,636,330 , TOTAL ALL FUNDS $ 389,182,602 $ 159,608,670 $ 169,903,190 I I Fiscal Year 2013/14 Adopted Budget — Page 148 I ., I CITY OF RANCHO CUCAMONGA, CALIFORNIA ' FISCAL YEAR 2013/14 ADOPTED BUDGET ' FUNDED POSITIONS BY DEPARTMENT- SUMMARY IDEPARTMENT 2011-12 2012-13 2013-14 IELECTED OFFICIALS 7.0 7.0 7.0 CITY MANAGEMENT 8.0 9.0 10.0 ' RECORDS MANAGEMENT 4.0 4.0 4.0 IFIRE DISTRICT 113.0 114.0 112.0 ADMINISTRATIVE SERVICES I Administration/GIS/IS/Purchasing/Special Districts 29.0 30.0 33.0 Finance 19.0 18.0 18.0 Human Resources 5.0 5.0 5.0 ITOTAL ADMINISTRATIVE SERVICES 53.0 53.0 56.0 ANIMAL CARE AND SERVICES 21.0 21.0 23.0 ICOMMUNITY SERVICES 44.0 43.0 43.0 ECONOMIC AND COMMUNITY DEVELOPMENT • I Administration 1.0 1.0 1.0 Building and Safety 29.0 25.0 25.0 Engineering Services 39.0 32.0 32.0 I Planning 17.0 16.0 16.0 Public Works Services 139.0 136.0 135.0 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 225.0 210.0 209.0 LIBRARY 26.0 26.0 26.0 IREDEVELOPMENT AGENCY 7.0 0.0 0.0 TOTAL FULL TIME POSITIONS 508.0 487.0 490.0 I I I , � J Fiscal Year 2013/14 Adopted Budget- Page 149 CITY OF RANCHO CUCAONGA, CALIFORNIA ' M FISCAL YEAR 2013/14 ADOPTED BUDGET ' • FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED , DEPARTMENT AND POSITION TITLE 2011-12 2012-13 2013-14 ELECTED OFFICIALS Mayor 1.0 1.0 1.0 Councilmember 4.0 4.0 4.0 ' City Clerk 1.0 1.0 1.0 City Treasurer 1.0 1.0 1.0 ' TOTAL ELECTED OFFICIALS 7.0 7.0 7.0 CITY MANAGEMENT Administrative Secretary 1.0 1.0 1.0 t Assistant City Manager 1.0 1.0 1.0 City Manager 1.0 1.0 1.0 Executive Assistant 1.0 1.0 1.0 Management Aide * 0.0 1.0 2.0 ' Management Analyst I 0.0 1.0 1.0 Management Analyst II ** 1.0 1.0 0.0 Management Analyst III * 0.0 0.0 1.0 ' Office Specialist I 1.0 1.0 1.0 Office Specialist II 1.0 0.0 0.0 Principal Management Analyst 1.0 1.0 1.0 ' TOTAL CITY MANAGEMENT 8.0 9.0 10.0 RECORDS MANAGEMENT Assistant City Clerk 1.0 1.0 1.0 Assistant City Clerk/Records Manager 1.0 1.0 1.0 Deputy City Clerk 1.0 0.0 0.0 Office Specialist II 0.0 1.0 1.0 , Records Coordinator 1.0 1.0 1.0 TOTAL RECORDS MANAGEMENT 4.0 4.0 4.0 FIRE DISTRICT I Captain Specialist* 0.0 0.0 3.0 Emergency Management Coordinator * 0.0 0.0 1.0 EMS Administrator 1.0 1.0 1.0 Equipment Apprentice Mechanic ** 1.0 1.0 0.0 Field Training Officer 1.0 1.0 1.0 Fire Battalion Chief 4.0 4.0 4.0 Fire Captain • 27.0 27.0 27.0 Fire Chief 1.0 1.0 1.0 Fire Deputy Chief 2.0 2.0 2.0 ' Fire Engineer 27.0 27.0 27.0 Fire Equipment Mechanic * 2.0 2.0 3.0 Fire Information Systems Technician ** 1.0 1.0 0.0 ' Fire Inspector 3.0 0.0 0.0 Fire Inspector/Captain Specialist** 0.0 3.0 0.0 Fire Marshall 1.0 1.0 1.0 • Fire Prevention Specialist I 3.0 3.0 3.0 Fire Prevention S.ecial 1.0 2.0 - - - - -10,,..... ;, . - Fiscal Year 2013/14 Adopted Budget Page 150 . ' CITY OF RANCHO CUCAMONGA, CALIFORNIA ' FISCAL YEAR 2013/14 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ' ADOPTED DEPARTMENT AND POSITION TITLE 2011-12 2012-13 2013-14 IFire Shop Supervisor 1.0 1.0 1.0 Firefighter 27.0 27.0 27.0 I Management Analyst I * 0.0 0.0 1.0 Management Analyst II ** 3.0 3.0 2.0 Office Specialist II ** 4.0 4.0 3.0 I Public Education Specialist ** - 1.0 1.0 0.0 Secretary 1.0 1.0 1.0 Sr. Admin. Secretary 1.0 1.0 1.0 TOTAL FIRE DISTRICT 113.0 114.0 112.0 IADMINISTRATIVE SERVICES Administration/GIS/IS/Purchasing/Special Districts I Administrative Secretary 1.0 1.0 1.0 Buyer I 1.0 1.0 1.0 Buyer II 1.0 1.0 1.0 I DCM/Administrative Services 0.0 1.0 1.0 GIS Analyst** 1.0 1.0 0.0 GIS Technician * 3.0 3.0 5.0 I GIS/Special Districts Manager 1.0 1.0 1.0 Information Services Analyst I * 2.0 2.0 3.0 Information Services Analyst II 1.0 1.0 1.0 Information Services Manager 1.0 1.0 1.0 ' Information Services Project Coordinator 1.0 1.0 1.0 Information Services Specialist I ** 3.0 3.0 2.0 Information Services Specialist II 1.0 1.0 1.0 I Management Aide ** 1.0 1.0 0.0 Management Analyst III 1.0 1.0 1.0 Office Services Clerk 1.0 1.0 1.0 Office Specialist II 1.0 1.0 I.0 Purchasing Clerk 1.0 1.0 1.0 Secretary * 0.0 0.0 1.0 Senior Buyer 1.0 1.0 1.0 ISenior GIS Analyst* 1.0 1.0 2.0 Senior Information Services Analyst* 2.0 2.0 3.0 Senior Information Services Specialist 1.0 1.0 1.0 ISpecial Districts Technician 2.0 2.0 2.0 Total Admin/GIS/IS Purch/Spec Dist 29.0 30.0 33.0 I Finance Account Clerk 5.0 5.0 5.0 Account Technician * 1.0 1.0 2.0 I Budget Analyst 1.0 1.0 1.0 Business License Clerk 2.0 2.0 2.0 Business License Program Coordinator 1.0 1.0 1.0 I Business License Technician 1.0 1.0 1.0 Finance Director 1.0 1.0 _ .0 , , _ - _____,.,-mot .;;.;'�` I Fiscal Year 2013/14 Adopted Budget - Page 151 b• .:;� CITY OF RANCHO CUCAMONGA, CALIFORNIA ' FISCAL YEAR 2013/14 ADOPTED BUDGET ' FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED ' DEPARTMENT AND POSITION TITLE 2011-12 2012-13 2013-14 Management Analyst III 1.0 1.0 1.0 I Senior Account Clerk** 1.0 1.0 0.0 Senior Account Technician 2.0 1.0 1.0 ' Senior Accountant 3.0 3.0 3.0 Total Finance 19.0 18.0 18.0 Human Resources Benefits Technician 1.0 1.0 1.0 Human Resources Director 1.0 1.0 1.0 ' Human Resources Manager 0.0 1.0 1.0 Human Resources Technician * 0.0 0.0 1.0 Personnel Clerk** 1.0 1.0 0.0 ' Personnel Services Coordinator 1.0 0.0 0.0 Risk Management Coordinator 1.0 1.0 1.0 Total Human Resources 5.0 5.0 5.0 ' TOTAL ADMINISTRATIVE SERVICES 53.0 53.0 56.0 ANIMAL CARE AND SERVICES ' Animal Care Supervisor 1.0 1.0 1.0 Animal Caretaker 5.0 4.0 4.0 ' Animal Handler 2.0 2.0 2.0 Animal License Canvasser 0.0 1.0 1.0 Animal Services Director 1.0 1.0 1.0 ' Animal Services Dispatcher 1.0 1.0 1.0 Animal Services Officer* 1.0 1.0 3.0 Community Programs Specialist 1.0 1.0 1.0 Management Aide * 0.0 0.0 1.0 ' Office Specialist II 3.0 3.0 3.0 Secretary** 1.0 1.0 0.0 Senior Animal Services Officer 1.0 1.0 1.0 ' Veterinarian 1.0 1.0 1.0 Veterinary Assistant** 1.0 1.0 0.0 Veterinary Technician * 2.0 2.0 3.0 TOTAL ANIMAL CARE AND SERVICES 21,0 21.0 23.0 COMMUNITY SERVICES ' Community Services Coordinator** 18.0 18.0 17.0 Community Services Director 1.0 1.0 1.0 Community Services Marketing Coordinator 1.0 1.0 1.0 Community Services Marketing Manager 1.0 1.0 1.0 ' Community Services Superintendent 2.0 1.0 1.0 Community Services Supervisor 5.0 5.0 5.0 Community Services Technical Production Coordinator** 1.0 1.0 0.0 Cultural Arts Manager* 0.0 0.0 1.0 Fiscal Year 2013/14 Adopted Budget Page 152 L* *: L--*'**--- ' CITY OF RANCHO CUCAMONGA, CALIFORNIA ' FISCAL YEAR 2013/14 ADOPTED BUDGET • FUNDED POSITIONS BY DEPARTMENT - DETAIL IADOPTED DEPARTMENT AND POSITION TITLE 2011-12 2012-13 2013-14 IManagement Aide * 1.0 1.0 2.0 Management Analyst I 1.0 2.0 2.0 I Management Analyst III 1.0 0.0 0.0 Office Specialist II 7.0 7.0 7.0 Senior Administrative Secretary 1.0 1.0 1.0 I Senior Park Planner 1.0 1.0 1.0 Theatre Technician III 3.0 3.0 3.0 TOTAL COMMUNITY SERVICES 44.0 43.0 43.0 ' ECONOMIC AND COMMUNITY DEVELOPMENT Administration DCM/Economic&Community Development 0.0 1.0 1.0 I Office Specialist II 1.0 0.0 0.0 Total Administration 1.0 1.0 1.0 I Building and Safety Assistant Planner 1.0 0.0 0.0 Associate Engineer 1.0 1.0 1.0 I Building Inspection Supervisor 1.0 1.0 1.0 Building&Safety Services Director 1.0 1.0 1.0 Building Inspector 5.0 4.0 4.0 Code Enforcement Officer 4.0 4.0 4.0 ' Code Enforcement Supervisor 1.0 1.0 1.0 Management Analyst 11 1.0 1.0 1.0 Office Specialist II 2.0 2.0 2.0 I Plan Check&Inspection Manager 1.0 0.0 0.0 Plans Examiner 1.0 1.0 1.0 Public Service Technician I 1.0 1.0 1.0 I Public Service Technician 11 3.0 2.0 2.0 Public Service Technician III 1.0 1.0 1.0 Secretary 0.0 1.0 1.0 I Senior Administrative Secretary 1.0 0.0 0.0 Senior Code Enforcement Officer 1.0 1.0 1.0 Senior Building Inspector 2.0 2.0 2.0 Senior Plans Examiner 1.0 1.0 1.0 ITotal Building and Safety 29.0 25.0 25.0 Engineering Services I Administrative Secretary 1.0 1.0 1.0 Assistant Engineer 8.0 5.0 5.0 Associate Engineer 6.0 4.0 4.0 I Engineering Services Director/City Engineer 1.0 1.0 1.0 Engineering Technician ** 5.0 5.0 4.0 Environmental Programs Coordinator* 0.0 0.0 1.0 I Environmental Programs Inspector 2.0 2.0 2.0 Environmental Programs Manager • 1.0 1.0 1.0 Management Aide ** 3.0 3.0 J Fiscal Year 2013/14 Adopted Budget - Page 153 L «: J CITY OF RANCHO CUCAMONGA, CALIFORNIA ' FISCAL YEAR 2013/14 ADOPTED BUDGET ' FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED ' DEPARTMENT AND POSITION TITLE 2011-12 2012-13 2013-14 Management Analyst I * 1.0 1.0 2.0 ' • Office Specialist II 2.0 2.0 2.0 Principal Engineer* 0.0 0.0 1.0 ' Public Services Technician III 1.0 1.0 1.0 Public Works Inspector II 3.0 1.0 1.0 Senior Civil Engineer** 2.0 2.0 1.0 Supervising Public Works Inspector 1.0 1.0 1.0 Traffic Engineer 1.0 1.0 1.0 Utilities Division Manager 1.0 1.0 1.0 Total Engineering Services 39.0 32.0 32.0 ' Planning Assistant Planner 3.0 3.0 3.0 ' Assistant Planning Director** 0.0 1.0 0.0 Associate Planner 4.0 4.0 4.0 Management Analyst I 0.0 1.0 1.0 , Office Specialist I 1.0 1.0 1.0 Office Specialist II 2.0 1.0 1.0 Planning Commission Secretary 1.0 1.0 1.0 Planning Director 1.0 0.0 0.0 ' Planning Manager* 0.0 0.0 1.0 Planning Specialist 1.0 0.0 0.0 Planning Technician 0.0 1.0 1.0 ' Principal Planner 1.0 0.0 0.0 Secretary 1.0 1.0 1.0 Senior Planner 2.0 2.0 2.0 ' Total Planning 17.0 16.0 16.0 Public Works Services Assistant Engineer 1.0 1.0 1.0 ' Electrician 1.0 1.0 1.0 Equipment Operator 6.0 5.0 5.0 Facilities Superintendent 1.0 I.0 1.0 ' Fleet Supervisor 1.0 1.0 1.0 Inventory Specialist Equipment/Materials 1.0 1.0 1.0 Lead Maintenance Worker * 16.0 16.0 17.0 Lead Mechanic 1.0 1.0 1.0 Maintenance Coordinator** 11.0 10.0 9.0 Maintenance Supervisor* 7.0 8.0 9.0 ' Maintenance Worker** 66.0 64.0 62.0 Management Aide ** 1.0 1.0 0.0 Management Analyst I * 1.0 1.0 2.0 ' Management Analyst II 1.0 1.0 1.0 Mechanic 2.0 2.0 2.0 Office Specialist II 1.0 1.0 1.0 Parks/Landscape Maintenance Superintendent 1.0 1.0 1.0 Public Works Safety Coordinator 1.0 1.0 / 0 _ tr�'� ;. , Fiscal Year 2013/14 Adopted Budget - Page 154 * *�; ' CITY OF RANCHO CUCAMONGA, CALIFORNIA IFISCAL YEAR 2013/14 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL IADOPTED DEPARTMENT AND POSITION TITLE 2011-12 2012-13 2013-14 IPublic Works Services Director 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 I Senior Electrician 1.0 1.0 1.0 Senior Maintenance Worker 13.0 13.0 13.0 Signal&Lighting Coordinator 1.0 1.0 1.0 Signal&Lighting Technician 1.0 1.0 1.0 I Streets/Storm Drain Maintenance Superintendent 1.0 1.0 1.0 Total Public Works Services 139.0 136.0 135.0 ITOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 225.0 210.0 209.0 LIBRARY SERVICES I Assistant Library Director 1.0 1.0 1.0 Librarian I * 7.0 8.0 9.0 Librarian II 2.0 2.0 2.0 I Library Assistant I ** 5.0 4.0 3.0 Library Assistant II 2.0 2.0 2.0 Library Clerk ** 2.0 2.0 1.0 Library Director 1.0 1.0 1.0 I Library Page I 1.0 1.0 1.0 Library Page II 1.0 1.0 1.0 Library Services Manager* 0.0 0.0 1.0 I Library Technician * 0.0 0.0 1.0 Office Specialist II 1.0 1.0 1.0 Principal Librarian ** 1.0 1.0 0.0 I Senior Administrative Secretary 1.0 1.0 1.0 Senior Librarian 1.0 1.0 1.0 TOTAL LIBRARY SERVICES 26.0 26.0 26.0 IREDEVELOPMENT AGENCY DCM/Economic&Community Development 1.0 0.0 0.0 I Economic Development Manager 1.0 0.0 0.0 Housing Programs Manager 1.0 0,0 0.0 Redevelopment Analyst I 1.0 0.0 0.0 Redevelopment Analyst II 2.0 0.0 0.0 I Secretary 1.0 0.0 0.0 TOTAL REDEVELOPMENT AGENCY 7.0 0.0 0.0 ' TOTAL FULL TIME POSITIONS 508.0 487.0 490.0 Changes in staffing levels for Fiscal Year 2013/14 Adopted Budget * Position funded in FY 2013/14 ' ** Position defunded in FY 2013/14 r„ N.` _. - =fiscal Year 2013/14 Adopted Budget - Page 155 L• d: I ..... CITY OF RANCHO CUCAMONGA, CALIFORNIA ' FISCAL YEAR 2013/14 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED ' DEPARTMENT AND POSITION TITLE 2011-12 2012-13 2013-14 A) Effective February 1,2012 the Redevelopment Agency was dissolved by the State of California resulting in the elimination of these positions. ' FART TIME EMPLOYEES FTEs IFULL TIME EOUIVALENTS' ' CITY MANAGEMENT 3.2 1.9 0.5 RECORDS MANAGEMENT 1.4 1.4 1.3 I • FIRE DISTRICT 3.7 32 4.1 ' ADMINISTRATIVE SERVICES Administration/GIS/IS/Purchasing/Special Districts 5.4 4.4 1.2 ' Finance 1.9 0.7 0.8 TOTAL ADMINISTRATIVE SERVICES 7.3 5.1 2.0 ANIMAL CARE AND SERVICES 9.3 8.3 6.5 t COMMUNITY SERVICES 158.0 160.0 190.5 ' ECONOMIC AND COMMUNITY DEVELOPMENT Building and Safety 0.0 0.5 0.9 ' Engineering Services 0.0 0.0 0.9 Planning 5.3 0.0 0.5 Public Works Services 43.6 35.5 36.3 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 48.9 36.0 38.6 ' LIBRARY 37.2 34.9 36.3 ' TOTAL PART TIME POSITIONS 268.9 250.8 279.8 , I I . I �� � �'"J Fiscal Year 2013/14 Adopted Budget - Page 156 ;: I t SUMMARIES OF FINANCIAL DATA I t Fund Balance Summaries I I i Fiscal Ycar 2013/14 Adopted Budget — Page 157 I I • I THIS PAGE INTENTIONALLY LEFT BLANK ' • • 1 1 1 i Fiscal Year 2013/14 Adopted liudgel Page 158 1 City of Rancho Cucamonga, California Fiscal Year 2013/14 Adopted Budget ' Spendable Fund Balances With the implementation of Governmental Accounting Standards Board (GASB) Statement No. ' 54, Fund Balance Reporting and Governmental Fund Type Definitions, local governments are now required to use new fund balance terminology. As indicated in the Glossary of Budget Terms, fund balance is essentially the difference between the assets and liabilities reported in a ' governmental fund. There are five separate components of fund balance, each of which identifies the extent to which the City is bound to honor constraints on the specific purposes for which amounts can be spent. • Nonspendable fund balance (inherently nonspendable) • Restricted fund balance (externally enforceable limitations on use) ' • Committed fund balance (self-imposed limitations on use) • Assigned fund balance (limitation resulting from intended use) • Unassigned fund balance (residual net resources) The first two components listed above are not included in the Spendable Fund Balances report on ' the following pages due to the nature of their restrictions. The last three components are incorporated into the report. ' For the City's Operating Budget, following are the main components of the committed fund balance included in the fund balance roll forward: ' Fund 001 — General Fund: Changes in Economic Circumstances $15,109,816 Working Capital $ 3,262,024 ' Funds 281-283 —Fire District Operating Funds: PERS Rate Stabilization $ 1,376,394 ' Working Capital $ 2,844,922 Employee Leave Payouts • $ 2,470,440 All other fund balances in the City's Operating Budget are either committed or assigned. The Operating Budget has no unassigned fund balances. For descriptions of the City's committed fund balance categories, please refer to the City's Financial Policies included in the Appendix to this budget document. The City adopts a balanced Operating Budget each year resulting in minimal overall fluctuations ' in the fund balance from year to year. In the Other Funds, increases or decreases are dependent upon general fluctuations in recurring revenues such as property tax increment or gas tax; the receipt of new grant funding; or the usage of funding received in prior years for capital expenditures. -- — — A j Fiscal Year 3/14 Adopted Budget Page 159 L:•::J I• City of Rancho Cucamonga Spendable Fund Balances t Fiscal Year 2013/14 Adopted Budget Estimated Budget Estimated Spendable - ---- Spendable ' Fund Balance Operating Operating Fund Balance July I,2013 Revenues Transfers In Transfers Out Expenditures June 30,2014 CITY OF RANCHO CUCAMONGA , GENERAL FUND 001 -GENERAL FUND $ 25,956,787 $ 64,142,060 $ 1,002,400 $ 2,235,710 $ 63,004,760 $ 25,860,777 TOTAL GENERAL FUND $ 25 956 787 $ 64 142 060 $ 1 002 400 $ 2 235 710 $ 63 004 760 $ 25 860 777 ' OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT $ 9,247 $ 55,050 $ 0 $ 0 $ 55,050 $ 9,247 006-CVWD REIMBURSEMENTS 271,275 242,050 0 0 198,970 314,355 ' 007-CAL TRANS REIMBURSEMENTS (25,748) 0 0 0 0 (25,748) 008-CNTY OF S.B.REIMBURSEMENTS (17,549) 89,290 4,800 0 86,680 (10,139) 016-COMM DEV TECHNICAL SRVCS FUND 1,059,934 34,750 0 0 86,130 1,008,554 017-LAW ENFORCEMENT RESERVE 5,740,570 60,340 0 72,720 103,940 5,624,250 ' 018-TRAFFIC SAFETY (18,082) 358,200 0 0 361,140 (21,022) 019-INFO TECHNOLOGY-DEVELOPMENT 443,223 124,910 0 0 204,320 363,813 020-CITY TECHNOLOGY FEE FUND 30,854 208,250 0 208,250 0 30,854 ' 022-MOBILE HOME PARK PROGRAM 72,155 12,010 0 0 36,210 47,955 023-SB 1 186 CERT ACCESS SPEC PROG 3,484 4,190 0 0 4,510 3,164 025-CAPITAL RESERVE 50,305,287 268,690 0 0 2,660,900 47,913,077 073-BENEFITS CONTINGENCY 4,519,688 37,060 0 0 307,550 4,249,198 ' TOTAL OTHER GENERAL FUNDS $ 62 394 338 $ 1 494 790 $ 4 800 $ 280 970 $ 4 105 400 $ 59 507 558 SPECIAI.REVENUE ' 100-ASSESSMENT DISTRICTS ADMIN $ 793,893 $ 1,060,320 $ 0 $ 0 $ 1,195,420 $ 658,793 101 -AD 93-I MASI COMMERCE CENTER 300,803 100 0 0 0 300,903 105-AB2766 AIR QUALITY IMPROVEMENT 396,408 209,730 0 0 345,210 260,928 110-BEAUTIFICATION 1,032,902 89,340 0 0 402,900 719,342 ' 112-DRAINAGE FAC/GENERAL 1,745,791 181,430 0 0 167,720 1,759,501 114-DRAINAGE-ETIWANDA/SAN SEVAINE 924,168 34,200 0 0 580 957,788 115-HENDERSON/WARDMAN DRAINAGE 802,989 0 0 0 0 802,989 t 116-ETIWANDA DRAINAGE 1,872,864 98,110 0 0 65,530 1,905,444 118-UPPER ETIWANDA DRAINAGE 527,505 5,650 0 0 350 532,805 120-PARK DEVELOPMENT 10,798,792 207,560 0 0 323,310 10,683,042 122-SOUTH ETIWANDA DRAINAGE 301,557 3,230 0 0 250 304,537 ' 124-TRANSPORTATION 17,414,411 523,660 0 0 5,987,090 11,950,981 126-LOWER ETIWANDA DRAINAGE 470,800 5,080 0 0 330 475,550 128-ETIWANDA NO.EQUESTRIAN FACIL. 629,613 0 0 0 0 629,613 ' 129-UNDERGROUND UTILITIES 10,675,995 98,260 0 0 674,630 10,099,625 130-LMD#1 GENERAL CITY 582,065 1,181,960 0 0 1,402,520 361,505 131-LMD#2 VICTORIA 2,708,441 2,908,640 301,440 100,000 3,396,980 2,421,541 132-LMD#3A HYSSOP 43,165 . 4,180 0 0 6,190 41,155 t 133-LMD#3B MEDIANS 670,464 970,910 0 0 1,119,080 522,294 134-LMD#4R TERRA VISTA 3,243,554 2,510,260 0 0 2,328,900 3,424,914 135-LMD#5 TOT LOT 81,041 3,350 0 0 5,330 79,061 ' 136-LMD#6R CARYN COMMUNITY 206,795 472,640 0 0 467,400 212,035 137-LMD#7 NORTH ETIWANDA 900,906 858,820 0 0 1,069,100 690,626 138-LMD#8 SOUTH ETIWANDA 61,366 28,590 0 0 31,240 58,716 139-LMD#9 LOWER ETIWANDA 2,618,384 193,480 0 0 495,880 2,315,984 ' 140-LMD#10 RANCHO ETIWANDA 1,046,934 471,130 0 0 640,810 877,254 150-GENERAL CITY STREET LIGHTS 67,019 710 0 0 0 67,729 151-SLD#1 ARTERIAL 1,021,264 778,940 0 0 852,120 948,084 ' .- . Fiscal Year 2013/14 Adopted Budget - Page 160 • •,• • .• City of Rancho Cucamonga Spendable Fund Balances IFiscal Year 2013/14 Adopted Budget Estimated Budget Estimated I Spendable Spendable Fund Balance Operating Operating Fund Balance July I,2013 Revenues Transfers In Transfers Out Expenditures June 30,2014 152-SLD#2 RESIDENTIAL 32,044 343,420 0 0 320,930 54,534 I 153-SLD#3 VICTORIA 1,103,639 351,830 0 0 312,030 1,143,439 154-SLD 44 TERRA VISTA 490,142 160,570 0 0 165,150 485,562 155-SLD#5 CARYN COMMUNITY 24,588 43,150 0 0 67,480 258 I 156-SLD#6 INDUSTRIAL AREA 358,231 129,400 0 0 1 18,010 369,621 157-SLD 47 NORTH ETIWANDA (35,148) 116,680 94,420 0 200,890 (24,938) 158-SLD#8 SOUTH ETIWANDA 2,413,775 93,840 0 0 1,092,790 1,414,825 170-GAS TAX 2105/PROP1 I1 1,835,482 854,750 0 0 575,750 2,114,482 I 172-GAS TAX 2106-2107 659,847 1,814,670 0 0 2,190,560 283,957 174-GAS TAX R&T7360 3,673,751 2,567,690 0 94,420 2,502,660 3,644,361 176-MEASURE 11990-2010 1,812,799 18,710 0 0 206,640 1,624,869 I 177-MEASURE 12010-2040 3,842,763 2,380,970 0 0 1,443,010 4,780,723 178-SB 140 36,470 0 0 0 0 36,470 180-58 325 0 0 0 0 0 0 182-AB 2928 TRAFFIC CONGEST RELIEF 292,663 0 0 0 0 292,663 I 186-FOOTHILL BLVD MAINTENANCE 19,015 0 1,146,230 0 0 19,010 5 188-INTEGRATED WASTE MANAGEMENT 1,943,804 , ,230 0 0 1,094,980 1,995,054 190-PROP 42-TRAFFIC CONGESTION MIT 860,376 13,470 0 0 72,820 801,026 194-PROPOSITION I B STATE FUNDING 231,974 2,480 0 0 180 234,274 I 195-STATE ASSET SEIZURE 389,517 0 0 0 130,380 259,137 196-CA ASSET SEIZURE 15% 751 0 0 0 300 451 197-FEDERAL ASSET SEIZURE 141,533 1,510 0 0 55,140 87,903 I 198-CITYWIDE INFRASTRUCTURE IMPRV 3,710,779 1,910,860 0 0 1,906,990 3,714,649 204-COMMUNITY DEVELOPMENT BLK GRNT 855,133 1,387,280 0 0 1,397,690 844,723 214-PEDESTRIAN GRANT/ART 3 (80) 0 0 0 125,000 (125,080) 215-ENRGY EFFICNCY/CONSRVATN GRNT 19,121 18,480 0 0 0 37,601 I 218-PUBLIC RESRCE GRNTS/HEALTHY RC 80,452 123,840 0 0 126,560 77,732 225-CA RECYC/LITTER REDUCTION GRNT (316) 44,750 0 0 45,870 (1,436) 226-USED OIL RECYCLING GRANT (562) 0 0 0 70 (632) I 227-USED OIL RECYCLING PROGRAM (4,289) 32,930 0 0 48,230 (19,589) 234-SAFE ROUTES TO SCHOOL PROGRAM (31 240) 0 0 0 500,360 (531,600) 235-PROP 84 PARK BOND ACT (4,376) 283,500 0 0 283,500 (4,376) I 239-FEDERAL GRANT FUNDS-DREIER (83) 0 0 0 0 (83) 250-RECREATION SERVICES 2,185,123 4,570,490 0 0 4,648,800 2,106,813 258-SENIOR OUTREACH GRANT (1,992) 6,920 0 0 7,130 (2,202) 271 -COUNTY SENIOR TRANSPORT.GRANT 65 0 0 0 0 65 I 272-FREEDOM COURTYARD RSRC GRANTS (148,803) 0 0 0 0 (148,803) 290-LIBRARY FUND 5,851,432 3,941,440 0 0 4,138,190 5,654,682 291 -CA STATE LIBRARY 9,617 0 0 0 18,010 (8,393) 292-STAFF INNOVATION FD(CA ST LB) (63,330) 0 0 0 55,000 (118,330) I 298-CALIFORNIA LITERACY CAMPAIGN 0 0 0 0 920 (920) 301 -THE BIG READ LIBRARY GRANT 9,876 0 0 0 3,600 6,276 302-LIBRARY SERVICES&TECH.ACT 36,840 0 0 0 110 36,730 I 310-PUBLIC LIBRARY BOND ACT-2000 (193) • 0 0 0 0 250,000 (193) 329-LIBRARY CAPITAL FUND 500,01 I 0 0 0 ,000 250,011 354-COP'S PROGRAM GRANT-STATE 361,142 200,000 0 0 203,010 358,132 356-JUSTICE ASSIST GRNT(JAG)ARRA 6,441 0 0 0 130 6,311 I 361 -JUSTICE ASSISTANCE GRANT(JAG) 1,666 40,000 0 0 30 41,636 370-OTS-"DRINK,DRIVE,LOSE"GRANT 1,681 0 0 0 0 1,681 373-COPS SECURE OUR SCHOOLS GRANT (28) 2,660 12,720 0 15,380 (28) I I Fiscal Year 2013/14 Adopted Budget - Page 161 .,'+ L ,J I City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2013/14 Adopted Budget Estimated Budget Estimated Spendable Spendable ' Fund Balance Operating Operating Fund Balance July I,2013 Revenues Transfers In Transfers Out Expenditures June 30,2014 374-COPS HIRING PROGRAM GRANT 0 40,000 75,000 0 115,000 0 380-DEPT OF HOMELAND SECURITY GRNT (28) 37,940 0 0 40,970 (3,058) , 381-HOMELAND SECURITY GRANT 2005 (58,228) 0 0 0 0 (58,228) 390-HAZARD MITIGATION GRANT PRGM 41 0 0 0 0 41 838-AD 91-2 REDEMPTION-DAY CANYON 123,804 32,540 0 0 51,960 104,384 , 848-PD 85 REDEMPTION FUND 1,131,073 - 1,243,740 0 0 1,764,200 610,613 868-CFD 2000-03 PARK MAINTENANCE 760,988 355,880 0 0 486,970 629,898 TOTAL SPECIAL REVENUE $ 97,399,642 $ 37,212,900 $ 483 580 $ 194,420 $ 47,781,260 $ 87,120,442 ' DEBT SERVICE 530-NORTHEAST COMM.PARK REDEMPTIO $ 13 $ 0 $ 0 $ 0 $ 0 $ 13 TOTAL DEBT SERVICE $ 13 $ 0 $ 0 $ 0 $ 0 $ 13 , CAPITAL PROJECTS 600-AD 82-I 6TH ST INDUSTRIAL $ 12,640 $ 130 $ 0 $ 0 $ 0 $ 12,770 602-AD 84-1 DAY CREEK/MELLO 1,079,053 11,560 0 0 720 1,089,893 ' 604-AD 84-2 ALTA LOMA CHANNEL 0 0 0 0 0 0 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) 0 0 0 0 (41,128) 607-CFD 2000-01 SOUTH ETIWANDA 63 10 0 0 0 73 ' 608-CFD 2000-02 RC CORPORATE PARK 0 60 0 0 0 60 610-CFD 2000-03 RANCHO SUMMIT 18,975 1,200 0 0 0 20,175 612-CFD 2001-01 475,899 5,110 0 0 320 480,689 614-CFD 2003-01 PROJECT FUND 174,858 100 0 0 0 174,958 , 615-CFD 2003-0I CULTURAL CENTER 5,068 130 0 0 50 5,148 617-CFD 2004-01 RANCHO ETIWANDA ES 949,558 170 0 0 500,000 449,728 680-CFD 2006-01 VINTNER'S GROVE 608,575 320 0 0 100,000 508,895 ' 681 -CFD 2006-02 AMADOR ON ROUTE 66 7,820 180 0 0 0 8,000 TOTAL CAPITAL PROJECTS $ 3,291,381 $ 18,970 $ 0 $ 0 $ 601,090 $ 2 709261 ENTERPRISE FUNDS , 700-SPORTS COMPLEX $ 89,143 $ 606,520 $ 1,345,790 $ 0 $ 1 950,830 $ 90,623 702-REGIS CONNECT 0 ' 251,600 0 0 251,600 0 705-MUNICIPAL UTILITY 5,238,682 11,712,700 0 942,400 11,556,030 4,452,952 t 706-UTILITY PUBLIC BENEFIT FUND 827,164 303,760 0 0 548,170 582,754 707-MUNICIPAL DEPARTING LOAD FUND 19,203 0 0 0 0 19,203 708-RCMU CAPITAL REPLACEMENT FUND 1,649,528 9,630 0 0 0 1,659,158 TOTAL ENTERPRISE FUNDS $ 7 823 720 $ 12 884 210 $ 1 345 790 $ 942 400 $ 14 306 630 $ 6 804 690 INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 7,664,167 $ 72,190 $ 0 $ 0 $ 1,367,160 $ 6,369,197 , 714-COMP EQUIP/TECH REPLCMENT FUND 3,461,204 . 132,510 208,250 0 1,447,060 2,354,904 TOTAL INTERNAL SERVICE FUNDS $ 11,125,371 $ 204,700 $ 208,250 $ 0 $ 2,814,220 $ 8,724,101 TOTAL CITY OF RANCHO CUCAMONGA $ 207,991,252 $ 115,957,630 $ 3,044,820 $ 3,653,500 $ 132,613,360 $ 190,726,842 R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND $ 4,355,840 $ 19,555,000 $ 0 $ 729,770 $ 18,825,230 $ 4,355,840 282-COMMUNITY FACILITIES DIST 85-I 4,278 486 6,436,510 0 0 6,870,790 3,844,206 283-COMMUNITY FACILITIES DIST 88-1 171,231 ' U293,660 729,770 0 2,023,430 171,231 , i Fiscal Year 2013/14 Adopted Budget - Page 162 �. ,,; J City of Rancho Cucamonga I Spendable Fund Balances Fiscal Year 2013/14 Adopted Budget Estimated Budget Estimated I Spendable Spendable Fund Balance Operating Operating Fund Balance July I,2013 Revenues Transfers In Transfers Out Expenditures June 30,2014 285-FIRE TECHNOLOGY FEE FUND 4,672 46,370 0 0 0 51,042 I 288-FIRE PROTECTION CAPITAL FUND 56,730,847 9,217,390 0 0 4,963,610 60,984,627 289-FIRE DISTRICT CAPITAL RESERVE 1,435,671 0 0 0 223,500 1,212,171 TOTAL SPECIAL REVENUE $ 66 976 747 $ 36,548 930 $ 729 770 $ 729 770 $ 32 906 560 $ 70 619 117 ' TOTAL R.C.FIRE PROTECTION DISTRICT $ 66 976 747 $ 36 548 930 $ 729 770 $ 729 770 $ 32 906 560 $ 70 619 117 ' TOTAL ALL FUNDS $ 274,967,999 $ 152,506,560 $ 3,774,590 $ 4,383,270 $ 165,519,920 $ 261,345,959 I I I I I I I I . I 'A-'^\ f fiscal Year 2013/14 Adopted Budget — Page 16, , •j; •*-- 1 1 1 1 1 1 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 i 1 1 1 1 1 1 1 Fiscal Year 7013/14 Adopted Budget — I'aue 164 ^L; J 1 I ' City of Rancho Cucamonga,California Summary of Changes in Spendable Fund Balances Greater Than 10%and$500,000 Fiscal Year 2013/14 Adopted Budget ' Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1.2013 June 30,2014 Change Chance Reason for Changes Greater>10%and$500 000 ' CITY OF RANCHO CUCAMONGA GENERAL FUND 001-GENERAL FUND 25,956,787 25,860,777 (96,010) -0.37% TOTAL GENERAL FUND 25,956,787 25,860,777 (96,010) -0.37% OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CET 9,247 9,247 0.00% 006-CVWD REIMBURSEMENTS 271,275 314,355 43,080 15.88% 007-CAL TRANS REIMBURSEMENTS (25.748) (25,748) - 0.00% ' 008-CNTY OF S.B.REIMBURSEMENTS (17,549) (10,139) 7,410 -42.22% 016-COMM DEV TECHNICAL SRVCS FUND 1,059.934 1,008,554 (51.380) 4.85% 017-LAW ENFORCEMENT RESERVE 5,740,570 5.624,250 (116,320) -2.03% 018-TRAFFIC SAFETY (18,082) (21,022) (2,940) n/a ' 019-INFO TECHNOLOGY-DEVELOPMENT 443,223 363,813 (79,410) -17.92% 020-CITY TECHNOLOGY FEE FUND 30,854 30,854 0.00% 022-MOBILE HOME PARK PROGRAM 72,155 47,955 (24,200) -33.54% 023-SB1186 CERT ACCESS SPEC PROG 3,484 3.164 (320) -9.18% 025-CAPITAL RESERVE 50,305,287 47,913,077 (2,392,210) 4.76% I 073-BENEFITS CONTINGENCY 4,519.688 4,249,198 (270,490) -5.98% TOTAL OTHER GENERAL FUNDS 62,394,338 59,507,558 (2,886,780) 4.63% SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN 793.893 658,793 (135,100) -17.02% II 101-AD 93-I MASI COMMERCE CENTER 300,803 300.903 100 0.03% 105-AB2766 AIR QUALITY IMPROVEMENT 396,408 260,928 (135,480) -34.18% 110-BEAUTIFICATION 1,032,902 719,342 (313,560) -30.36% 112-DRAINAGE FAC/GENERAL 1,745,791 1,759,501 13,710 0.79% ' 114-DRAINAGE-ETIWANDA/SAN SEVAINE 924,168 957,788 33,620 3.64% 115-HENDERSON/WARDMAN DRAINAGE 802,989 802,989 0.00% 116-ETIWANDA DRAINAGE 1,872,864 1,905,444 32,580 1.74% 118-UPPER ETIWANDA DRAINAGE 527,505 532,805 5,300 1.00% 120-PARK DEVELOPMENT 10,798,792 10,683,042 (115,750) -1.07% ' 122-SOUTH ETIWANDA DRAINAGE 301,557 304,537 2,980 0.99% 124-TRANSPORTATION 17,414,411 11,950,981 (5.463,430) -31.37%Use of funds accumulated over a period of time 126-LOWER ETIWANDA DRAINAGE 470,800 475,550 4,750 1.01% 128-ETIWANDA NO.EQUESTRIAN FACIL. 629,613 629,613 - 0.00% 129-UNDERGROUND UTILITIES 10,675.995 10,099,625 (576,370) -5.40% ' 130-LMD#1 GENERAL CITY 582,065 361,505 (220,560) -37.89% 131-LMD#2 VICTORIA 2,708,441 2,421,541 (286,900) -10.59% 132-LMD#3A HYSSOP 43,165 41,155 (2,010) 4.66% 133-LMD#3B MEDIANS 670,464 522,294 (148,170) -22.10% ' 134-LMD#4R TERRA VISTA 3,243.554 3,424,914 181,360 5.59% 135-LMD#5 TOT LOT 81,041 79,061 (1,980) -2.44% 136-LMD#6R CARYN COMMUNITY 206,795 212,035 5,240 2.53% 137-LMD#7 NORTH ETIWANDA 900,906 690,626 (210,280) -23.34% 138-LMD#8 SOUTH ETIWANDA 61,366 58,716 (2,650) -4.32% 139-LMD#9 LOWER ETIWANDA 2,618,384 2,315,984 (302,400) -11.55% 140-LMD#10 RANCHO ETIWANDA 1,046,934 877,254 (169,680) -16.21% 150-GENERAL CITY STREET LIGHTS 67,019 67,729 710 1.06% 151-SLD#1 ARTERIAL 1,021,264 948,084 (73,180) -7.17% ' 152-SID#2 RESIDENTIAL 32,044 54,534 22,490 70.18% 153-$1.D#3 VICTORIA 1,103.639 1,143,439 39,800 3.61% 154-SID#4 TERRA VISTA 490,142 485,562 (4,580) -0.93% 155-SID#5 CARYN COMMUNITY 24,588 258 (24,330) -98.95% 156-SW#6 INDUSTRIAL AREA 358,231 369,621 11,390 3.18% ' 157-SID#7 NORTH ETIWANDA (35,148) (24,938) 10.210 -29.05% 158-SW#8 SOUTH ETIWANDA 2,413.775 1,414,825 (998.950) 41.39%Use of funds accumulated over a period of time 170-GAS TAX 2105/PROP111 1,835,482 2,114,482 279.000 15.20% 172-GAS TAX 2106-2107 659,847 283,957 (375,890) -56.97% 174-GAS TAX R&T7360 3,673,751 3,644,361 (29,390) -0.80% ' 176-MEASURE I1990-2010 1,812,799 1.624,869 (187,930) -10.37% 177-MEASURE 12010-2040 3.842,763 4,780,723 937,960 24.41%Funds to be accumulated for projects 178-SB 140 36,470 36,470 - 0.00% 182-AB 2928 TRAFFIC CONGEST RELIEF 292,663 292,663 - n/a ' 186-FOOTHILL BLVD MAINTENANCE 19,015 1,943,804 5 (19,010) -99.97% 188-INTEGRATED WASTE MANAGEMENT ,943,804 1,995,054 51,250 2.64% .7 1 J Fiscal Year 2013/14 Adopted Budget - Page 165 L•':J' I City of Rancho Cucamonga,California Summary of Changes in Spendable Fund Balances Greater Than 10%and$500,000 Fiscal Year 2013/14 Adopted Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1.2013 June 30,2014 Change Chance Reason for Changes Greater>10%and$500,000 190-PROP 42-TRAFFIC CONGESTION MIT 860,376 801,026 (59,350) -6.90% , 194-PROPOSITION lB STATE FUNDING 231,974 234,274 2,300 0.99% 195-STATE ASSET SEIZURE 389,517 259,137 (130,380) -33.47% 196-CA ASSET SEIZURE 15% 751 451 (300) -39.95% 197-FEDERAL ASSET SEIZURE 141,533 87,903 (53,630) -37.89% ' 198-CITYWIDE INFRASTRUCTURE IMPRV 3,710,779 3,714,649 3,870 0.10% 204-COMMUNITY DEVELOPMENT ELK GRNT 855,133 844,723 (10,410) -1.22% 214-PEDESTRIAN GRANT/ART 3 (80) (125,080) (125,000) 156250.00% 215-ENRGY EFFICNCY/CONSRVATN GRNT 19,121 37,601 18,480 96.65% ' 218-PUBLIC RESRCE GRNTS/HEALTHY RC 80,452 77,732 (2,720) -3.38% 225-CA RECYC/LITTER REDUCTION GRNT (316) (1,436) (1,120) 354.43% 226-USED OIL RECYCLING GRANT (562) (632) (70) 12.46% 227-USED OIL RECYCLING PROGRAM (4,289) (19,589) (15,300) 356.73% 234-SAFE ROUTES TO SCHOOL PROGRAM (31,240) (531.600) (500,360) 1601.66%Use of funds accumulated over a period of time ' 235-PROP 84 PARK BOND ACT (4,376) (4.376) - 0.00% 239-FEDERAL GRANT FUNDS-DREIER (83) (83) - 0.00% 250-RECREATION SERVICES 2,185,123 2,106,813 (78.310) -3.58% 258-SENIOR OUTREACH GRANT (1,992) (2,202) (210) 10.54% 271-COUNTY SENIOR TRANSPORT.GRANT 65 65 - 0.00% ' 272-FREEDOM COURTYARD RSRC GRANTS (148,803) (148,803) - 0.00% 290-LIBRARY FUND 5.851.432 5,654,682 (196,750) -3.36% 291-CA STATE LIBRARY 9.617 (8,393) (18,010) -187.27% 292-STAFF INNOVATION FD(CA ST LB) (63,330) (118,330) (55,000) 86.85% ' 298-CALIFORNIA LITERACY CAMPAIGN - (920) (920) n/a 301-THE BIG READ LIBRARY GRANT 9,876 6,276 (3,600) -36.45% 302-LIBRARY SERVICES&TECH.ACT 36,840 36,730 (110) -0.30% 310-PUBLIC LIBRARY BOND ACT-2000 (193) (193) - 0.00% 329-LIBRARY CAPITAL FUND 500,011 250,011 (250,000) n/a ' 354-COPS PROGRAM GRANT-STATE 361,142 358,132 (3,010) -0.83% 356-JUSTICE ASSIST GRNT(JAG)ARRA 6,441 6.311 (130) -2.02% 361-JUSTICE ASSISTANCE GRANT(JAG) 1,666 41,636 39,970 2399.16% 370-OTS-DRINK LOSE GRANT 1,681 1,681 - 0.00% 373-COPS SECURE OUR SCHOOLS GRANT (28) (28) - 0.00% ' 374-COPS HIRING PROGRAM GRANT - - - n/a 380-DEPT OF HOMELAND SECURITY GRNT (28) (3,058) (3,030) 10821.43% 381-HOMELAND SECURITY GRANT 2005 (58,228) (58,228) - 0.00% 390-HAZARD MITIGATION GRANT PRGM 41 41 - n/a , 838-AD 91-2 REDEMPTION-DAY CANYON 123,804 104,384 (19,420) -15.69% 848-PD 85 REDEMPTION FUND 1,131,073 610,613 (520,460) -46.01%Use of funds accumulated over a period of time 868-CFD 2000-03 PARK MAINTENANCE 760,988 629,898 (131,090) -17.23% TOTAL SPECIAL REVENUE 97,399,642 87,120,442 (10,279,200) -10.55% DEBT SERVICE I 530-NORTHEAST COMM.PARK REDEMPTIO _ 13 13 - 0.00% TOTAL DEBT SERVICE 13 13 - 0.00% CAPITAL PROJECTS ' 600-AD 82-1 6TH ST INDUSTRIAL 12,640 12,770 130 1.03% 602-AD 84-1 DAY CREEK/MELLO 1,079,053 1,089,893 10,840 1.00% 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) - 0.00% 607-CFD 2000-01 SOUTH ETIWANDA 63 73 10 15.87% , 608-CFD 2000-02 RC CORPORATE PARK - 60 60 #DIV/0! 610-CFD 2000-03 RANCHO SUMMIT 18,975 20,175 1,200 6.32% 612-CFD 2001-01 475,899 480,689 4,790 1.01% 614-CFD 2003-01 PROJECT FUND 174,858 174,958 100 0.06% 615-CFD 2003-0I CULTURAL CENTER 5.068 5,148 80 1.58% ' 617-CFD 2004-01 RANCHO ETIWANDA ES 949,558 449,728 (499,830) -52.64% 680-CFD 2006-01 VINTNER'S GROVE 608,575 508,895 (99,680) -16.38% 681-CFI)2006-02 AMADOR ON ROUTE 66 7,820 8,000 180 2.30% TOTAL CAPITAL PROJECTS 3,291,381 2,709,261 (582,120) -17.69% ' I . .. - . �� i Fiscal Yea. 2013/14 Adopted Budget Page 166 ** I I City of Rancho Cucamonga,California Summary of Changes in Spendable Fund Balances Greater Than 10%and$500,000 Fiscal Year 2013/14 Adopted Budget I Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1.2013 June 30.2014 O anee Chance Reason for Changes Greater>10%and$500,000 I ENTERPRISE FUNDS 700-SPORTS COMPLEX 89,143 90,623 1,480 1.66% 702-REGIS - - - n/a 705-MUNICIPAL UTILITY 5,238,682 4,452,952 (785,730) -15.00%Use of funds accumulated over a period of time I 706-UTILITY PUBLIC BENEFIT FUND 827,164 582,754 (244,410) -29.55% 707-MUNICIPAL DEPARTING LOAD FUND 19,203 19,203 0.00% 708-RCMU CAPITAL REPLACEMENT FUND 1,649,528 1,659;158 9,630 0.58% TOTAL ENTERPRISE FUNDS 7,823,720 6,804,690 (1,019,030) -13.02% I INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT 7,664,167 6.369,197 (1,294,970) -16.90%Use of funds accumulated over a period of time 714-COMP EQUIP/TECH REPLCMENT FUND 3,461,204 2,354,904 (1,106.300) -31.96%Use of funds accumulated over a period of time TOTAL INTERNAL SERVICE FUNDS 11,125,371 8,724,101 (2,401,270) -21.58% ITOTAL CITY OF RANCHO CUCAMONGA 207,991,252 190,726,842 (17,264,410) -8.30% R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE I 281-FIRE FUND 4,355,840 4,355;840 - 0.00% 282-COMMUNITY FACILITIES DIST 85-1 4,278,486 3,844,206 (434.280) -10.15% 283-COMMUNITY FACILITIES DIST 88-1 171,231 171,231 - 0.00% 285-FIRE TECHNOLOGY FEE FUND 4,672 51,042 46,370 992.51% 288-FIRE PROTECTION CAPITAL FUND 56,730,847 60,984,627 4,253,780 7.50% Use of funds accumulated over a period of time I 289-FIRE DISTRICT CAPITAL RESERVE 1,435,671 1,212,171 (223,500) -15.57% TOTAL SPECIAL REVENUE 66,976,747 70,619,117 3,642,370 5.44% TOTAL R.C.FIRE PROTECTION DISTRICT 66,976,747 70,619,117 3,642,370 5.44% ' TOTAL ALL FUNDS 274,967,999 261,345,959 (13,622,040) -4.95% • I I I I • I '..:, I Fiscal Year 2013/14 Adopted Budget — Page 167 L�•4;QJ1 1 1 1 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 1 1 i Fiscal Year 2013/14 Adopted Budget — Page 168 •,: 1 1 1 1 1 DEPARTMENTAL BUDGET DETAILS Fiscal Year 2013/14 Adopted Budget — Page 169 L'•E. 1 • City Council Department Budget Summary Overview of Department As a body of elected officials, the separately elected Mayor and four-member City Council 1 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-year terms. The City Council also serves as 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 foundations, boards and commissions. FY 2013/14 City Council Priorities "Dedicated to creating and maintaining a well-balanced community, that is a safe and fulfilling , place to live, grow, work, and play." The four primary goals established by the City Council for the upcoming fiscal year are as 1 follows: • Public Safety: Proactively develop public safety programs and facilities to meet community needs. • Parks and Recreation Development: Proceed with planning and development of major , parks and recreational projects. • Enhancing Premier Community Status: As the community matures, undertake programs and projects to enhance Rancho Cucamonga's position as the premier community in our region. • Mid and Long Range Planning: Begin efforts to develop mid-range and long-term goals and vision for the City. - ,;�,.J Fiscal Year 2013/14 Adopted Budget Page 170 L. I I City Council Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 145,279 $ 147,950 $ 151,550 Operations and Maintenance 10,315 21,980 18,250 I Capital Outlay - - (31,420) - Cost Allocation ,420) (49,840) Debt Service - - - ITransfer Out - - - Subtotal 155,594 138,510 119,960 IOther Funds IPersonnel Services - - - Operations and Maintenance - - - I Capital Outlay - - - Cost Allocation Debt Service - - - ' Transfer Out - - - Subtotal - - - IAll Funds I Personnel Services 145,279 147,950 151,550 Operations and Maintenance 10,315 21,980 18,250 Capital Outlay - - - ICost Allocation (31,420) (49,840) Debt Service - - - Transfer Out - - - I Total Cost $ 155,594 $ 138,510 $ 119,960 Staffing Summary (Budgeted) IFull Time - - - Part Time 5.0 5.0 5.0 ITotal Staffing 5.0 5.0 5.0 j I fiscal Year 2013/14 Adopted Budget — Page 171 , •;; �_.-.• I City Clerk , Department Budget Summary Overview of Department ' The City Clerk is an elected official charged with the responsibility of maintaining records of ' City Council actions and recordation of minutes for all meetings of the City Council. In addition, the City Clerk is responsible for all documents and duties associated with municipal elections. This position works with the Assistant City Clerk/Records Manager, who is responsible for the day-to-day operations of the office. FY 2013/14 Budget Highlights , • Assist in coordinating filing of documents for the Fair Political Practices Commission and administration of the City's Conflict of Interest Code. I • Ensure the preparation of minutes for all City Council, Successor Agency; Fire Protection District, and City Council subcommittees. • Oversee the swearing in and orientation of appointees. • Administer, in conjunction with the Records Management Department, all efforts ' associated with any municipal elections within the City of Rancho Cucamonga. I I r— EL: 0? ! / I ‘s_ I I -- - 1 Fiscal Year 2013/14 Adopted Budget — Page 172 , •;: I I City Clerk Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 2,686 $ 2,650 $ 2,650 Operations and Maintenance - 160 160 I Capital Outlay - - - Cost Allocation (520) (820) Debt Service - - - ITransfer Out - - - Subtotal 2,686 2,290 1,990 I Other Funds IPersonnel Services - - - Operations and Maintenance - - - I Capital Outlay - - _ Cost Allocation Debt Service - - - ITransfer Out - - - Subtotal - - - All Funds I Personnel Services 2,686 2,650 2,650 Operations and Maintenance 160 160 Capital Outlay - - - ICost Allocation (520) (820)- Debt Service - - - ITransfer Out - _ - - Total Cost $ 2,686 $ 2,290 $ 1,990 IStaffing Summary (Budgeted) I Full Time - - - Part Time 1.0 1.0 1.0 ITotal Staffing 1.0 1.0 1.0 fYA.. Fiscal Year 2013/14 Adopted Budget — Page 173 L. •:.. I City Treasurer Department Budget Summary Overview of Department 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 "signature" 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. , FY 2013/14 Budget Highlights • Maintain funds in secure and liquid investments. • Structure maturities to meet City cash flow needs throughout the year. ' • Present the City's investment policy to the City Council for annual approval. 1 1 itt (lri 'yf \ 1� frt.(� M A - tier 50 • Years of Excellence— a /1 NANNN • • • • 1 I 1 1 Fiscal Year 2013/14 Adopted Budget Page 174 L�•;;J1 I I City Treasurer Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 2,686 $ 2,650 $ 2,650 Operations and Maintenance 3,664 21,680 19,760 I Capital Outlay - - - Cost Allocation (4,500) (6,580) Debt Service - - - ITransfer Out - - - Subtotal 6,350 19,830 15,830 IOther Funds I Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - ICost Allocation Debt Service - - - ' Transfer Out - - - Subtotal - - - ' All Funds I Personnel Services 2,686 2,650 2,650 Operations and Maintenance 3,664 21,680 19,760 Capital Outlay - - - I Cost Allocation (6,580) - Debt Service - - - ITransfer Out - - - Total Cost $ 6,350 $ 19,830 $ 15,830 IStaffing Summary (Budgeted) I Full Time - - - Part Time 1.0 1.0 1.0 ITotal Staffing 1.0 1.0 1.0 �' t\ Fiscal Year 2013/14 Adopted Budget — Page 175 • City Management Department Budget Summary Overview of Department As the administrative head of city government, the City Manager is appointed by the City Council to oversee the enforcement of municipal laws, direct daily operations of the City, make recommendations to the City Council, prepare and administer 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 coordinates and oversees a variety of interdepartmental activities and programs and provides direct support for the City Council. One such effort is the city-wide Healthy RC program, which encourages a healthy and sustainable lifestyle for those who live, work, and play in the community. Healthy RC initiatives include the Safe Routes to School ' program, Green Business Recognition Program, CASA healthy cooking classes, electric vehicle charging station network, and the implementation of various policies that encourage access to healthy food and physical activity, including •farmers' markets, community gardens, and walkable neighborhoods. This past year, the City's Healthy RC Kids initiative was ranked #1 by First Lady Michelle Obama's Let's Move! Cities, Towns and Counties. The Office also oversees the City's award-winning Community Information Program including the publication of the RC Reporter quarterly newsletter and other public information efforts. The staff is responsible for media relations, responds to and follows-up on citizen inquiries and concerns regarding City programs and services, operates the government access channel RCTV- 3 and oversees the live broadcasts of City Council meetings. The City Manager's Office staff also manages the City's Legislative Advocacy Program, ensuring that Rancho Cucamonga's interests are heard at the local, state, and federal level on issues impacting the City. These efforts are governed by the City's Legislative Platform which promotes the principles of local control and protection of local revenue. FY 2013/14 Budget Highlights • • Continue to provide support for the City Council and leadership for all City departments. • Continue to administer ongoing core programs such as the Community Information Program and the Legislative Program. soon 9qt • Monitor the City's budget and changes in economic conditions at the r local, state and federal level, throughout the year. RE• Oversee the City's Healthy RC and Green initiatives and develop a RE ' long-term strategy to maintain Healthy RC momentum and success. • i • Continue to develop a city-wide "Adopt Program" to provide opportunities for the community to contribute toward the maintenance and beautification of City parks, trails, t streets and facilities. • \ , L•":J Fiscal iscal 1 c u 2013/14 Adopted Budget — Page 176 ;p I I City Management Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 898,428 $ 1,320,400 $ 1,325,220 Operations and Maintenance 20,951 42,670 43,020 I Capital Outlay - - - (401 Cost Allocation (252,040) (401,580) Debt Service - - - ITransfer Out - - - Subtotal 919,379 1,111,030 966,660 IOther Funds IPersonnel Services 19,560 21,230 44,570 Operations and Maintenance 123,749 136,660 81,990 I Capital Outlay - - _ Cost Allocation Debt Service - - - I Transfer Out - - - Subtotal 143,309 157,890 126,560 All Funds I Personnel Services 917,988 1,341,630 1,369,790 Operations and Maintenance 144,700 179,330 125,010 Capital Outlay - - - ICost Allocation - (252,040) (401,580) Debt Service - - - ITransfer Out - - - Total Cost $ 1,062,688 $ 1,268,920 $ 1,093,220 IStaffing Summary (Budgeted) I Full Time 8.0 9.0 10.0 Part Time 3.2 1.9 0.5 ITotal Staffing 11.2 10.9 10.5 I fiscal Year 2013/14 Adopted Budget Page 177 L, J I City Management Mana I g Performance Statistics i finii—e.gol''',, Healthy RC Highlights ' • $929,291 secured in federal, state, and private/foundational funds in 2011/12. 1 • Three ordinances and one administrative policy were adopted that directly benefit employee and resident health I • Safe Route to School (SRTS) has increased by 62%- implemented in 13 schools! • Launched Smoke-Free Recognition Program. I • Bringing Health Home program has assisted 257 families with $14,453 in assistance to- wards the purchase of fresh produce at local farmers markets. I -Earth 2012 Accomplishments I • Seven public electric vehicle charging stations installed in 2012; four additional stations I planned for 2013. • Joined Beacon Award Program and received recognition for two Interim Accomplishments. • Green Business Recognition Program launched with three participating businesses. I • Launched Partnership for a Greener Northtown with non-profit and completed five energy Iefficiency home retrofits. Legislative Advocacy I 2011 Legislative Session 2012 Legislative Session • Tracked 54 state legislative bills and 14 • Tracked 39 state legislative bills and 2 fed- Ifederal bills eral bills • 35% success rate on legislation the City • 79% success rate on legislation the City took position on took position on I • First time ever City sponsors legislation: SB 986 (Dutton) 54 State Bills Tracked 39 State Bills Tracked I 12 11 •Watched •Watched I •Supported •Supported 8 0 Opposed 3 o Opposed 34 26 I ku 11'r.0 21t1 14 .\cloplc(i I;ukl (l I' t�, I7ti J City Management Services to the Community City Management � J I ' Community Healthy RC Information Legislative Budgeting and Program Program Advocacy Financial Reporting Cable TV RCTV-3 Inter-Governmental Franchise Healthy RC Living Access Channel Relations Administration ' Healthy RC Smoke Free Recognition ' Program 1 Fiscal Year 2013/14 Adopted Budget — Page 179 1 .::_I Records Management Department Budget Summary Overview of Department The Records Management Department operates under the - , , administrative direction of the Assistant City Clerk/Records OIL Manager. This Department is responsible for agenda r = :>t� • management, legislation, and records management. The "" ` 'K Department provides ancillary technical support regarding �' �` research requests from staff, officials, and the general public as ' , - part of its records maintenance duties, including maintenance of P g - the Municipal and Zoning Code and Conflict of Interest Code. Records Management serves as the single point of contact to provide information to the community and general public relating to official City records. The Records Management Department maintains and updates placement of the City Council agenda packet on the City's website, prepares all agenda and minutes for the City Council, Successor Agency, Fire Protection ' District, and all City Council subcommittees. Additionally, the Department is responsible for assisting with proclamations, resolutions, ordinances, agreements, bid openings, contracts, records management, archiving and records destructions, and compliance with legal ' advertisements and public notification information. Finally, on a bi-annual basis, the Records Management Department coordinates and assists the Assistant City Clerk/Records Manager to administer all efforts associated with municipal elections in the City of Rancho Cucamonga. I FY 2013/14 Budget Highlights • Coordinate Public Records Act requests and oversee Brown Act compliance. • Continue efforts at providing the community with public information and documentation ' that relate to City records. • Provide assistance to all departments with the maintenance and disposition of their ' records. • Continue preparing all City Council, Successor Agency, Fire Protection District, and City Council Subcommittee agendas and minutes and assist with coordination of proclamations presented at Council meetings. • Continue to assist with bid openings, acceptance and calendaring of appeals and receipt of subpoenas. I fiscal Year 201 ., 14 \Mooted Budget I'a2e 180 •;J I I Records Management Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IIOperating Budget I Personnel Services $ 335,873 $ 425,530 $ 428,130 Operations and Maintenance 86,673 247,780 93,840 Capital Outlay - - - ICost Allocation (124,500) (153,200) Debt Service - - - ITransfer Out - - - Subtotal 422,546 548,810 368,770 IOther Funds I Personnel Services - - - Operations and Maintenance - - Capital Outlay - - - I Cost Allocation - - - Debt Service - ITransfer Out - - - Subtotal - - - IAll Funds I Personnel Services 335,873 425,530 428,130 Operations and Maintenance 86,673 247,780 93,840 Capital Outlay - - - I Cost Allocation - (124,500) (153,200) Debt Service - Transfer Out - - - ITotal Cost $ 422,546 $ 548,810 $ 368,770 IStaffing Summary (Budgeted) I Full Time 4.0 4.0 4.0 Part Time 1.4 1.4 1.3 ' Total Staffing 5.4 5.4 5.3 < .6.;, I Fiscal Year 2013/14 Adopted Budget — Page 181 L,*" r Records Management Performance Statistics r I Agenda Items 2011 Agenda Items 2012 I(Total = 753) (Total=761) Bldg RDA/Success is Bldg RDA/Successor 0% or 00/0 :0% 6% Police 6% Police r 1% 1% AnimalCtl AnimalCtl "? 1% 1% Planning Planning i 4% SD 4% SD 7% , 7% Fire Fire C it Clerk 11% City Clerk y 11/0 0 11% Library Finance Library Finance 3% Engineer 12% 3% Engineer 12% 16% 16% I I I Records Requests I 60 qg ba- __� r - _._47_ i 45 43 50 — - —_39--42—_ _. 40 32_____ p II i .; •-28- 27-29--—29 30 24 II P F 1,„„ r 20 1 1 1 1 1 1 IF 1 I i 1 1 1 1 1 1 I 0 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec r •2011 Total=302 IN 2012 Total=474 . - Fiscal Year 2011'14 Adopted Midget Page 182 L. •%'�• Records Management Services to the Community Records ' Management • 1 t ' Prepare public Process Public Process Board and Assist with meeting agendas Records Act Commission election and minutes requests applications administration t Responsible for Provide access to Accept appeals ' City-wide records Economic Interest Update and and schedule retention programs Report and maintain City administrative Campaign ordinances and hearings for Assists Departments Financial codes various with records Disclosure Filings Departments retention triesA Fiscal Year 2013/14 Adopted Budget — Page 183 L.`:k Jj I Police (Contract) Department Budget Summary Overview of Department Since incorporation, law enforcement services in the City have been provided through a contract with the San Bernardino County Sheriffs Department. The low crime rate that the City continues to enjoy is a direct result of the hard work and dedication of the men and women of the Police Department and the positive interaction and "rw . I participation by the community in crime prevention 'v.- . " , activities. ti 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 prior 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. FY 2013/14 Budget Highlights • Continue implementation of the Public Safety Video Network. • Add fixed license plate readers at strategic locations throughout the City. • Full year of staffing for grant-funded Deputy to combat vehicle burglaries. I • Add two Sheriff's Services Specialists (SSS's)to assist with in field report taking. • Provide ongoing support of key prevention programs such as the Graffiti Tracker System, , Narcotic Intervention and Prevention Program C.A.N.I.N.E in our schools, National Night Out, and the Every 15 Minutes Program. I I fiscal Year 201 14 :Mooted Budget -- Page 184 L.� I I Police (Contract) Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 1 Operating Budget I Personnel Services $ - $ - $ - Operations and Maintenance 27,283,279 28,934,240 30,262,440 Capital Outlay - - - I Cost Allocation - - - Debt Service - - 16,440 ITransfer Out - - 75,000 Subtotal 27,283,279 28,934,240 30,353,880 IOther Funds I Personnel Services 15,827 2,500 1,000 Operations and Maintenance 752,766 844,930 783,500 Capital Outlay 84,684 286,140 255,000 I Cost Allocation - - - Debt Service - Transfer Out 113,499 374,110 72,720 I Subtotal 966,776 1,507,680 1,112,220 IAll Funds I Personnel Services 15,827 28 2,500 1,000 Operations and Maintenance 28,036,045 29,779,170 31,045,940 Capital Outlay 84,684 286,140 255,000 I Cost Allocation - - - Debt Service 16,440 Transfer Out 113,499 374,110 147,720 ITotal Cost $ 28,250,055 $ 30,441,920 $ 31,466,100 IStaffing Summary (Budgeted) I Safety Personnel 135.0 135.0 136.0 Non-Safety Personnel 39.0 39.0 39.0 ITotal Staffing 174.0 174.0 175.0 1 _— j Fiscal Year 2013/14 Adopted Budget— Page 185 L.:•:.' I Police (Contract) I Performance Statistics I 2012 Performance Highlights • 140,511 calls for service in 2012; 4% increase from 2011 I • Response times for priority calls averaged 3 minutes 31 seconds • Shoplifting is down 21% from 2011 1 • Vehicle burglaries are down 11% from 2011 • Vandalism is down 9% from 2011 I Crime: Comparison 2011 and 2012 Increase/(Decrease) I Type of Crime 2011 2012 Number Percentage Part I Crimes* 4.646 5,074 428 9.21% 1 Part II Crimes** 8,738 9,005 267 3.06% Pro.e Crimes 1,999 1,954 (45) -2.25% Crimes £•ainst Persons 712 641 11.111111Fa -9.97% 1 *Includes: homicide, forcible rape, robbery. aggravated assault, and burglary **Includes: assaults, minor sex offenses, liquor law violations, vandalism, DUI, and drug abuse I Traffic Safety: Comparison 2011 and 2012 1 Citations ❑2011 Total=16,164 •2012 Total=20.058 3000 I 2010 2500 1869177 1943 1923 2000 1618 1758 7 1828 1500 4{{ 1181 1504 1439 1691 r113r1 'ru{4{ 1384 1440 ' ill 12" 11000 500 0 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec I I Traffic Accidents ❑2011 Total=1,026 IS 2012 Total=1,222 Ds 0 2011 Totak508 ❑2012 Total=657 I 140 133- 100 119 90 6e I 120 10 105 104 1U1�103 107 11 80 0 — 96— 94 _ _ =101—_ ee 100 797{ 8276 _ aB_ 8888 Bg 93 81 70 ee 6J 01 e6 68 80 69 '-1 — 67 60 .- 61— 6 eT — — 49 — — 50 42 46 u 42 — 00 76 _ _ 41 J6 —4 41 37 42 3! 26 31 — — 40 30 — 20 , 20• 0 II _, 1 i i 10 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov 'Dec. • '' • isul Year ?O l � 1- .\�l �hlcc Ilu� �ct Page 1 K6 �• •; • ] ' Police (Contract) Services to the Community Police (Contract) Law Crime Criminal Parking ' Enforcement Prevention Traffic Safety Investigations Enforcement ' Crime Citizens Equestrian Explorer Volunteer Analysis Patrol Patrol Program Programs I 1 J Fiscal Year 2013/14 Adopted Budget — Page 187 �, ••:�� • 1 Fire District I Department Budget Summary Overview of Department The Fire District's mission is to serve the community , by reducing risks to life, property and the environment through the delivery of effective and efficient emergency and non-emergency services. ' The Fire District is a subsidiary district of the City = � - and has its own statutory funding. The City Council ; 11:3 J. r_. 1serves as the Fire District Board of Directors. Direct services provided by the Fire District include, structural and wildland fire suppression, emergency medical services, hazardous materials ' response and technical rescue. Risk reduction activities include fire prevention and inspection, public education and emergency management and disaster preparedness. The Fire District supports these services through progressive executive and personnel management, personnel development and training, advanced planning and financial administration and logistical support which includes apparatus and facilities maintenance, communications and information technology. Programs in support of these services include: advanced pre-hospital medical care provided by firefighters trained as paramedics and emergency medical technicians utilizing state-of-the-art cardiac monitoring equipment, specialized training and apparatus for fighting fires in the wildland urban interface areas of the community and specially trained and equipped crews for completing complicated rescues of people in confined spaces, trapped in vehicles or injured in the rugged foothills. Also offered are fire inspection and weed abatement services, home- generated sharps disposal program, Community Emergency Response Team (CERT) training , and juvenile fire-setter intervention services. FY 2013/14 Budget Highlights • Suspend fees assessed by the Prevention Bureau for conducting fire permit inspections. • Implement two tablet-based field data collection initiatives for EMS activities and for the 1 Prevention Bureau field inspection process. • Continuation of capital projects with major renovations occurring at several fire stations ' including a significant remodel of the Amethyst Station and the completion of design work for the Training Center at the Jersey Fire Station; purchase of new ladder truck. • Transition from a contract agency to membership in the CONFIRE dispatch JPA. • Take over responsibility for the Emergency Management program for the entire city. i.r,il l cdi 2_1/1 ., 14 .VitylL'd Mudl,2ct I tiff • . • I I Fire District Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget 1 Personnel Services $ 29,041,166 $ 21,449,640 $ 20,177,930 Operations and Maintenance 2,508,887 4,038,840 5,397,230 Capital Outlay - - - • I Cost Allocation Debt Service - 399,990 403,770 1 Transfer Out 687,030 584,200 729,770 Subtotal 32,237,083 26,472,670 26,708,700 IOther Funds I Personnel Services 19,542 37,940 1,769,970 Operations and Maintenance 331,482 1,568,900 1,674,130 Capital Outlay 1,321,998 4,532,200 3,524,500 ICost Allocation Debt Service - - - ITransfer Out - - - Subtotal 1,673,022 6,139,040 6,968,600 IAll Funds ' Personnel Services 29,060,708 21,487,580 21,947,900 Operations and Maintenance 2,840,369 5,607,740 7,071,360 Capital Outlay 1,321,998 4,532,200 3,524,500 ICost Allocation - - - Debt Service 399,990 403,770 ITransfer Out 687,030 584,200 729,770 Total Cost $ 33,910,105 $ 32,611,710 $ 33,677,300 IStaffing Summary (Budgeted) I Full Time 113.0 114.0 112.0 Part Time 3.7 3.2 4.1 1 Total Staffing 116.7 117.2 116.1 I I fiscal Year 2013/14 Adopted Budget—Page 189 Fire District Performance Statistics Fire District Incident Summary 2012 • 11,782 incident re ports for Fire, Emergency Medical/Rescue, Hazardous Materials, and Public Services • Total incidents increased 5.7% from 2011 • 1,147 fire incidents (compared to 1,276 in 2011) • 9,891 emergency medical/rescue incidents (compared to 9,257 in 2011) • 94 hazardous materials incidents • 650 public service incidents including water salvages, lockouts, police matters, and other non-emergencies • 1,251 incidents where no action was required 1 Fire Prevention Bureau Activities I 1,200 0 1,027 977 987 — — 1,000 83', 800 / _ in 2011 •2012 400 01 307 200 I 121 0 101 100 0 high hazard High hazard Spring weed Weed occupancy fire permits abatement abatements inspections issued notices by RCFD contractors 1 Public Education Highlights 2012 Employee Development Highlights 2012 1 • 106 public education events held in 2012 • 30,570 total training hours (including (compared to 108 in 2011) classroom) • 20,721 citizen contacts made through • 138 multi-company training exercises public education activities • 3 average training hours per shift per em- • Public education provided through corn- ployee munity events, engine company visits, school assemblies, and station tours i I i;L.:il l c;ir 2(i 1 14 Adopted Iitidgel - Page 190 Fire District Services to the Community • 1 Fire District I ' Emergency Emergency Risk Reduction Administration Response Management -Fire Suppression • -Emergency Medical -Mitigation -Fire Prevention -Personnel ' Services Inspections -Public Management Special Operations -Response lic Information/ -Planning/Finance -Response Planning -Recovery Education 1 fiscal Year 2013/14 Adopted 13udgct Page 191 �, ':d I Administrative Services I Department Budget Summary Overview of Department I Administrative Services is unique in comparison I to other City departments in that its mission is to ESRI User Conference Z010 Spcnel Acloom 1eM In GIS support the functions of the City's line - iP.. departments. While line departments typically , I, '� +ir provide service primarily to the public, the '� 1' . +i Administrative Services Department, while e providing some direct public services, primarily , 6?-6. A I provides extensive services and support to internal -I ; staff of the various City departments. The Department's major service divisions are: Administration, Geographic Information Systems (GIS) and Special Districts Administration, Information Services (IS), and Purchasing. The Deputy City Manager— Administrative Services also has oversight responsibility for the Finance and Human Resources Departments which are discussed in further detail in their respective sections. I FY 2013/14 Budget Highlights • Complete the replacement of the City's desktop computer hardware and software. I • Lead the Community Development departments in the multi-year effort to replace the I City's aged land management software anticipated to go live in April 2014. • Continue to develop Rancho Cucamonga Enterprise GIS (REGIS) Connect Program to I provide services to our city and agency partners that are in need of our expertise and generate revenue to offset GIS division costs. • Continue GIS support of all City operations and particularly monitor the City's Special I Districts, including several dozen landscape maintenance, lighting, and community facilities districts. I • Continue development of a long-term financial plan for the fiscal sustainability of the City's various special districts. I • Complete the transition of the responsibility for telephone support from the Purchasing Division to the GIS/Special Districts Division including the completion of a telephone I system audit. I Fiscal Year 201.,%14 Adopted Budget Page 192 I I Administrative Services Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 2,129,310 $ 3,318,090 $ 3,693,310 Operations and Maintenance 4,550,305 5,282,210 4,654,040 I Capital Outlay - 20,000 21,610 Cost Allocation (2,041,280) (2,805,500) Debt Service - - - I Transfer Out 1,282,169 1,480,520 2,160,710 Subtotal 7,961,784 8,059,540 7,724,170 IOther Funds IPersonnel Services 2,960,973 1,295,460 917,420 Operations and Maintenance 5,758,072 5,387,490 5,463,650 Capital Outlay 4,363,460 1,637,930 4,514,700 ICost Allocation Debt Service - - 551,780 ITransfer Out 475,570 429,910 - Subtotal 13,558,075 8,750,790 11,447,550 IAll Funds ' Personnel Services 5,090,283 4,613,550 4,610,730 Operations and Maintenance 10,308,377 10,669,700 10,117,690 Capital Outlay 4,363,460 1,657,930 4,536,310 I Cost Allocation (2,805,500) - Debt Service 551,780 ' Transfer Out 1,757,739 1,910,430 2,160,710 Total Cost $ 21,519,859 $ 16,810,330 $ 19,171,720 IStaffing Summary (Budgeted) I Full Time 29.0 30.0 33.0 Part Time 5.4 4.4 1.2 ITotal Staffing 34.4 34.4 34.2 i Fiscal Year 2013/14 Adopted I3udget— Page 193 L'';;J I Administrative Services I Performance Statistics I Purchasing Division Highlights 2012 I • 87 Requisitions logged • 470 Purchase Orders issued • 28 Request for Bids processed I • 15 Request for Proposals processed • 46 Request for Quotes processed • $14,856 received from on-line surplus auction I • 61% of office supplies purchased are "green products" I I Information Technology GIS/Special Districts Highlights 2012 I Maintained by the IS Division • $29,533,640 received in Special Districts • Desktop and Notebook Computers tax I • Central Computer Servers • 134,746 parcels submitted to tax rolls for • Printers 38 special assessment districts with 100% ' • Enterprise Applications accuracy • Office Productivity Programs • 9 Web applications developed • Multi-Function Photocopies • Launched RC2GO public mobile app I• Wired and Wireless Networks • 30,210 LMD newsletters sent out I Most Common IS Support Request Types el 20t1 Special Districts Tax Delinquency Letters I o 202 200 BOO I -- 169 166 i' Bti7 :C 700 __. .-.._.....620. - 150 --.—. — 116129 800 [ 71 327 9711 05913 1)9 9 500 f f 66 — o Apr-11 I 1D0 ■Dee-11 400 _ D Apr-12 so aoo -- — o Dec-12 I Z9� _ ,- ■ ■ 200 �6s 0 100 '�� I,. ii --- ApplicationCherge Copier Email Internet Printing SottwaWorkstation 0 ,;, I 0 0 i 0 0 m Support Existing Probleklstalletion Issue User 1st Letters 2nd_ell ers Payment sRece vea lerR * _ _ ,mo t••• - •:. 1'.l,;1 � ,;II .'I I 1 1 4 V_{11111:'�1 Nll�� !,,'I I' IL,' H .]• Administrative Services ' Services to the Community 1 Administrative Services • 1 ' Geographic Information Administration Systems (GIS) Information Purchasing ' and Special Services (IS) Districts Administration Administration Procurement of GIS Mapping Goods and Services ' Oversight Systems Support Responsibility Administer 38 Contract Admin. for Special Districts in Enterprise Finance and the City Applications Bid Management Human Resources Departments REGIS Network Services Disposal of City assets(surplus) Customer Support fir.\\ . j Fiscal Year 2013/14 Adopted Budget — Page 195 L.%;:� 1 Finance Department Budget Summary Overview of Department The overall mission of the Finance Department is to provide • excellent service to both our internal and external customers ' with the highest degree of reliability and timeliness, while maintaining appropriate financial control of City resources. .,,. ,,i/ y, The Finance Department is responsible for managing the financial operations of the City of Rancho Cucamonga and } .' the Rancho Cucamonga Fire Protection District in accordance � with generally accepted accounting principles, as well as applicable laws, regulations and City policies. The Department consists of four divisions to accomplish its mission: • Accounting: The Accounting Division is comprised of the following sections: Accounts , Payable, Accounts Receivable, Cashiering, Fixed Assets, General Ledger, and Payroll. • Budgeting and Financial Reporting: The Budgeting and Financial Reporting Section is responsible for coordinating the City's annual budget and preparing the comprehensive annual financial report (CAFR). • Business Licensing: The Business Licensing Section is responsible for the issuance and annual renewal of Business Licenses to all persons transacting and carrying on business within the City. This section also ensures compliance with the City's Transient Occupancy Tax (TOT) and Admissions Tax Ordinances which requires monthly reporting and remittances by the City's various hotels and businesses. • Treasury Management: The Treasury Management Section works with the City Treasurer and the Deputy City Treasurer, and is responsible for daily cash management and investment of funds for the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. The Section is also responsible for the daily transferring and settling of depository funds, investing excess funds, and reporting investments in accordance with all applicable State and Federal laws and the City's Investment Policy. FY 2013/14 Budget Highlights • Submit the City's Comprehensive Annual Financial Report (CAFR) to the Government Finance Officers Association (GFOA) and anticipate receiving its Certificate of Achievement for Excellence in Financial Reporting for the 26th consecutive year. • Submit the City's budget document to the Government Finance Officers Association (GFOA) and anticipate receiving its Distinguished Budget Presentation Award for the second consecutive year. • Work in conjunction with other City departments to facilitate more uses of online and mobile payment options for various fees and permits. • Complete an RFP for annual audit services. Fiscal Year 2111.'14 Adopted Budget Page 196 L': I I Finance Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 I Operating Budget IPersonnel Services $ 1,347,112 $ 1,707,190 $ 1,718,800 Operations and Maintenance 69,868 57,940 61,890 I Capital Outlay - - (291,780) - Cost Allocation ,780) (436,160) Debt Service - - - ' Transfer Out - - - Subtotal 1,416,980 1,473,350 1,344,530 ' Other Funds IPersonnel Services - - - Operations and Maintenance - - - ' Capital Outlay - - _ Cost Allocation - Debt Service - - - ITransfer Out - - - Subtotal - - - All Funds I Personnel Services 1,347,112 1,707,190 1,718,800 Operations and Maintenance 69,868 57,940 61,890 I Capital Outlay - - - Cost Allocation (291,780) (436,160) Debt Service - - - I Transfer Out - - - Total Cost $ 1,416,980 $ 1,473,350 $ 1,344,530 IStaffing Summary (Budgeted) IFull Time 19.0 18.0 18.0 Part Time 1.9 0.7 0.8 ITotal Staffing 20.9 18.7 18.8 - N:: j Fiscal Year 2013/14 Adopted Budget— Page 197 , J I Finance I Performance Statistics I I Finance Highlights 2012 I • 13,516 accounts payable checks issued • 19,575 cash receipts processed at City Hall I• 173,816 cash receipts processed at offsite locations • $2,050,858 received in Business revenue • $1,910,954 received in Transient Occupancy Tax revenue I • $56,360 received in Admissions Tax revenue I I Business License Data I* 6,000 01 5,492 5,336 I 5,000 0 4,000 I 3,000 `'. ❑2011 ❑2012 I 2,000 1,287 G / 5.#, 787 1,000 1 `, 517 I 0 New Business Business Businesses License Closures III Renewals *Data excludes vendors and contractors located outside of Rancho Cucamonga. I I t Fiscal Year 2013/14 Adopted Budget Page 198 I Finance Services to the Community • Finance 1 Budgeting and ' Accounting Financial Business Treasury Reporting Licensing Management Accounts Payable Coordinate City's Issuance and renewal Daily Cash ' Accounts Receivable Annual Budget of Business Licenses Management • Cashiering Fixed Assets Prepare Ensures compliance Investment of Funds General Ledger Comprehensive with City's TOT and Payroll Annual Financial Admissions Tax Investment Report(CAFR) Ordinances Reporting I I 1 AN j Fiscal Year 2013/14 Adopted Budget — Page 199 J' I Human Resources Department Budget Summary Overview of Department The Human Resources Department manages the City's ' personnel and risk management functions. The Department - provides the leadership, direction and support required to ; > . .4 attract, retain and develop quality employees for the City of ' • • Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. I I The Personnel Services Division of the Department is p responsible for the following elements of the Human Resources A program: • Employee Relations • Recruitment • Classification and Compensation • Benefits • Organizational Development Risk Management personnel consult with City departments to help minimize the number and severity of losses to both property and personnel. They help identify areas of potential risk, provide training to help minimize losses, provide post-loss follow up to help avoid future losses, provide insurance or contractual risk transfer and provide risk financing to minimize the impact of losses that do occur. The areas of responsibility for the Risk Management Division of the Department include: • Liability ' • Worker's Compensation • Safety/Loss Control ' • Employee Wellness FY 2013/14 Budget Highlights , • Negotiate new agreements with all City and Fire District bargaining units, as the current agreements with all groups are set to expire on July 1, 2014. • Oversee reporting and compliance with the Affordable Care Act. • Complete FLSA audit initiated in prior fiscal year. • Coordinate review of the City and Fire District's insurance coverages and insurance ' pools/providers. f� w 1 fiscal Year 2013'14 Adopted Budget Page 200 I I Human Resources Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 385,317 $ 653,080 $ 632,480 Operations and Maintenance 132,816 180,570 152,720 I Capital Outlay - - (145,590) - Cost Allocation ,590) (230,450) Debt Service - - - ' Transfer Out - - - Subtotal 518,133 688,060 554,750 IOther Funds IPersonnel Services - - - Operations and Maintenance - - - I Capital Outlay - - - Cost Allocation - - Debt Service - - - ' Transfer Out - - - Subtotal - - - IAll Funds IPersonnel Services 385,317 653,080 632,480 Operations and Maintenance 132,816 180,570 152,720 I Capital Outlay - - - Cost Allocation (145,590) (230,450) Debt Service - - - ' Transfer Out - - - Total Cost $ 518,133 $ 688,060 $ 554,750 IStaffing Summary (Budgeted) IFull Time 5.0 5.0 5.0 Part Time - - - ITotal Staffing • 5.0 5.0 5.0 I iscal Year 201 3/14 Adopted Budget — Page 201 t;; Human Resources Performance Statistics Human Resources Highlights 2012 • 31 full-time recruitments • 27 part-time recruitments • 8,437 online applications screened 1 • 1,438 paper applications screened i Risk Management Statistics Workers Compensation Claims 0 2011 •2012 General Liability Claims 0 2011 is 2012 30 " 40 ' 25 — 20 `— — 30 —---- — ' 23 15 20 10 11 14 13 5 '' a� 4 1057 2 ' Animal Bldg/ CSD Admin Eng. Public Fire 5 Svcs Code Svcs Works Traffic City Pot holesTrip&Fall Trees Misc AccicCorttractors 1 • Fiscal Ycar 2U 1 I4 .Vlopted Midget Page 202 �L•,':,'J ' Human Resources Services to the Community I I • / I Human Resources 111 1 I Personnel Risk I Services Management I I I I / Employee 1 �Classifcation Safet" y/Loss ' Relations Recruitment and Liability Control Compensation ' ■ J \ J ■ J \ J / 1 / 1 / I _ — Wellness Employee, Benefits 4,—, Workers' Compensation ■ J \ 2 ■ / • / 1 I Organizational a' Development I I I 1 fj 1 I isc l Ye tr 2013/14 Adopted Budget — Page 203 I L'••.J 1 Animal Care and Services Department Budget Summary Overview of Department With a mission of building a community in which every , adoptable pet finds a home, the Animal Center's focus has _ -004 been on strengthening the overall operations of the - -. A Department and expanding community partnerships to build a - ` solid foundation for future growth of programs and services .4 � that will better serve the animals and people in our *° , community. ; 3 �!r The Department oversees the following program areas: Animal Care: General animal care and adoption related services; and cleaning/maintenance services. Community and Information Programs: Volunteer programs; adoption promotions; foster care; community outreach; public spay/neuter voucher program; and community information/ education products to advance the Center's goal of building a community in which every adoptable pet finds a home. Field Services: Field operations (animal pickup, investigations, canvassing); enforcement of animal regulations; animal licensing; and community education. Veterinarian Services: Medical supplies, medication, and other supplies for use by in-house veterinarian in new surgical facility; microchip services; and contract for outside veterinary services for specialty area and after hours care. FY 2013/14 Budget Highlights • Continue to improve the license canvassing program to increase licensing compliance, generate educational opportunities, and increase community interaction. • Work in conjunction with other City departments to create a mobile application to help with license canvassing in the field and to facilitate mobile payment options. • Continue to expand fundraising efforts to assist us with increasing the number of community programs such as vouchers for spay neuter, low cost microchip and immunization clinics and enhance capital improvement projects such as the replacement of cages at the Center. Work toward creating an Animal Center Foundation and Endowment Fund for dedicated fundraising efforts. • With the mission and goal of building a community in which every adoptable pet finds a home, the focus for this next fiscal year will be on animal care, strengthening overall operations of the Department, and expanding community partnerships to build a solid foundation for future growth of programs and services as discussed in the Animal Care and Services Department Strategic Services Plan. I.kcal 1 car ?OI 14 :Adopted But11_1ct 1),1,, k_' 204 l_•, ,;� I I Animal Care and Services Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 2,038,309 $ 2,128,850 $ 2,244,870 Operations and Maintenance 493,972 557,470 491,360 I Capital Outlay - 8,500 - Cost Allocation - - Debt Service - - - ' Transfer Out - - - Subtotal 2,532,281 2,694,820 2,736,230 IOther Funds IPersonnel Services - - - Operations and Maintenance - - - I Capital Outlay - - - Cost Allocation Debt Service - - - ' Transfer Out - - - Subtotal - - - All Funds ' Personnel Services 2,038,309 2,128,850 2,244,870 Operations and Maintenance 493,972 557,470 491,360 Capital Outlay - 8,500 - ICost Allocation - - - Debt Service - - - ITransfer Out - - - Total Cost $ 2,532,281 $ 2,694,820 $ 2,736,230 IStaffing Summary (Budgeted) I Full Time 21.0 21.0 23.0 Part Time 9.3 8.3 6.5 ITotal Staffing 30.3 29.3 icie — - - -1 Fiscal Year 2013/14 Adopted Budget – Page 205 IL, •;;J t I Animal Care and Services I Performance Statistics t Animal Center Highlights 2012 I • Volunteers gave over 10,000 hours of service. • Received a grant from the California State Library to implement"Puppy Rhymes and Story Times," a Iprogram designed to improve literacy skills in children while teaching them about the human animal bond. • The 2012 Furry Friends Festival and Pet Walk-A-Thon raised $23,900. Proceeds from the event were Iused for a free microchip clinic, free spay and neuter clinics for cats, rescue partner programs, and spe- cialized medical procedures to help dogs and cats become more adoptable. I Animal Intake (Dogs & Cats) ( 9 ) Total Reid Calls I 5,000 • 4,500 4,373 4,018 7524• 4,000 7600 3,500 - 7400 • I 3,000 o 2011 7200 7000 2,500 •2012 6800 6468 2,000 - 6600 � .. 812 1,500 6400 1,000 -878 - 6200 342 203 6000 500 - 295 - 191- r 129 r� r_ 30 ∎ 49 79 5800 0 2011 2012 I Stray, From Owner/ Adoption Returned Born at Owner Abandoned Guardian Returns from Foster Center or Requested orWld Transferred Euthanasia I Total Outcome Highlights I Total Animal Outcome(Dogs&Cats) • 84% live placement rate for dogs and cats 3.000- • 1,251 dogs adopted 2,500 x.36 3.27..__._._.._ _- .. ._._ __:.,.. ._ _..__. .. ..._."--- .. • 1,076 cats adopted I • • Dogs sent to foster 2,000 -• -4__ .. _..._----------- -- - -____----- —- ❑2011 homes increased 3% 1,500 • •2012 • Cats sent to foster homes I 1.114 increased 34% 1,000 • 81652 22 839678 578706 • 176 rabbits, birds, and 500• - -'226624 — _- - — reptiles were adopted or E 7-" 0 ar-3 � sent to wildlife rehabili- I Adoptions 'MR or Transfer to Sent toFoster Rescue Reunited with Euthanasia Owner tation facilities Relocate Correct Home Partner Owner (medical/ Requested Center behavior) Euthanasia �� . . I-kcal Year 2017;/14 Adopted Budget Page 206 I ' Animal Care and Services IServices to the Community I K \ IAnimal Care and I Services ' \ / 1 I \ Animal Community ' Administrative Care and Field Veterinarian Services and Information Services Services Adoptions Programs ' J \ l I I . rVolunteer and Field Operations Pet ' General Animal Foster Care Microchips Cleaning/ Programs Animal Maintenance Licensing I Adoption Spay/Neuter Animal Services Services Voucher Community Health and Program Education Wellness I \ J \ J 1 I I 1 J Fiscal Year 2013/14 Adopted Budget — Page 207 L t:Si Community Services Department Budget Summary Overview of Department 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 seven Divisions: Administration, Youth and Adult Sports, Youth and Family Programs, Special Events, Cultural ' • Arts/Playhouse Operations, and Seniors and Human Services. is as - .�, 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, recreational classes for all ages, 4 excursions, sports programs and senior citizen services. Our parks are heavily used for organized youth and adult sports, picnics and general recreational purposes. Special events are held each year including the July 4th Spectacular, Movies in the Park, Concerts in the Park and the Founders Community Parade. At the Epicenter and Adult Sports Complex, the Department coordinates rentals and the lease agreement with the RC Quakes, a Class A baseball team. The ' Department also assists dozens of community organizations in their mission , with facility usage and partnership efforts. 1 ;41 oe The Department is proud to offer unique opportunities for the community to 410 experience the Arts through professional theatre, young audience productions, cultural programs and family entertainment, along with exciting guest artist performances at the Lewis Family Playhouse at the Victoria Gardens Cultural Center. Community Services oversees Park Development activities including the planning, design, construction and renovation of parks and facilities, and serve as advocates for open space. The Department oversees the operation of the City's Park and Recreation Commission and the Rancho Cucamonga Community and Arts Foundation. FY 2013/14 Budget Highlights • Addition of three new Senior events — Earth Day, Senior Summer Fun, and a Quarterly Pancake Breakfast. • Work on expanding the Senior Transportation program through the City's partnership ' with the YMCA. • Complete a new outdoor pavilion at Central Park, funded by the County of San Bernardino. • Increased emphasis on Fund Development to augment General Fund support including forging new partnerships with businesses and corporations. Fiscal Year 2013/14 Adopted Budget Page 200 L. I I Community Services Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 3,449,371 $ 3,520,330 $ 3,703,060 Operations and Maintenance 551,844 705,610 802,290 Capital Outlay - - 60,000 - I Cost Allocation Debt Service - - - ITransfer Out - - - Subtotal 4,001,215 4,225,940 4,565,350 IOther Funds IPersonnel Services 2,680,263 2,988,450 2,951,420 Operations and Maintenance 2,006,782 2,282,590 2,357,870 I Capital Outlay 967,224 445,760 50,000 - Cost Allocation Debt Service - - - ITransfer Out - - - Subtotal 5,654,269 5,716,800 5,359,290 I All Funds IPersonnel Services 6,129,634 6,508,780 6,654,480 Operations and Maintenance 2,558,626 2,988,200 3,160,160 I Capital Outlay 967,224 445,760 110,000 Cost Allocation Debt Service - - _ ITransfer Out - - - Total Cost $ 9,655,484 $ 9,942,740 $ 9,924,640 ' Staffing Summary (Budgeted) IFull Time 44.0 43.0 43.0 Part Time 158.0 160.0 190.5 ITotal Staffing ' 202.0 203.0 233.5 A i.1 I iscal Ycar 201.1/14 Adopted Budget I agc 209 �, _ .-4* I Community Services I Performance Statistics CSD Program Registrations •2011 ■2012 2012 Registration Highlights* 40,000 .-- ' 41,884 registrations processed in 2012 .88.311 s:�� .. • 41�• 35,000 .,2, :.; �-;' • Rancho Cucamonga comprise 87% of 30,000 registrations I 25,000 • CSD has actively promoted online regis- 20'0 00 11,460 tration, which is on the rise and included 1$000 __ -- 10000 ' 52805573 F.' 31% of all registrations in 2012 I 500 *Registration numbers exclude the Lewis Family ° Playhouse and Special Events, which are tracked Residents Non-Residents Walk-WMailln On-Line � p I separately 2012 Program Highlights I • The majority of CSD programs are considered general recreation, comprised mostly of con- tract classes • Senior Programs account for14% of program offerings and 25% of overall registration I • Sports Programs account for 8% of offerings and 38%of registrations • 2012 Playhouse Highlights , Ticket Sales t Season 5 and 6 Comparison • In the 2011/12 Season,headline and spe- 80.000 ...3co I cialty series performances averaged 83/0 50.000 µ'1l0 42100 0 Season 5 of ticket sales 40000 - 2010/11 27 - •Seasons • 2�,3 D�----- The return rate of schools attending The- 30,000- 22 2x1,0 — 2011/12 , atre for Young Audiences (TYA)perfor- 20,000 ^ _ I mances is approximately 80% 10,000 II • • The Playhouse is a regional facility; 55% Total.of Readent Non- Ticket sSoldTicketsSold I of ticket buyers are non-residents 1icketssold Tickets Readent -On-tine 4161k- Tickets In/Mail 1 Contributions Fund Development $200,000 $1e6,7µ I $180,000 — • The Department relies on generous $160,000_ — ----- contributions to augment General 1 $140,000 —_ t $120,000 _ Fund support and program fees. $100,000 _ —_______. a 2011 $80,000 s ' • Over $336,000 was received in contri- $80,000 liall �--� •2012 $40,000 I : butions in 2012. $20,000 . W I $0 Sponsorships General Grant s In-Kind Services Donat ions Fiscal Year 2011'14 Adopted Rudget Page 210 =•• J I ' Community Services ' Services to the Community I r 1 ICommunity Services I \ J 1. I Recreation/ Community Community Cultural Administration ' Services Outreach Arts \ I \ I I I I ' Spo/ its and \ / \ \ 1 Aquatics Sports Advisory Marketing/ Clerical/Admin Outreach Playhouse Playhouse I Youth&Teens Senior Advisory Community Professional Finance Programs/ Programs Programs Senior Operations Park \ Programs y \ J \ / ` 2 Development I I I • I I I Fiscal Year 2013/14 Adopted Budget — Page 211 L, ':J 1 Economic and Community Development Department Budget Summary Overview of Department The Department encompasses all Economic and Community Development activities including ' Building and Safety and Code Enforcement, Engineering, Planning, and Public Works. The Department coordinates the activities, work products, and processes of these areas with the City Management Department and other City Departments. In addition, the Department coordinates t implementation of the City's Economic and Community Development goals and objectives and capital projects planning programs. FY 2013/14 Budget Highlights • Coordinate services of Building and Safety, Engineering, Planning, and Public Works ' under a common umbrella. • Support the City Management Department in monitoring and ensuring efficient and I timely implementation of the City Council's goals and key Capital Projects. • Provide effective coordination and monitoring of all Economic and Community ' Development programs and budgets that cross over division lines. This will include the implementation of milestones and tracking timelines for accomplishment of the Department established annual goals and objectives. ' • Focus on all Department services related to problem solving, strategic planning, customer service issues, inter-departmental grants, and provide assistance on special projects. ' • Prepare and present to City Council a long term Economic Development Strategy which optimizes the value and contribution of all city and public safety departments in promoting the City as the premier business community of the Inland Empire. I 1 -.. Awe. % .. Fiscal Year 2013 14 ;\(1(ipted ltuJ rt I'.irL 2 I L •..� .-.. I I Economic and Community Development Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 120,717 $ 168,840 $ 195,310 Operations and Maintenance - - 262,380 I Capital Outlay - - - - Cost Allocation Debt Service - - - I Transfer Out - - - Subtotal 120,717 168,840 457,690 IOther Funds IPersonnel Services 32,451 39,480 - Operations and Maintenance 213,526 442,530 86,130 Capital Outlay 16,507 - - ICost Allocation Debt Service - - - I Transfer Out - - 208,250 Subtotal _ 262,484 482,010 294,380 IAll Funds IPersonnel Services 153,168 208,320 195,310 Operations and Maintenance 213,526 442,530 348,510 I Capital Outlay 16,507 - _ Cost Allocation Debt Service - - - I Transfer Out - - 208,250 Total Cost $ 383,201 $ 650,850 $ 752,070 IStaffing Summary (Budgeted) IFull Time 1.0 1.0 1.0 Part Time - - - Total Staffing 1.0 1.0 1.0„— 21-1(I7\'. e Fiscal Year 2013/14 Adopted Budget Pa c 21 ; L; 1 Economic and Community Development Performance Statistics 1 1 1 1 Please see Performance Statistics for Economic and Community Development in each of the following department sections: 1 Building,and Safety Engineering Services 1 Planning Public Works Services • 1 1 i 1 1 1 r� Fiscal Year 2013/14 Adopted !Induct Page 214 i • Economic and Community Development Services to the Community 1 1 1 f Economic and 1 Community Development J 1 1 I 1 r Oversee services of: (Assist in implementing /Prepare and present to.\ Building and Safety City Council's goals City Council a long- Engineering term Economic Planning Oversight of key capital Development Strategy Public Works projects for the City i 1 1 i 1 1 1 J Fiscal Year 2013/14 Adopted Budget — Page 21) , ' ;;� Building and Safety tY Department Budget Summary Overview of Department The Building and Safety Division, in partnership with the community: , • Supports community improvements through plan checking, permit and inspection services to meet construction codes, state mandated regulations and ' municipal codes. • Works with other City departments to apply regulations and / '� ! - , conditions to construction projects. JJ�11� • Enforces the City ordinances and municipal codes through the Code Enforcement Unit. � • Coordinates and assists other City departments in managing ' building capital improvement projects. Building and Safety enforces a series of nationally recognized standards and construction codes as well as indirect mandates from state regulatory agencies, in matters pertinent to grading, drainage, and water quality. In addition, Building and Safety enforces compliance to codes as it relates to energy, physically handicapped persons, places of assembly, and housing. Field I inspections and follow-up are performed by field inspectors. Plan checking is accomplished by in-house plan check staff and through the use of contract engineers, in order to meet the goal of quality 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, performs all fire, life, and safety inspection activities. The Code Enforcement Unit is responsible for the enforcement of the City's zoning, sign, 1 public nuisance, noise, and various City codes. This unit also directs the Code Enforcement Volunteer Program. FY 2013/14 Budget Highlights • Adopt latest building construction codes after the State's adoption. ' • Comply with the state mandated mobile home park safety inspections. • Provide and coordinate the activities of neighborhood clean-ups, increasing the number of events from one to three. • Work with businesses to ensure compliance with sign and shopping cart ordinance. • Collaborate with other City departments on special citywide projects. I 1 ',cal Year 201 -, 14 \d ptcd I'a c 216 ,•. I ' Building and Safety Department Budget Summary IAdopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 2,775,006 $ 2,533,280 $ 2,463,190 Operations and Maintenance 170,760 123,650 188,640 I Capital Outlay - - _ - - Cost Allocation Debt Service - - - ' Transfer Out - - - Subtotal 2,945,766 2,656,930 2,651,830 ' Other Funds IPersonnel Services - - - Operations and Maintenance 3,573 4,180 40,720 Capital Outlay - - - ICost Allocation Debt Service - - - I Transfer Out - - - Subtotal 3,573 4,180 40,720 IAll Funds IPersonnel Services 2,775,006 2,533,280 2,463,190 Operations and Maintenance 174,333 127,830 229,360 Capital Outlay - - - I Cost Allocation Debt Service - - - ITransfer Out - - - Total Cost $ 2,949,339 $ 2,661,110 $ 2,692,550 Staffing Summary (Budgeted) IFull Time 29.0 25.0 25.0 Part Time 0.5 0.9 ITotal Staffing 29.0 25.5 25.9 k Fiscal Year 2013/14 Adopted Budget— Page 217 L.'+ J� I I Building and Safety Performance Statistics I Permits Issued Revenues Collected I r — $1,126,343 I 2,603 $1,150,000 3,000 /' 2,205 $1,100,000 $1,061,513 2,500 $1,050,000 1,014,437 2,000 ., $1,000,000 963 31 0 2011 AIME 1.500 $950,000 `;;.; ■2012 1,000 $900,000 .� "L , ■, $850,000 500 Permits Plan Check 2011 2012 I I Inspection Requests Code Enforcement New Requests — 111 j 19,206 4,704 20,000 '7 14,452 5.000 / 3,500 t 15,000 4,000 / 4 3,000 10,000 I 2,000 5,000 1,000 0 0 I2011 2012 2011 2012 I Other Department Highlights • Between 2011 and 2012, customers assisted at the counter increased by more than 5%, I from 9,405 to 9,928 customers. • A Neighborhood Clean-Up event was held in 2012 and resulted in 14 tons of trash re- moved. I • Received Electric Vehicle Champion City award by SCE for efforts to streamline installa- tion of alternative fuel home charging stations. I iscal Year 2(11. 14 .\dipted Budd*• Page 218 L. •:.J I ' Building and Safety ' Services to the Community I I /Building and ISafety J I / 1 • •/ Fire / \ / \ / \ / \ Construction Grading Code Permit Support services Building Services Enforcement and Services Inspection and and Building ' Fire Flan,Check Inspection Volunteer Plan Check and Inspection Program \ l ` 2 \ J \ 2 ` l \. / I I I I I I J Fiscal Year 2013/14 Adopted liudget — Page 219 L :. . I .:::J Engineering Services ' Department Budget Summary Overview of Department The Engineering Services Department strives to ensure the City of Rancho Cucamonga has the vital infrastructure in place to maintain its standing as the premiere community in the region. This involves managing the engineering design and construction of capital improvement projects, reviewing land development and construction activity as it relates to public 111 infrastructure, maintaining the City's transportation system, and managing environmental programs in support of this goal. In addition, the Department manages the effective and efficient operation of the City's own subcompact electrical utility. , There are six sections in the Engineering Services Department. The Administration & Budget Section provides imperative management and fiscal support to all six Engineering sections and is responsible for the development and administration of the Engineering Services and - • — Capital Improvement budgets. The Land Development Section is = � responsible for conditioning new development projects to install street • improvements and collection of development impact fees, plan checking street improvement plans & tract/parcel maps and the issuance of all permits within the public right-of-ways. The Transportation Management Section oversees the design, construction, and management of the City's traffic and transportation systems and investigates and provides recommendations on matters related to pedestrian, bicycle, and vehicular safety around schools and in the public right-of-way. The Capital Project Management Section designs and manages the construction of City-funded long term and short term projects, as well as serves operational and maintenance needs. The Environmental Programs Section is - working collaboratively for an environmentally safe, healthy and sustainable community today and for future generations. The Rancho 7/( Cucamonga Municipal Utility Section is a well-managed enterprise �I/ that is dedicated to the operation and administration of the City's electrical distribution system, and project management of electric • infrastructure capital projects. '_: FY 2013/14 Budget Highlights • Construct ramps at 123 locations to be compliant with the Americans with Disability Act. • Complete almost $9.5 million worth of pavement rehabilitation projects throughout the City. • Update Engineering Impact Fees and institute additional City user fees to meet the current needs of the City. • Oversee traffic signal modifications to three existing intersections to improve safety. • Finalize the design for the I-15/Base Line Road Interchange Project and then turn it over to SANBAG for administration of the construction phase. • Update research for pay to park, lease/own options, and potential third-party administrators for cost analysis of a Paid Parking Program at the Metrolink Station. • Open a new"Reuse Shed" at the new Household Hazardous Waste (HHW) facility. • Manage an ambitious Capital Improvement Program for FY 2013/14 totaling $53,473,540. I kcal l c,ir ,iil H VIOptc(i 1),1 ,2 220 I I Engineering Services Department Budget Summary ' Adopted Adopted Actuals Budget Budget IFunds Summary 2011/12 2012/13 2013/14 Operating Budget ' Personnel Services $ 1,193,982 $ 1,425,940 $ 1,527,130 Operations and Maintenance 301,178 417,450 402,380 I Capital Outlay - - - Cost Allocation - - Debt Service - - - ' Transfer Out - - - Subtotal 1,495,160 1,843,390 1,929,510 I Other Funds IPersonnel Services 4,923,019 4,979,980 5,264,550 Operations and Maintenance 10,983,541 11,806,880 14,317,450 ' Capital Outlay 5,484,957 10,604,970 13,183,440 - - - Cost Allocation Debt Service 291,536 - - I Transfer Out 942,400 942,400 1,036,820 Subtotal 22,625,453 28,334,230 33,802,260 I All Funds IPersonnel Services 6,117,001 6,405,920 6,791,680 Operations and Maintenance 11,284,719 12,224,330 14,719,830 ' Capital Outlay 5,484,957 10,604,970 13,183,440 Cost Allocation Debt Service 291,536 - - Transfer Out 942,400 942,400 1,036,820 Total Cost $ 24,120,613 $ 30,177,620 $ 35,731,770 Staffing Summary (Budgeted) IFull Time 39.0 32.0 32.0 Part Time 0.9 ITotal Staffing 39.0 32.0 32.9 ,e`` . I Fiscal Year 2013/14 Adopted Budget Page 221 .'•:. L+_..J I Engineering Services I Performance Statistics I Capital Improvements Highlights The Capital Improvements section is responsible for the design, construction, and installation of I various public infrastructure improvements throughout the City. Some key highlights are as follows: I • 30 capital improvement projects approved for construction in 2012 totaling $26,504,380 • These projects created an estimated 450 new full–and part-time jobs for the region. I • See separate Capital Improvement Program section included in this budget document for details on planned capital projects for the upcoming fiscal year. I Number of Permits Issued by Type Land Development 1 800 • 1,971 permits issued for work within the 600 -.,a public right-of-way in 2012 I 400 F01 111 a •2011 •2012 • Number of permits issued increased by 200 01 R I. N 18% from 2011 to 2012. I 0 Lane Closure Right-of-Way Oversize Load I Rancho Cucamonga Municipal Utility Facts and System Data I Total Consumption Total Consumption 2011 =134,098 M Wh 2012=66,697 M Wh 1 • Year established-2001 • Date began providing power— M iso Lighting Small May 2004 p g p m km Lighting small Large 1% 8% Y Large • Service area population-15,000 30% I (daytime) • Service area size-4 square miles Medium TOU Medium Medium TOU Medium • Number of meters-485 8% 53% 9% 52% I • Number of streetlights-197 • Number of transformers-113 • Distribution lines-20 (circuit Legend I miles) Small=max demand less than 20Kw Medium=max demand 20kW to 500kW • Number of substations— Medium TOU=max demand 200kW to 500kW I • Annual consumption-67,000 Large=max demand over 500kW MWh Misc. Lighting=combination of streetlights,outdoor blights,and traffic controls I Fiscal Year 2013.'14 Adopted Iiudgct Page 222 L. J I . Engineering Services Services to the Community I I • I Engineering ' Services I I I Capital Administration/ Land Transportation Project Environmental Rancho I Budget Development Management Management Programs Cucamonga Municipal Utility I I Clerical/Admin Permit Processing Traffic Signal i Project Integrated Waste Billing/Payment Coordination Administration Processing I Budget/Finance Track/Parcel Maps Storm Water Vehicle/Pedestrian CIP Budget Program Personnel Storm Drain/Street Safety Implementation Household Administration Improvements Hazardous Waste Traffic Planning Inspection Services Customer Outreach I I I • I • ii \ J Fiscal Year 2013/14 Adopted Budget Page 223 l,.:4 I Planning ' Department Budget Summary Overview of Department The Planning Department functions as the professional and technical advisor to the Planning t 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 Department is divided into two sections: Current Planning and Advanced Planning. ' The primary objectives of the Planning Department are: to develop comprehensive plans for a first-class 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 the community. FY 2013/14 Budget Highlights • Complete and implement updates to the City's Development Code. • Continue to work with SANBAG on the San Bernardino , ' "'w"'i` County Reduction Plan on Greenhouse Gas emissions. `-� � _' • Continue to implement the General Plan policies and goals. • Continue to implement Community Development Block Grant (CDBG) and Home Improvement city-wide programs. • Continue involvement in city-wide sustainability efforts for Rancho Cucamonga. 1 • Continue to ensure the quality of design and development within the City. • Continue to seek out grant funding for the Etiwanda Depot, historic preservation efforts, the City's home improvement program, and Route 66 ' improvements. • Review the City's long-term objectives for the 1.11L entire 6,000 acre Sphere area and identify ;,:, �_ development, mitigation, preservation and annexation potential. '•I kcal Year 2(11 14 Adopted Budget Page 224 L . I I Planning Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget ' Personnel Services $ 1,278,788 $ 1,322,110 $ 1,319,870 Operations and Maintenance 244,169 500,660 553,190 I Capital Outlay - - - - Cost Allocation - Debt Service - - - ' Transfer Out - - - Subtotal 1,522,957 1,822,770 1,873,060 ' Other Funds IPersonnel Services 437,797 421,770 414,900 Operations and Maintenance - 22,720 33,130 Capital Outlay 1,931,038 598,820 949,660 I Cost Allocation Debt Service - - - I Transfer Out - - - Subtotal 2,368,835 1,043,310 1,397,690 All Funds I Personnel Services 1,716,585 1,743,880 1,734,770 Operations and Maintenance 244,169 523,380 586,320 Capital Outlay 1,931,038 598,820 949,660 ICost Allocation Debt Service - - - I Transfer Out - - - Total Cost $ 3,891,792 $ 2,866,080 $ 3,270,750 IStaffing Summary (Budgeted) ' Full Time 17.0 16.0 16.0 Part Time 5.3 0.5 ITotal Staffing 22.3 16.0 16.5 Fiscal Year 2013/14 Adopted Budget — Page 225 ���� "�� ��. .: - Plannin I g Performance Statistics I 0 2011 Total=8,520 Planning Counter Visits I •2012 Total=8,865 800 700 I 600 I �i 500 Irl. � ' 400 I 300 1 200 i 100 0 > U W 2 Q C -, Q % 0 z a Approved Applications D 2011 Total=64 •2012 Total=51 New Development Highlights 2012 I 40 - • Three commercial/retail project 35 1— ---- 30 _ _ _-- applications approved resulting 30 in 18,681 square feet of new 25 —18 20 -— -_-.-.___ development 11 I15 ! _-- • Six residential project applica- 15 -1--a-----• ■; � tions approved resulting in 113 o new single family-units and 94 I ii Q 6 new multi-family units f9 ° u g E 0 a .a� C o > v 1 d a 0 2011 Total=$727,509 Planning Department Revenue •2012 Total=$655,661 I $120,000.00 $100,000.00 $80,000 00 $60,000.00 - $40,000.00 -- - 1 1 1 I - I $20,000.00 I $0.00 , - , gc L) 2 Q @ C �+ ci a V > f Fiscal Year 2013/14 Adopted Budget Page 226 I IPlanning Services to the Community I 1 I c ' Planning • 1 Current Advance ' Planning Planning I ' r -N /m r" t ' ( \ ' CDBG and Environmental ' Land Use Counter Review Design Economic Historic Home Entitlements Information (CEQA) Review Development Preservation Improvement Programs ' \ J \ l \ l \ J ` / \ l I I I I I , �, ;1:' Fiscal Year 7013/14 Adopted Budget— Page 227 ' 1 Public Works Services Department Budget Summary Overview of Department The Public Works Services Department's mission is to provide -,1 effective and efficient stewardship of the City's public works ; '�'( ___ _. Vt:4 infrastructure. The Department is comprised of the following _ -1111' 4� -• . . sections: 4 • t • Facilities: Serving 14 facilities (1 million square feet) l } • Parks and Landscape: Maintaining 29 parks, 125 street frontage miles of landscape. , 72,000 trees • Street/Storm Drain: Care for 520 roadway miles and 2,272 catch basins ' • Fleet: Maintains 205 vehicles and 275 pieces of equipment • Project Management: Manage departmental capital maintenance projects as budgeted • Other Services: Processes almost 10,000 requests for service annually In addition to the above services, the Public Works Services staff is also responsible for the maintenance of paseos, urban forestry trails, traffic signals, regulatory signs, and graffiti removal. You can find staff working all hours of the day, nights and weekends to keep Rancho Cucamonga a beautiful and safe place to live and work. , FY 2013/14 Budget Highlights • Work with GIS Division to implement use of iPads in the field to collect real-time tree and signal maintenance data to update the City's tree and traffic signal inventory and determine the appropriate maintenance schedule. • Work to complete the Council Chamber technology infrastructure replacement necessary to provide reliable support for public meetings. • Utilize additional funding for tree trimming to improve tree trimming cycles; utilize additional funding for concrete repair throughout the City to manage the City's risk. • Continue efforts to reduce costs in LMD 1 and PD-85 due to funding shortfalls. • Expand CNG fueling station to accommodate expanding CNG fleet and add a fuel management system to track usage by other agencies during emergencies. This expansion will double the station's output. • Continue commitment to greener fleet by replacing vehicles and equipment with alternative fuel options. • Continue monitoring water usage for city-wide landscaping and retrofitting locations with reclaimed water where available from CVWD. • Continue work on other energy efficiency projects Fiscal Year 2(1I3.'14 .Wowed Budget Page 228 '••; L. I I Public Works Services Department Budget Summary I . Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 4,101,680 $ 4,438,730 $ 4,570,870 Operations and Maintenance 4,864,361 5,093,130 5,841,060 II Cost Outlay - - - Cost Allocation (505,940) (835,670) Debt Service - - - I Transfer Out - - - Subtotal 8,966,041 9,025,920 9,576,260 IOther Funds IPersonnel Services 4,326,851 4,567,300 4,270,630 Operations and Maintenance 7,429,779 8,319,560 8,232,840 Capital Outlay 95,323 733,000 335,450 ICost Allocation Debt Service - - - ITransfer Out . - - 100,000 Subtotal 11,851,953 13,619,860 12,938,920 IAll Funds I Personnel Services 8,428,531 9,006,030 8,841,500 Operations and Maintenance 12,294,140 13,412,690 14,073,900 Capital Outlay 95,323 733,000 335,450 I Cost Allocation (835,670) - Debt Service - ITransfer Out - - 100,000 Total Cost $ 20,817,994 $ 22,645,780 $ 22,515,180 IStaffing Summary (Budgeted) I Full Time 139.0 136.0 135.0 Part Time 43.6 35.5 36.3 ITotal Staffing 182.6 _ 171.5 171.3 1 Fiscal Year 2013/14 Adopted Budget— Page 229 L• J I • Public Works Services I Performance Statistics I 2012 Highlights I • Potholes repaired-2,848 • Asphalt removal and replacement-53,578 sq. ft. (4.465 linear ft. of travel lanes) I • Asphalt overlays-9,415 sq. ft. (785 linear ft. of travel lanes) • Concrete sidewalk removal and replacement-13,190 linear ft. • Concrete curb and gutter removal and replacement-1,341 linear ft. I • Concrete drive approach removal and replacement-22 locations I ill 1 Streets After Hours Call Outs 2011 2012 • I misc.(vandalism, M isc. (vandalism, Irrigation issues, Traffic irrigation Issues, Traffic etc.),44 Accidents,41 etc.),90 Accidents,70 Potholes,21 Traffic I 43 le-.y Signals, , 26 ,,p," Traffic Potholes, Signals, 27 S i Trees,44 Traffic Signs, 63 Traffic Signs, Trees,40 41 Debris Debris I Removal, 53 Removal,49 I I 1 M Tree Trimming* Customer requests for Graffiti Abatement service through Contract Pruned: IRancho Responds Restitution Received: (online Citizen Response 2011 = 11,703 System) 2011 = $2,401.80 2012 = 8,698 I 2011 = 554 2012 = $2,500.55 *Three categories of tree trimming: 2012 =617 full prune, crown raises and cleans. I 2011 included more crown raises and cleans;2012 included more full prunes. kcal \'cm' 201 14 .\cltiptccl liudlct I',t , '',t) L,::: •J• I ' Public Works Services Services to the Community I I Public Works \ Services II 1I I Facilities Parks & Landscape Roadway IMaintenance Maintenance Maintenance \ i \ , Urban Traffic Signals , —4 Forestry and Safety Lighting i IWater Street —[Conservation Sweeping I ,Parkways, Medians and Graffiti Trails Removal I -4 Storm Drain Maintenance ICity Fleet —I( Maintenance i IConcrete and Asphalt 1 I I •l1 I Fiscal Year 2013/14 Adopted Budget— Page 231 L : •• 1 Library Services Department Budget Summary Overview of Department 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 N�q atmosphere with a knowledgeable, service-oriented staff. These efforts were `ter° ►Bp recently recognized nationally when the Library was awarded the National Medal for Museum and Library Services. The National Medal is the highest honor the nation can confer on a museum or library. °ti' Meol0' Programs and services offered at the Archibald Library and Biane Library include: • Children's services, including weekly and special event programs, performing arts and children's theater events, Homework Center, and Reading Enrichment Center. • Adult and children's information services. , • Adult and family literacy services. • Teen services and programming in the Teen Scene locations. ' • Public-access computers and free weekly computer classes. 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. • Full service Virtual Library, accessible on-line, 24/7, featuring eBooks, databases, online homework tutoring, and local history. • Administrative support for the Library Board of Trustees and Library Foundation. FY 2013/14 Budget Highlights • Restore partial funding to book budget • Add hours back to two of the Library's most popular programs: the Bookmobile and the Back 2 Basics afterschool tutoring program. • Continue to provide an outstanding level of service and ; programs through the City's "Three Amazing Libraries" and , meet the ever-growing demand for library services. ' ■ • Continue to work on developing the second floor of the 1# Biane Library. I 6_ ' • Continue to aggressively pursue grant opportunities and ` 4l. partnerships. • Continue to grow the Play and Learn IslandTM project through promotion to other libraries. iu,il 1-car 2111 1 14 ,Vloptcdl liuilurt I',IL2c I ' Library Services Department Budget Summary ' Adopted Adopted Actuals Budget Budget Funds Summary 2011/12 2012/13 2013/14 IOperating Budget IPersonnel Services $ 2,796,706 $ 2,912,230 $ 3,049,610 Operations and Maintenance 930,349 1,006,990 1,079,080 I Capital Outlay - 5,760 - Cost Allocation - - Debt Service - - 9,500 I . Transfer Out 83,690 - - Subtotal 3,810,745 3,924,980 4,138,190 IOther Funds IPersonnel Services 115,551 8,960 18,790 Operations and Maintenance 99,793 32,000 58,850 I Capital Outlay - - 250,000 Cost Allocation Debt Service - - - ITransfer Out - - - Subtotal 215,344 40,960 327,640 All Funds IPersonnel Services 2,912,257 2,921,190 3,068,400 Operations and Maintenance 1,030,142 1,038,990 1,137,930 Capital Outlay - 5,760 250,000 I Cost Allocation Debt Service - - 9,500 Transfer Out 83,690 - - I Total Cost $ 4,026,089 $ 3,965,940 $ 4,465,830 IStaffing Summary (Budgeted) I Full Time 26.0 26.0 26.0 Part Time 37.2 34.9 36.3 ITotal Staffing 63.2 60.9 62.3 • > ` +kv Fiscal Year 2013/14 Adopted Budget — Page 233 L., +;;i R .0_i I Library Services I Performance Statistics I Library Services 2012 Highlights • $436 received in Library revenues • Passport revenues increased 20% I • $90,000 received in donations / t Library Revenues t $250,000 / $203,051 j —1$190-,037-- I $200,000-" $150,000%. $120,000 $117,591 I $90;000 —_._ $100,210 ❑2011 $100,000-' $55,828 •2012 $50,000 ,. $46,390 _-- % — I $0 I Passport Donations Overdue Fines DVD 8 CD Revenue Received Collected Rentals I Comparison: 2011 and 2012 I 1,139,952 1,138 132 90,000 - Fe, ' 1,200,000 80,000 0 _ Y- 1,000,000 `„ 70,000 —__—_ _ ^.„ 800,000 60,000 ________—_ 00,938 ,•1,334-- -------- -_--524,788 491,285 50,000- Mil 600 E 2011 2012- 4;.. 20,000 _ iur-- ; 7*fir 10,000 0 0 Visitors to Library Items checked out Number of hits to Number of children Users of Technology Library web site attending aprograrn Center I Fiscal Year 2013/14 Adopted Budget - Page 234 L,' J I I . Library Services IServices to the Community I • I 1 Library Services I \ / II 1Technology\ C Library C Services Services Grants and I -Adult Literacy Budget & Special Outreach -Tech Centers y Operations Projects Services -Website/ Social Media -Back 2 Basics \ \ -1 \ J .1 f -Budget I Adult & Teen Children's -Staff Services Services Development J \ J -Personnel I Ir -Programs C -Programs .\ -Information -Information _ IServices Services -Collection -Collection \ / \ J reir P. 1,. 11—"Fiscal j l I u tI Yea! 2013/14 Adopted 13udgct — Page 235 I Successor Agency to the I Rancho Cucamonga Redevelopment Agency Department Budget Summary I Overview of Department On February 1, 2012, the Successor Agency to the Rancho Cucamonga Redevelopment Agency was formed as a result of the State's action to eliminate Redevelopment Agencies in California. IThe Successor Agency assumed all of the duties and responsibilities of the former Redevelopment Agency and is responsible for winding down the Agency's activities. While many of the former Redevelopment Agency's projects have come to an end, several Iinfrastructure and housing-related programs will continue under the direction of the Successor Agency. As part of the winding down of the Agency's activities, the Successor Agency will continue to I facilitate the funding of the obligations of the former Redevelopment Agency with Redevelopment Property Tax Trust Fund (RPTTF) remittances from the County of San IBernardino. These payments will be made in accordance with the Recognized Obligation Payment Schedule(ROPS) approved by the State Department of Finance. In the upcoming fiscal year, the Successor Agency will continue I utilizing bond proceeds to fund capital improvement projects V � authorized by the bond documents upon receipt of a Finding of —t` Apses a Completion by the State Department of F I inance (anticipated in the spring of __ti __ 2013). Projects to be funded include __.... _.... construction of the Public Works Service Center facility, the I-15 ! Interchange at Base Line Road improvements, and improvements to the westerly portion of Foothill Boulevard. I The Successor Agency will also continue to provide funding for the Mobile Home Rental Assistance Program, which provides low-income mobile home residents with up to $100 per I month assistance with the rental cost of a mobile home space. No budget is presented for the Successor Agency to the Redevelopment Agency for FY 2013/14 Ias the responsibilities of the Successor Agency are in a fiduciary capacity only. I I I fiscal Year 2013 14 .Vluptcd Budget ['age 236 L•, ,; I I Redevelopment Agency / Successor Agency to the Rancho Cucamonga Redevelopment Agency Department Budget Summary Adopted Adopted Actuals Budget Budget ' Funds Summary 2011/12 2012/13 2013/14 Operating Budget IPersonnel Services $ - $ - $ - I Operations and Maintenance - - - - Capital Outlay Cost Allocation - - - I Debt Service - - - - Transfer Out ' Subtotal - - - Other Funds Personnel Services 1,143,825 - - Operations and Maintenance 17,373,292 - - I Capital Outlay 18,781,518 - Cost Allocation - Debt Service 44,852,937 - - ITransfer Out 150,090,336 - - ISubtotal 232,241,908 - - All Funds IPersonnel Services 1,143,825 - - Operations and Maintenance 17,373,292 - - I Capital Outlay 18,781,518 - Cost Allocation - - - - Debt Service 44,852,937 - - ' Transfer Out 150,090,336 - - Total Cost $ 232,241,908 $ - $ - IStaffing Summary (Budgeted) IFull Time 7.0 - - Part Time - - - ' Total Staffing 7.0 - - iscal l eau 201 3/14 Adopted 13ud 23 Adopted get Page 237 ;•; 1 i t I 1 1 I THIS PAGE INTENTIONALLY LEFT BLANK I 1 1 1 1 Fiscal Year 2013/14 Adopted Budget Page 238 , ••• 1 I i CAPITAL IMPROVEMENT PROGRAM { Fiscal Year 2013/14 Adopted Budget — Page 239 R6:4 1 1 1 1 1 1 i 1• 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 1 1 1 1 1 1 1 - Fiscal Year 2013/14 Adopted Budget — Page 240 e CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Capital Improvement Program Summary by Category ' The City's Capital Improvement Program (OP) for Fiscal Year 2013/14 will provide needed infrastructure improvements city-wide. The following is a listing by category. (Note: Funds for tthese projects come from a variety of sources including Special Funds and Special Districts. These funds are non-General Fund revenues and typically are restricted in how they can be spent. The amounts budgeted will fluctuate annually). Descriptions of each category, along with the respective projects planned for Fiscal Year 2013/14, are as follows: Beautification $ 1,000 ' Drainage 1,000 Facilities 3,131,000 Miscellaneous 2,630,570 ' Municipal Utility 469,040 Parks 669,600 Railroad Crossings 25,000 Streets 46,221,330 Traffic 325,000 Total CIP $53A73.540 ' Some of the more significant capital improvement projects are discussed below: The Facilities category includes the Civic Center's landscape and renovation design, parking and ' exterior lighting, and roof and patio replacement. It also includes the Fire District's Jersey Station 174 Training Facility. The Miscellaneous category includes street lighting enhancements, utility underground on Base Line Road from Carnelian to Vineyard and Base Line Road at the I-10 Freeway. The Municipal Utility category pertains to the line extension of Church Street from Bass Pro Shop to Etiwanda Avenue for the Lennar Housing Tract. The Parks category includes projects planned for the design of a new park funded by Prop 84 ' State Grant named Southwest Cucamonga Park, ADA and CPSC improvements to the Coyote Canyon Park playground, and lighting improvements at various parks. I . The Streets category includes Base Line Road at I-15 Interchange capital improvements and local street pavement rehabilitation at various locations. ' And within the Traffic category includes upgrade of traffic management citywide. Details of the cost and funding source(s) for each project are including in the following pages. - Fiscal Year 2013/14 Adopted Budget — Page 241 L; J 1 CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2013/14 Adopted Budget Capital Improvement Program Detail by Category Category/Protect Description Funding Source Amount Beautification I Archibald Ave from N/O Norbrook to Carrari St Beautification $ 500 -Community Trail West Side ' Haven Ave from Wilson Ave to Vivienda St- Community Trail Beautification 500 on the west side Beautification Total: 1,000 Drainage ' Hermosa Ave from the Alta Loma Basin to Wilson Ave- Storm Drain General Drainage 500 (Survey and Design). Related to Hermosa Ave pavement rehabilitation Lemon Avenue from Haven to 1300 feet west- Storm Drain 500 Related to Lemon pavement rehabilitation Drainage Total: 1,000 Facilities Central Park-Replace Flooring Capital Reserve 130,000 Civic Center-Landscape Renovation Design Capital Reserve 30,000 Civic Center- Parking and Exterior Lighting Capital Reserve 170,500 Civic Center-Roof and Patio Replacement Capital Reserve 1,050,000 Corporate Yard-Additional CNG Compressor, Fuel Management System, AB 2766 Air Quality Imp 238,000 I and Time Fill Posts EquipNeh Replacement 233,000 471,000 Corporate Yard and Sports Complex-Retrofit of Gasoline Above Storage TAB 2766 Air Quality Imp 39,500 ' Council Chamber-Audio-Visual redesign Capital Reserve 300,000 Cultural Arts Center-Paint Lobby Capital Reserve 90,000 Fire District-Jersey Station 174 Training Facility Fire Capital Projects 500,000 ' 1 Fiscal Year 2013/14 Adopted Budget — Page 242 �, •,:� I CITY OF RANCHO CUCAMONGA,CALIFORNIA I Fiscal Year 2013/14 Adopted Budget Capital Improvement Program Detail by Category ' Category/Project Description Funding Source Amount IPaul A. Biane Library-2nd Floor Rancho KIDS Project Library Capital Fund 250,000 Public Safety Building-HVAC IAQ Law Enforcement Resery 100,000 Facilities Total: 3,131,000 IMiscellaneous ADA Ramps at Various Locations Measure I 100,000 I (Survey,Design and Construction) Measure I 200,000 Note: combine 3 fiscal years for large scale project encompassing 300,000 123 locations ' Arrow Route Utility Underground-Bear Gulch to West of Archibald Ave Underground Utilities 1,000 IBase Line Rd at I-15 Freeway-Utility Underground Transportation 252,200 (Design and Construction) Underground Utilities 5,600 Related to the Base Line at I-15 Freeway Interchange Improvements Citywide Infrastructure 242,200 I500,000 Base Line Rd Utility Underground-Carnelian St to Vineyard Ave Underground Utilities 554,570 ILED Street Light Enhancement Project SLD 8 1,000,000 I Pacific Electric Trail at Day Creek Channel Connection Citywide Infrastructure 150,000 Fed Grant Article 3 125,000 275,000 IMiscellaneous Total: 2,630,570 Municipal Utility-Electrical Church Street-Line Extension from Bass Pro Shop to Etiwanda Avenue Municipal Utility 469,040 (Service for Lennar Housing Tract) Municipal Utility Total: 469,040 I Parks Central Park-Hardscape&Landscape Improvements Park Development 25,000 ICoyote Canyon Park-Playground ADA and CPSC Improvements LMD 4R 150,000 IEtiwanda Creek Park- Sidewalk Improvements Park Development 25,000 Legacy Park- Playground Seat Wall CFD 2002-03 Park Maint 20,000 I { Fiscal Year 2013/14 Adopted Budget — Page 243 L. 1:_i .: CITY OF RANCHO CUCAMONGA,CALIFORNIA • Fiscal Year 2013/14 Adopted Budget Capital Improvement Program Detail by Category Category/Project Description Funding,Source Amount LMD 4R-Lighting Retrofits at Various Parks LMD 4R 150,000 I (Milliken,Mountain View,Ralph Lewis and West Greenway Parks) Rancho Summit Park-Restore Playground Rubber Surface CFD 2002-03 Park Maim 16,100 ' Southwest Cucamonga Park-New Park Prop 84 State Grant 283,500 1 Parks Total: 669,600 Railroad Crossings 6th Street at BNSF Spur- Improve at Grade Crossing Transportation 25,000 Railroad Crossings Total: 25,000 ' Streets 4th Street from Archibald to Haven-North Side Pavement Rehabilitation Measure I 10,000 ' (Survey and Design, with Construction funded FY15/16) Measure I 10,000 20,000 , 4th Street from Milliken to Richmond-North Side Pavement Rehabilitation Gas Tax R&T 7360 206,000 (Design and Construction) 6th Street from Hermosa to Haven-Pavement Rehabilitation Gas Tax R&T 7360 15,000 Note: possible CalRecycle 2 Rebate 8th Street from Baker to Hellman-Pavement Rehabilitation Gas Tax R&T 7360 15,000 , Note: possible CalRecycle 2 Rebate 9th Street from Railroad Spur to Hellman and Baker Ave from 8th to 9th Citywide Infrastructure 70,000 1 Sidewalk Improvements (Design and Construction) Safe Rte To School Grant 233,600 Note: SRTS State Cycle 10 Grant 303,600 9th Street north side from 100'west to 800'west of Vineyard- Sidewalk Citywide Infrastructure 27,500 Improvements (Design and Construction) Safe Rte To School Grant 90,800 ' Note: SRTS Federal Cycle 3 Grant 118,300 19th Street from West City Limit to Haven-Pavement Rehabilitation Measure I 500 Archibald Ave from 4th to Foothill- Pavement Rehabilitation Measure I 50,000 Archibald Ave from Hillside to North City Limit- Pavement Rehabilitation Measure I 500 ' Banyan Street from Merlot to Cantabria- Sidewalk North Side(1480 ft) Gas Tax RT7360 66,000 (Design and Construction) t ' Fiscal Year 2013/14 Adopted Budget — l'age 244 I CITY OF RANCHO CUCAMONGA,CALIFORNIA I Fiscal Year 2013/14 Adopted Budget Capital Improvement Program Detail by Category• ' Category/Project Description Funding Source Amount Base Line Rd-at I-15 Interchange Transportation 3,250,000 (Complete PS&E and start Construction) Citywide Infrastructure 1,350,000 I Tax Allocation Bonds 31,400,000 IMD (Federal) 3,000,000 SAFETEA-LU (Federal) 4,000,000 I43,000,000 Beryl Street from Base Line to 19th - Sidewalk West Side(1 155 ft) Gas Tax RT7360 127,000 I (Design and Construction) Carnelian St from Lemon Ave to Wilson Ave- Pavement Rehabilitation Measure I 500 IEtiwanda Ave at Whittram -Widen Intersection and Install a Traffic Signal Transportation 10,000 Etiwanda Ave from 6th to Arrow Route- Street Widening Transportation 25,000 I (Survey and Design, with Construction FY15/16 if funds are available) Citywide Infrastructure 25,000 50,000 I Foothill Blvd from Vineyard to Archibald - Pavement Rehabilitation Measure I 15,000 Note: possible CalRecycle 3 Rebate I Haven Ave from Banyan to Wilson - Sidewalk East Side (2480 ft) Gas Tax RT7360 110,660 (Design and Construction) IHaven Ave from Wilson to North City Limit- Pavement Rehabilitation Measure I 15,000 Hellman Ave from Base Line Rd to 19th St- Pavement Rehabilitation Gas Tax RT7360 500 IHermosa Ave from Banyan to Wilson - Pavement Rehabilitation Gas Tax R&T 7360 500 I Hermosa Ave from Main Street to Arrow Route-Pavement Rehabilitation Gas Tax RT7360 203,000 (Survey,Design and Construction) I I .*:. 1 Fiscal Year 2013/14 Adopted Budget — Page 245 , •,; CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2013/14 Adopted Budget Capital Improvement Program Detail by Category Category/Project Description Funding Source Amount Lemon Ave from Archibald to Haven - Pavement Rehabilitation Gas Tax R&T 7360 500 ' Local Street Pavement Rehabilitation at Various Locations ' Gas Tax RT7360 1,721,380 (Survey, Design and Construction) Prop 42 71,390 ' 1,792,770 Madrone Ave North of 9th St-Widening with Southwest Cucamonga Park Gas Tax R&T 7360 500 t Rochester from Foothill Blvd to Base Line Rd- Pavement Rehabilitation Measure I 500 Victoria Street from Etiwanda to East City Limit-Widening and Pavement Transportation 25,000 ' Rehabilitation Measure I 15,000 (Survey and Design, with Construction FY14/15 if funds are available) Measure I 10,000 AD 88-2 Youngs Canyon Road from Koch Place to Cherry Ave- Street Extension Etiwanda/Highlnd 50,000 Streets Total: 46,221,330 Traffic 111 Day Creek Blvd at Silverberry St- Upgrade Traffic Signal.Left Turn Phases Transportation 25,000 Day Creek Blvd at Victoria Park Ln - Upgrade Traffic Signal Left Turn Pha:Transportation 25,000 ' Haven Ave at Valencia Ave-Left Turn Pocket Extension Transportation 75,000 Traffic Management Center- Upgrade Project Citywide Transportation 200,000 Traffic Total: 325,000 Total Capital Improvement Projects: $ 53,473,540 ' 1 • 1 r I L .•J, Fiscal Year 2013/14 Adopted Budget Page 246 ;; i 1 1 APPENDIX • 1 I r 'J Fiscal Year 2013/14 Adopted Bucket Pag24 e 7 ••; 1 1 t THIS PAGE INTENTIONALLY LEFT BLANK ' 1 I 1 i t Fiscal Year 2013/14 Adopted Budget Page 248 L.: J I CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2013/14 Adopted Budget Snapshot of the City of Rancho Cucamonga 1 I General Information: The City of Rancho Cucamonga currently has an estimated population of 171,058 and encompasses approximately 40.2 square miles. It is located between the cities of Upland to the I west, Ontario to the south, Fontana to the east and is in the western section of San Bernardino County which is in the southern part of the State of California. The local economy includes a diverse business base of office, light manufacturing and distribution, and retail which emphasizes the City's efforts at attracting and retaining sales tax generating businesses to help provide a stable financial base. IGovernment: I The City of Rancho Cucamonga (the City) was incorporated in 1977 as a general law city under the provisions of the Government Code of the State of California, and operates under the Council-Manager form of city government. The City officials elected at large include a Mayor I and four City Council members, a City Clerk and a City Treasurer. The Mayor and Council members are elected on a staggered basis for a term of four years. There is no limit on the number of terms an individual can serve as Mayor or as Council members. The Mayor and City Council appoint the City Manager and City Attorney. I Population (per California State Department of Finance): 2002-139,878 2006-172,322 2010-178,904 I 2003-149,149 2007-173,916 2011-169,498 2004-157,313 2008-175,627 2012-171,058 2005-163,840 2009-177,051 . Capital Asset Statistics (per June 30, 2012 CAFR): IPolice: Fire: Stations: 1 Fire Stations: 7 I Patrol units: 58 Public Works: Parks and Recreation: IStreets (miles): 523 Parks: 31 Streetlights: 16,085 Acreage: 343 I Traffic signals: 213 Community centers: 6 I fiscal Year 2013/14 Adopted Budget – Page 249 L;%„J 1 I CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Principal Employers Current Year and Nine Years Ago* I 2012 2003 I Percent of Percent of Number of Total Number of Total Employer Employees1 Rank Employment Employees, Rank Employment , Chaffey Community College 1,674 1 2.38% 415 8 0.87% , Etiwanda School District 1,298 2 1.84% 933 1 1.71% ' City of Rancho Cucamonga 839 3 1.19% 850 3 1.55% Alta Loma School District 740 4 1.05% 705 2 1.29% ' Macy's 500 5 0.71% n/a n/a n/a Central School District 500 6 0.71% 520 7 0.95% I Bass Pro Shops 472 7 0.67% n/a n/a n/a ' Schlosser Forge Company 348 8 0.49% n/a n/a n/a Wal-Mart Stores, Inc 339 9 0.48% 445 10 0.81% , Nong Shim 330 10 0.47% n/a n/a n/a , Mission Foods n/a n/a • n/a 573 5 1.05% C. W. Construction n/a n/a n/a 550 6 1.01% , Southern California Edison n/a n/a n/a 450 9 0.82% Frito-Lay, Inc. n/a n/a n/a 600 4 1.10% I Note: "Total Employment" as used above represents the total employment of all employers located within City limits. ' 'Includes full-time and part-time employees. ' *Only the top ten employers for each year presented have data displayed. If a company did not rank in the top ten employers for both years presented, then one of the two years will state "n/a". ' **Data for prior year is only shown from the date of the City's implementation of GASB 34 forward. Source: June 30, 2012 Comprehensive Annual Financial Report �:;;"''J Fiscal Year 2013/14 Adopted Budget — Page 250 I ICITY OF RANCHO CUCAMONGA, CALIFORNIA Principal Sales Tax Remitters ICurrent Year and Nine Years Ago I2012 2003 Business Name Business Category Business Name Business Category IAmeron International Contractors Albertsons Grocery Stores Liquor I. Apple Computer Electronics/Appliance Stores Albertsons Grocery Stores Liquor IBass Pro Shops Outdoor Work Sporting GoodsBike Stores American Building Supply Contractors Best Buy Electronics/Appliance Stores - Ameron International Contractors IChevron - Gasoline Sales Service Stations Ameron Steel Pipe Contractors Circle K Service Stations Best Buy Electronics/Appliance Stores ICostco W/Gas Discount Department Stores Chevron -Gasoline Sales Service Stations Day Creek AM PM Service Stations Circle K Service Stations Day Creek Shell • Service Stations Circuit City Electronics/Appliance Stores I Home Depot Lumber/Building Materials Costco Discount Department Stores JC Penney Department Stores Home Depot Lumber/Building Materials ILiving Spaces Furniture Home Furnishings Lowes Lumber/Building Materials Lowes Lumber/Building Materials Mervyns Department Stores IMacys Department Stores Novartis Animal Health Medical/Biotech Monoprice Office Supplies/Furniture ' Proficient Food Food Manufacturing INIC Partners Electrical Equipment Rancho Mobil Service Stations Novartis Animal Health Medical/Biotech Ross Family Apparel IRancho Mobil Service Stations Shell/Texaco Service Stations Sears Grand Department Stores Stater Bros. Grocery Stores Liquor ISharp Electronics Corp Electronics/Applicance Stores Tamco Heavy Industrial Shell -Gasoline Sales Service Stations Target Discount Department Stores ISouthwire Company Energy/Utilities Vineyard Mobil Service Stations Target Discount Department Stores Vons Grocery Stores Liquor IWalmart Discount Department Stores Walmart Discount Department Stores Walters Wholesale Electric Plumbing/Electrical Supplies West End Material Supply Lumber/Building Materials I * Firms listed alphabetically Source: June 30, 2012 Comprehensive Annual Financial Report I le I Fiscal Year 2013/14 Adopted Budget — Page 251 L, •,,J 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Financial Policies BUDGETING POLICY • The City will adopt an annual budget for the fiscal year beginning July 1 no later than June 30 of the same year. • The adopted budget will be balanced with current year operating expenditures fully funded by current year revenues and identified undesignated/unreserved fund balance. • Fund balance reserves will be used only for non-recurring expenditures such as capital projects and not for on-going operations. • The City Manager is authorized to implement programs as approved in the adopted budget. • The City Manager may transfer appropriations between divisions, projects and programs within the same department and fund in order to implement the adopted budget. • Quarterly budget reports will be presented to the City Council to provide information on the status of the City's financial condition. CAPITAL IMPROVEMENT POLICY t • Capital projects involve the purchase or construction of major fixed assets such as land, building or permanent improvements including additions, replacements and major alterations i having a long life expectancy and costing $5,000 or more. • Capital projects are funded by a variety of sources including Special Funds, Redevelopment Agency, and Special Districts. These funds are non-General Fund revenues and typically are restricted in how they can be spent. Prior to its inclusion in the annual budget, a determination must be made that the project is an appropriate use of the funds and that there is sufficient fund balance. • The City will identify the estimated costs and potential funding sources for each capital project prior to its submittal to the City County for approval. • The City will coordinate the development of the Five-Year Capital Improvement Program (CIP) with the development of the annual Operating Budget. REVENUE POLICY ' Recurring revenue growth (inflation) will be used to pay for recurring expenditures. Recurring expenditure increases should not be approved which exceed recurring revenue growth. Any new or expanded programs will be required to identify new funding sources and/or offsetting reductions in expenditures. In addition: • The City shall use a conservative approach in projecting revenues. • One-time revenues may be used for one-time expenditures. • The City shall update its user fees and charges periodically to recover costs of providing that service for which a fee is charged. • 1 L .. :� Fiscal fiscal Ye a 2013/14 Adopted 13udgct Page 252 L. +;r 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2013/14 Adopted Budget Financial Policies ' PURCHASING POLICY ' Purchasing Limits: Less than $5,000 $5,0001 to $50,000 No bid necessary, may use PCard Minimum of three (3) written quotes More than $50,000 Formal bid Contract Signing Limits: $5,000 or less Lead Maintenance Worker $10,000 or less Supervisors $15,000 or less Superintendents $25,000 or less Division Heads/Battalion Chiefs ' $50,000 or less Department Heads $100,000 or less City Manager $100,001 or more City Council ' RESERVE POLICY ' Adequate reserve levels are a necessary component of the City's overall financial management strategy. It is the responsibility of the City Council to maintain a sufficient level of reserve funds to provide for the orderly provision of services to the citizens of the City of Rancho Cucamonga. The City Council has the authority to decide the circumstances under which the reserves can be used. The City Manager and the Finance Director may, from time to time, make recommendations as to the level of reserve funds necessary for prudent fiscal management. ' Reserve levels shall be reviewed at least annually during the budget process to ensure that they are consistent with the conditions faced by the City. ' • Changes in Economic Circumstance The City's General Fund balance committed for changes in economic circumstances is ' established at a goal of a six month reserve, or 50% of the City General Fund operating budget for the upcoming fiscal year. The Fire District's fund balance committed for changes in economic circumstances is established at a goal of a six month reserve, or 50% of the Fire ' District's operating budget for the upcoming fiscal year. As defined in the resolution establishing this commitment, the specific uses are listed as the declaration of a state or federal state of emergency or a local emergency as defined in Rancho Cucamonga Municipal ' Code Section 2.36.020; or a change in economic circumstances in a given fiscal year that results in revenues to the City/Fire District being insufficient to cover expenditures for one or more fiscal years. The City CounciVFire Board may, by the affirming vote of three ' members, change the amount of this commitment and/or the specific uses of these monies. • City Facilities' Capital Repair ' The City's General Fund balance committed for City facilities' capital repair is established at a minimum goal of 25% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for ' governmental activities. . , Fiscal Year 201 3/1 4 Adopted 13udget Page 253 L.+;;�J' 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Financial Policies • Fire District Facilities Capital Repair The Fire District's fund balance committed for the Fire District facilities capital repair is hereby committed to a minimum goal of 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for public safety-fire activities. • Working Capital The City's General Fund balance committed for Working Capital is established at a goal of a minimum of 5% of the City's General Fund operating budget for the upcoming fiscal year. The Fire District's fund balance committed for Working Capital is established at a goal of a minimum of 10% of the District's operating budget for the upcoming fiscal year. • Self-Insurance The City's General Fund balance committed for payment for general liability claims primarily through the use of interest earnings on the reserve but not limited to such in the event of an unfavorable interest rate environment is established at a minimum goal of three times the City's total yearly SIR for all types of insurance coverage. • Employee Leave Payouts The City's General Fund balance and the Fire District's fund balance committed for employee leave payouts as valued in accordance with the City's labor contracts as of the last day of the fiscal year. • PERS Rate Stabilization The City's General Fund and Fire District's fund balance conunitted to offset projected rate increases identified in the annual Ca1PERS actuarial valuation for two fiscal years after the year of financial reporting. • Dispatch System Acquisition The Fire District's fund balance committed to JPA membership for the District's current dispatch system. • Booking Fees ' The City's General Fund balance committed to provide funding for an increase in the booking fees charged to the City by the County of San Bernardino not readily determinable at the time of budget adoption due to the delay in the adoption of the State of California's budget. • Vehicle and Equipment Replacement ' The Fire District's fund balance committed for the replacement of fire safety vehicles and equipment as determined based on the District's replacement criteria is established at a minimum goal of 50% of District vehicle and equipment replacement value. Fiscal Year 2013/14 Adopted Budget 1'age 254 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA 1 Fiscal Year 2013/14 Adopted Budget Financial Policies 1 • Law Enforcement The City's General Fund balance committed for public safety purposes. 1 • Contract Development Services The City's General Fund balance'committed for contract development services. 1 INVESTMENT POLICY 1 The Statement of Investment Policy shall be reviewed annually to ensure its consistency with the overall objectives of the City and its relevance to Federal, State, and local law; prudent money management; and financial and economic trends, and submitted to the City Council for approval I in December. The policy applies to all funds and investment activities under the direct authority of the City. Financial assets held and invested by trustees or fiscal agents are subject to the regulations established by the State of California pertaining to investments by local agencies as 1 well as the related bond indentures. Cash management and investment transactions are the responsibility of the City Treasurer and/or his designee. Criteria for selecting investments in order of priority are safety, liquidity and yield. The City operates its pooled cash investments under the "Prudent Person Standards." Under the provisions of the City's investment policy and in accordance with Section 53601 of the 1 California Government Code, the City may invest in the following types of investments: • Securities of the U.S. Government, or its agencies 1 • Municipals (Warrants, Notes and Bonds) • Certificates of Deposit (or Time Deposits) 1 • Negotiable Certificates of Deposit • FDIC—Insured Certificates of Deposit • Banker's Acceptances 1 • Commercial Paper • Local Agency Investment Fund (State Pool) Demand Deposits • Joint Powers Authority (JPA) Investment Pool (Short-Term) 1 • Deposit of Funds • Repurchase Agreements (Repos) • Medium Term Corporate Notes 1 • Investment Agreements 1 In order to minimize the impact of market risk, it is the intent that all investments will be held to maturity. The Administrative Services Department shall prepare and submit a monthly investment report to the City Council within 30 days after the end of the reporting period. i 1 �. Fiscal Year 2013/14 Adopted Budget — Page 255 , •••J J 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget I Long-Term Debt The City has no single, comprehensive debt policy statement because the City has no bonded indebtedness. Therefore, State law pertaining to local government debt and past City debt transactions serve as de facto policy. Pursuant to State of California Government Code Section 43605, the City's legal bonded indebtedness shall not exceed 15% of the assessed value of all real and personal property in the City. However, this provision was enacted when assessed valuation was based upon 25% of market value. Effective with the 1981/82 fiscal year, each parcel is now assessed at 100% of market value (as of the most recent change in ownership for that parcel). Although the statutory debt limit has not been amended by the State since this change, the percentages presented in the computation below have been proportionately modified to 3.75% (25% of 15%) for the purposes of this calculation in order to be consistent with the computational effect of the debt limit at the time-of the State's establishment of the limit. As noted above, as of the publication date of this report, the City had no bonded indebtedness. However, its debt limit, as illustrated in the June 30, 2012 Comprehensive Annual Report, is $399,497,598. The calculation is included below. Legal Debt Margin Calculation for Fiscal Year 2011/12: 1 Assessed value $ 10,653,269,276 Debt limit (3.75% of assessed value) 399,497,598 Debt applicable to limit: General obligation bonds - Legal debt margin $ 399,497,598 1 I 1 rim 1 i - Fiscal Year 2013/14 Adopted 13udgel Page 256 -•:� • CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2013/14 Adopted Budget Glossary of Budget Terms Accrual Basis of Revenues are recognized when both measurable and available; expenditures ' Accounting: are recorded when services have been substantially performed or goods have been received and the liabilities incurred. Adopted Budget: The official budget as approved by the City Council at the start of each fiscal year. Ad Valorem Tax A state or local government tax based on the value of real property as "According to its determined by the county tax assessor. value": Amended Budget: The adopted budget as amended by the City Council through the course of a fiscal year. ' Appropriations: A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually ' limited in amount and to the time when it may be expended. Assessed Valuation: A municipality's property tax base stated in dollars based on real estate and/or other taxable business property for the purposes of taxation, sometimes expressed as a percent of the full market value of the taxable property within a community. ' Budget: A plan of financial operation comprised of estimated expenditures for a given period (usually a single fiscal year) and the proposed means of financing the expenditures (through revenues). - Capital Budget: A budget which focuses on capital projects to implement the Capital ' Improvement Program. Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will ' have a life of more than one year and costs more than $5,000. Capital Improvement A plan for capital improvements to be implemented each year over a number Program: of years to meet capital needs arising from the assessment of long-term ' needs. It sets forth the estimated cost for each project and specifies the resources required to finance the projected expenditures. Capital Improvement The budget unit to group activities and costs necessary to implement a Project: specific capital improvement and/or acquisition. A project can include the construction, acquisition, expansion, replacement, or rehabilitation of a physical facility or improvement. Projects often include planning and design, land acquisition, and project management costs related to such tfacilities and improvements. • Fiscal Year 2013/14 Adopted Budget — Page 257 124.1d 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget t Glossary of Budget Terms Capital Projects Used to account for financial resources for the acquisition or construction of Funds: major capital facilities other than those financed by proprietary and trust funds. Debt Service Funds: Account for the accumulation of resources set aside to meet current and future debt service requirements (payments) on general long-term debt. Department: A major organizational group of the City with overall management responsibility for an operation or a group of related operations within a functional area. Division: An organizational subgroup of a department. Encumbrance: The commitment of appropriated funds to purchase goods, which have not yet been received, or services that have yet to be rendered. Enterprise Funds: Use to account for self-supporting operations such as the Municipal Utility. ' Expenditures: Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service and capital outlays: Expenses: Decreases in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures. Fiscal Year: A 12-month period to which the annual operating budget applies and at the end of which an entity determines its financial position, the results of its operations, and adopts a budget for the coming year. The City of Rancho Cucamonga's fiscal year is from July 1 to June 30. Fixed Assets: Equipment costing $5,000 or more, including tax, with a useful life longer than one year, and not qualifying as a capital improvement project. Includes automotive equipment, office equipment, office furniture, acquisitions, landscaping improvements, etc. Full-Time Equivalent The conversion of part-time employee hour to an equivalent of a full-time (FTE): position. For example: one person working 20 hours a week for a year would be 0.5 FTE. Fund: An independent fiscal and accounting entity with a self-balancing set of accounts, recording resources, related liabilities, obligations, reserves and equities segregated for the purpose of carrying out specific activities or attainin_ certain ob.ectives in accordance with s secial re_ulations, • '• • Fiscal Year 2013/14 Adopted Budget Page 258 L-' J i CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget Glossary of Budget Terms restrictions or limitations. ' Fund Balance: The equity (assets minus liabilities) of governmental fund and fiduciary fund types. Generally Accepted Uniform minimum standards of and guidelines for financial accounting and Accounting Principles reporting. They govern the form and content of the basic financial (GAAP): statements of an entity. GAAP encompasses the conventions, rules, and procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provides a standard by which to ' measure financial presentations. ' Governmental Funds: Typically are used to account for tax-supported (governmental)activities. These include the General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service Funds. Interfund Transfers: Defined as "flows of assets" (such as good or services) without equivalent flows of assets in return and without requirement for repayments. • Internal Service Account for the goods or services provided by one fund and/or department to Funds: another fund and/or department on a cost reimbursement basis. Investment Grade: A rating issued by the three major bond rating agencies, Moody's, Standard & Poor's, and Fitch, rated BBB, Baa or Better. Many fiduciaries, trustees, and some mutual fund managers can only invest in securities with an ' investment grade rating. Modified'Accrual The accrual basis of accounting where revenues are recognized when they Basis: become both "measurable" and "available" to finance expenditures of the current period. All governmental funds and agency funds are accounted for using the modified accrual basis of accounting. Object Code: The classification of expenditures in terms of what is bought and paid for grouped into categories. Overlapping Debt: The proportionate share of the general obligation bonds of local governments located wholly or in part within the limits of the reporting unit of government, that must be borne by property owners within the unit. Personnel Expenses: Compensation paid to or on behalf of City employees for salaries and wages, overtime and benefits. f 1 Fiscal Year 2013/14 Adopted Budget — Nau.c 259 �.• i CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2013/14 Adopted Budget 1 Glossary of Budget Terms Revenue: Moneys that the City receives as income such as tax payments, fees from specific services, receipts form other governments, fines, forfeitures, grants, shared revenues and interest income. Special Revenue Account for the revenue derived form specific taxes or other earmarked Funds: revenue sources (other than expendable trusts or for major capital projects) that are restricted by law or administrative action to expenditures for specified purposes. 1 Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include 1 specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, user charges. User Charges: Payments made by users or customers of publicly provided services that benefit specific individuals. These services exhibit "public good" characteristics. Examples of user charges are fees paid for recreational activities, building fees, etc. • 1 1 1 1 1 1 1 Fiscal Year 2013/14 Adopted Budget - Page 260