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Budget 2014-15 I 411"Irl 1 CITY OF • •. •,.• 1 I 411 -:-.-/\:, hsIC H 0 Pi C A_ Ivi_0 N G_A_ . _ ....,__ , ;.,._ _ .., _ . , , • • it . CITY OF RANCHO CUCAMONGA PUBLIC WORKS SERVICE CENTER �'� ,! 2 . y Y V.�!� P — . _ • It q _� i. —�! 111/1142.-F- _ - s.v w w.�•.w�riy�i/`.�i�'v_ `t4T� TT�7TP-" 1 r e. •t 1 '•`'�'? . . � �; - � mss « . : 1 l*Iiiiililt '.... ill 1 • tl ) - Ilk - 44L.7 . :'. 1, . I il - � . `- - - FISCAL YEAR .i J- Z VI ......- -.--;=.." li ' ___.4: ----_, 4. 111. 2014/15 1 , -- ' ADOPTED BUDGET 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET CITY OF W _ COY f/,WdC GUCIWOVA .t+wwau.e[.Ma COMA -- • . Itit' ilifr , F' 11 I 14 ' PIMPIPirli Filirill"1", ill - FISCAL YEAR . , it* 2014/15 1 r ; ADOPTED BUDGET About the cover..... In March 2013,the City of Rancho Cucamonga Public Works Department opened both the Public Works Services Center(PWSC) and the Household Hazardous Waste Facility (HHW). The City of Rancho Cucamonga was presented with the prestigious Civil Engineering Outstanding Project of the Year award by the American Society of Civil Engineers (ASCE) for this project. The selection criteria for this award involves the evaluation of each project based on innovative design, construction benefit to the community, project complexity and/or challenges, impact on physical environment,unique operation or maintenance, and aesthetics. Many significant energy efficient details are incorporated into both the PWSC and the HHW. For example, there are sustainable finishes used throughout in order to lower maintenance costs. Additionally, there are large light wells to take advantage of natural lighting and ambient sensors to automatically adjust light levels. Both buildings include more natural lighting and the PWSC uses solar tubes in hallways to reduce the use of electricity during the day. There are 630 solar panels on the PWSC and 165 solar panels on the HHW which will produce 200 kW and provide 87%of power demand for the buildings. Other energy efficient details include two 100%off-grid solar powered street lights in the Lion Street cul-de-sac. Both the PWSC and the HHW have implemented a sustainable landscape design with subterranean and drip irrigation along with California native and drought tolerant landscaping used throughout. Rancho Cucamonga is very proud of this award winning project. CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Table of Contents Page Introduction City Manager's Executive Summary 1 Attachment A—Department Budgets 33 Attachment B—2014 City Council Goals 59 GFOA Distinguished Budget Presentation Award 63 General Information 65 City Officials 67 Organization Chart 69 Department/Fund Matrix 70 Snapshot of the City of Rancho Cucamonga 77 Population by Age 78 Educational Attainment 79 Principal Employers 80 Principal Sales Tax Remitters 81 Budget Guide 83 Budget Process 84 Budget Process Flow Chart 86 Summaries of Financial Data 87 Budget Summary 89 Revenue Summaries 91 Revenue and Resource Estimates 93 Revenue Summary by Category—Operating Budget 98 Revenue Detail—Operating Budget 100 Revenue Summary by Category—All Funds 106 Revenue Detail—All Funds 108 Revenues by Fund 131 Expenditure Summaries 135 Expenditure Summary by Department—Operating Budget 136 Expenditure Summary by Category—Operating Budget 137 Expenditure Detail—Operating Budget 138 Expenditure Summary by Department—All Funds 144 Expenditure Summary by Category—All Funds 145 Expenditure Detail—All Funds 146 Expenditures by Fund 177 Funded Positions by Department—Summary 183 Funded Positions by Department—Detail 184 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Table of Contents Page Summaries of Financial Data 191 Spendable Fund Balances 193 Summary of Changes in Spendable Fund Balances 197 Departmental Budget Details 201 Governance City Council Overview of Department 202 FY 2013/14 City Council Priorities 202 Three-Year Expenditure Summary by Funding Source/Category 203 Three-Year Staffing Summary 203 City Clerk Overview of Department 204 FY 2013/14 Budget Highlights 204 Three-Year Expenditure Summary by Funding Source/Category 205 Three-Year Staffing Summary 205 City Treasurer Overview of Department 206 FY 2013/14 Budget Highlights 206 Three-Year Expenditure Summary by Funding Source/Category 207 Three-Year Staffing Summary 207 City Management Overview of Department 208 FY 2013/14 Budget Highlights 208 Three-Year Expenditure Summary by Funding Source/Category 209 Three-Year Staffing Summary 209 Performance Statistics 210 Services to the Community 211 Records Management Overview of Department • 212 FY 2013/14 Budget Highlights 212 Three-Year Expenditure Summary by Funding Source/Category 213 Three-Year Staffing Summary 213 Performance Statistics 214 Services to the Community 215 Public Safety Police Overview of Department 216 FY 2013/14 Budget Highlights 216 Three-Year Expenditure Summary by Funding Source/Category 217 Three-Year Staffing Summary 217 Performance Statistics 218 Services to the Community 219 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Table of Contents Page Fire District 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 Other City Departments Administrative Services 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 Finance 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 Human Resources 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 Animal Care and Services Overview of Department 236 FY 2013/14 Budget Highlights 236 Three-Year Expenditure Summary by Funding Source/Category 237 Three-Year Staffing Summary 237 Performance Statistics 238 Services to the Community 239 Community Services Overview of Department 240 FY 2013/14 Budget Highlights 240 Three-Year Expenditure Summary by Funding Source/Category 241 Three-Year Staffing Summary 241 Performance Statistics 242 Services to the Community 243 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Table of Contents Page Economic and Community Development Overview of Department 244 FY 2013/14 Budget Highlights 244 Three-Year Expenditure Summary by Funding Source/Category 245 Three-Year Staffing Summary 245 Performance Statistics 246 Services to the Community 247 Building and Safety Overview of Department 248 FY 2013/14 Budget Highlights 248 Three-Year Expenditure Summary by Funding Source/Category 249 Three-Year Staffing Summary 249 Performance Statistics 250 Services to the Community 251 Engineering Services Overview of Department 252 FY 2013/14 Budget Highlights 252 Three-Year Expenditure Summary by Funding Source/Category 253 Three-Year Staffing Summary 253 Performance Statistics 254 Services to the Community 255 Planning Overview of Department 256 FY 2013/14 Budget Highlights 256 Three-Year Expenditure Summary by Funding Source/Category 257 Three-Year Staffing Summary 257 Performance Statistics 258 Services to the Community 259 Public Works Services Overview of Department 260 FY 2013/14 Budget Highlights 260 Three-Year Expenditure Summary by Funding Source/Category 261 Three-Year Staffing Summary 261 Performance Statistics 262 Services to the Community 263 Library Services Overview of Department 264 FY 2013/14 Budget Highlights 264 Three-Year Expenditure Summary by Funding Source/Category 265 Three-Year Staffmg Summary 265 Performance Statistics 266 Services to the Community 267 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Table of Contents Page Successor Agency to the Rancho Cucamonga Redevelopment Agency Overview of Department 268 Three-Year Expenditure Summary by Funding Source/Category 269 Three-Year Staffing Summary 269 Capital Improvement Program P P g 271 Summary by Category 273 Detail by Category with Funding Source(s) 275 Appendix 279 Financial Policies 281 Long-Term Debt 285 Glossary of Budget Terms 286 List of Acronyms 290 4mAlk MEMORANDUM L CITY MANAGER'S OFFICE RANCHO CUCAMONGA Date: June 26, 2014 To: Mayor and Members of the City Council By: John R. Gillison, City Manager Subject: ADOPTED FISCAL YEAR (FY) 2014-15 BUDGET "Change is the law of life. And those who look only to the past or the present are certain to miss the future."—John F. Kennedy Fiscal Year 2014-15 will be a key year for Rancho Cucamonga. Although the economy is not back to pre-recession levels, and revenues are still down from their historic peaks while expenses continue rising due to normal cost escalation factors, times have clearly changed. The old models no longer work. Double digit property value growth, high single digit sales tax revenue increases, and speculative development ventures based on optimistic future growth forecasts are all clearly historical remnants of time that has passed us by and which in many ways, is good to leave behind. Fiscal Year 2014-15 marks a second consecutive budget of mostly positive overall growth. Unemployment in Rancho Cucamonga is 6.0% as of April 2014, compared to a high of 9.3% in the economic downturn. During the holiday season of 2013-14, unemployment dipped into the mid 5% range. Most economists agree that anytime unemployment reaches 5% or lower, this is statistically considered full employment, so the current rates are headed in the right direction. Cautionary notes abound, however. In April of 2013, the City's unemployment rate was 6.2%, so clearly the rate of improvement has slowed and large gains are not likely in the near future. Also, we know the current numbers are skewed by under-employment and those who have stopped looking for work, thus making a true apples to apples comparison with rates before the downturn very difficult if not impossible. Another positive local economic indicator is property tax growth. For FY 2013-14 the City saw a net taxable value increase of 3.1% overall and an increase in median price for single family residential by more than 20%. These gains were consistent with or higher than many other places in San Bernardino County, which is a good sign. Putting the numbers into perspective, is key, however. Rancho Cucamonga is considered to be a low property tax city. What does this mean? The City incorporated after the passage of Proposition 13 and thus receives minimal revenue from property taxes overall, especially Fiscal Year 21)14.15 Adopted Budget—Page I in comparison to many of our Property Tax Dollar E3 much older surrounding Breakdown neighbors such as Ontario, Upland and Fontana. But "My property tax isn't lower," you say, Education_14 "so how can that be?" If you take Schools) a look at a typical dollar of property tax in Rancho Cucamonga, the City's General Fund receives $.05, the County gets about $.15, various special County districts get a total of about $.20 General Fund Rancho and Education (K-14) gets about Cucamonga $.60, as shown in the graphic Fire[MUM! g p Flood L here. Control acct . ER FE City Inland Admin. ®, .•.• Empire ®® }� Age'n'cy All totaled, the City receives ®® =j t' 143, mom- about $6.4 million annually in 1® l F1 • property tax (excluding property tax in-lieu of vehicle license fees). Lai This revenue is shared between the City General Fund and the Library Fund. The General Fund's share of this revenue (approximately $4.3 million) is used to help fund the $69.1 million in General Fund expenses including law enforcement, public works, community services, animal services, engineering, building and safety, planning and all related support services including finance, information services, human resources and legal services. Gains in assessed valuation are a good sign for residents and property owners as it improves the worth of their investment in the community and helps ensure fiscal stability. However, those same gains do not translate into equivalent revenue increases to the City. Obviously, as the above numbers indicate, the City relies on considerably more than merely property tax in order to balance its budget. Sales tax is another key revenue, and for FY 2014-15, this area also continues to show positive growth of 1%, and is up to $26.5 million which is the City's single largest source of revenue. Sales tax has now grown for several years in a row, which is a positive sign; however, there are several cautionary notes. Rancho Cucamonga is still not back to its sales tax peak of $28.6 million which occurred in FY 2007-08. The City also tracks sales tax and unemployment and, looking back over the last 25 years, as unemployment decreases, sales tax increases. As noted earlier, with our unemployment rate mostly flattening out at around 6%, the opportunity for large gains in future sales tax are not likely unless there is either substantial new commercial or residential development in the City. Even with that, the continued growth in online shopping is eroding growth in brick and mortar sales, which in turn is moderating the sales tax growth we might expect to see. While the outlook for both is positive in the __ . . . Fiscal Year 2014115 Adopted Budget - Page 2 mid-term future, the actual percentage growth will likely be rather modest and as such, will not contribute to major revenue increases. With the return to a more positive economic outlook, also comes increased costs in all sectors of the economy. From April of 2011 through April of 2014, the Consumer Price Index for the Los Angeles-Riverside area increased 7.1%. While this increase is much more modest than might otherwise have been expected, it is indicative of the generally increasing cost of many consumables like fuel, electricity, food, etc. In that same 2011 through 2014 time period, electricity (provided by SCE) has risen 19%, gas (provided by Southern California Gas Company) has risen 16% and water (provided by CVWD) has risen 18%for potable water and 14%for reclaimed water. On top of these cost increases, many of the City's contract vendors, which held costs without an increase for 3-5 years, now find themselves needing to increase their contract costs also. Further compounding these cost increases is the fact that the City lost its biggest economic development tool in 2012, when Governor Brown eliminated local redevelopment agencies and took over $197 million in capital funding from the City which was set aside for infrastructure and facility maintenance and expansion, housing, economic development and future City growth. All of which brings me full circle to the epigram which introduced this budget transmittal letter. The quote is a relatively well-known one from President John F. Kennedy which captures in a very concise manner the current point in the City's fiscal and physical development. Change is inevitable. Just as electricity followed fire, and cars followed horses, and now we live in an era where a handheld cell phone available in Best Buy has substantially more computing power than a full blown computer did twenty years ago, the same analogies can apply to the principles that have been used to govern municipalities. While understanding the past can help us avoid making similar mistakes in the future, unless we look forward and embrace change, just as President Kennedy exhorted us to, we will miss the opportunities of the future. Many decades earlier, another great President said something similar: "The best way to predict your future is to create it." - Abraham Lincoln. The great challenge for local government over the next decade is not the baby boomer transition, not succession planning, not PERS increases, and not social media. The great challenge is to understand that change is upon us, and we need to embrace that change, create a better future, and fundamentally change how we deliver services. That is the theme of the FY 2014-15 budget for the City of Rancho Cucamonga. Preparing For the Future With the advent of the FY 2014-15 budget it is finally clear that while the effects of the Great Recession linger still, the economic downturn is behind us. Growth has returned. Not the growth of the early 2000's, but growth nevertheless. Real estate is picking up. Again, not the artificially high increases of the 2003-2009 era, driven by easy financing and poorly structured funding vehicles, but true, modest and sustainable growth. Unemployment is tracking downward, although huge challenges remain for many at the .. Fiscal Year 2014/15 Adopted Budget - Page 3 L. •;:J •-•• - beginning and ending portions of their work careers. The challenge now is to not forget the lessons of the Great Recession, lest we repeat the mistakes of the past, but to learn from those lessons in such a way that we create a better future. And that creation begins right here and now. What are the challenges in creating a better future? • Controlling rising costs for fixed utilities • Controlling rising personnel costs while maintaining a quality workforce • Embracing mobile technologies that enhance, streamline and improve the traditional services of local government • Setting aside reserves for capital and infrastructure needs • Creating a new Economic Development Plan and strategy for the City along with a culture where all employees and officials understand that Economic Development is everyone's job Controlling rising costs for fixed utilities Year by year, the costs for utilities continue to rise. Environmental regulations have driven the cost of energy production ever higher, along with an expanding populace and growing business sector demand. California is in the middle of an epic drought. Although technological advances have made production of gasoline reserves possible at levels never before imagined, the cost of that fuel is higher than ever. Facing these realities, the City is looking to reduce its utility costs as much as possible so that revenue can be freed up for other uses, with a couple of key projects leading the way. Included in the FY 2014-15 budget is $240,000 to look at the landscaped perimeter of the Civic Center as well as the interior landscaping, and develop a new design. This design cost and the installation to follow are investments that will yield a significant return in the form of energy, water, and maintenance savings in the years to come. Rancho Cucamonga is also leading the way on retrofitting lighting in order to reduce costs. An LED Street Light Enhancement Project is planned in Street Lighting District (SLD) 8, which encompasses much of the Etiwanda area. This project, expected to be completed in FY 2014-15, will reduce operating costs in the long term and is anticipated to be a precursor to other projects throughout the City. Similarly, over the last two years, Public Works has replaced and upgraded aged paseo and pathway lighting throughout LMD 2 and LMD 4R with new energy efficient, low maintenance, LED lights. At the Rancho Cucamonga Civic Center, a project is proposed in the FY 2014-15 budget to replace the exterior parking lot lighting with solar enhanced lighting. The solar-enhanced LED lighting fixtures will establish a dusk to dawn energy profile with net-zero energy consumption. Finally, working through SANBAG, the City has identified three (3)facilities that represent the optimum opportunity for cost effective solar photovoltaic installation. By cooperating with other agencies through SANBAG, the City intends to reduce solar Fiscal Year 2014/15 Adopted Budget- Page 4 installation costs and maximize the return on investment by leveraging the power of a large scale solar procurement. Controlling personnel costs The City Council has established a leadership role among local municipalities in controlling personnel costs. Although two labor agreements are still works in progress as of the time this message was written, four other agreements have been settled this year that build on the groundwork of pension reform that started here in 2011. Effective July 1, 2014, all Fire Safety employees contribute no less than 2% of pay towards PERS pension costs as part of an escalating formula which will increase each year with PERS costs up to a maximum contribution of 5% for classic employees. Non-sworn personnel, already contributing 1%, will also be contributing a total of 2% effective July 1, 2014 toward their PERS pension costs, and increasing to 3% in July of 2015. Of course, all PEPRA employees contribute the required 50% of normal cost, which currently ranges from 6.5% to 11.5%, depending upon the group. . The City is presently in negotiation with two employee groups and is looking to enter into multi-year agreements which provide for PERS pension cost sharing that is similar to the other classic employees discussed above. All of these agreements, together with the previously enacted pension reform approved by the City Council/Fire District Board between 2009 and 2013 (decreased retirement benefits and formulas along with employee cost sharing) help ensure that Rancho Cucamonga is a leader in controlling personnel costs. Just as Rancho Cucamonga was one of the first, and still is one of the few local governments, with no unfunded other post-employment benefits (medical), the City is looking to aggressively pay down its PERS liabilities whenever possible. The City Council has made it clear that, to the extent possible, the cost of public employment should be competitive with and not exceed that of comparable positions in the private sector. Embracing mobile technologies A major focus this year is the full implementation of the Accela Automation project integrating development services of the City. This has required many departments working together to focus on streamlining procedures both internally and from the customer's perspective. One of the more noticeable changes involves the City's field inspection services which will transition to mobile data collection devices and eliminate paper forms for their inspection reports. This change is expected to significantly increase productivity and customer service. It will also enhance coordination across departments as inspectors and all other development staff will, for the first time, be able to use a city- wide database shared by Planning, Engineering, Building, Public Works, Code Enforcement, and Fire both in the office and out in the field via tablet computers and the Accela Mobile Office platform. Automated routines on the back-end will greatly reduce processing time and error. The public will be able to apply to initiate permit applications, schedule inspections on-line, and pay for permits over the Internet using Accelerate, the public portal into this same system. Ultimately, the City will be transitioning to electronic plans submittal for projects later in 2014. Fiscal Year 2014/15 Adopted Budget -- Page 5 L,:�.;J Accela joins the many other mobile technologies the City is already using. Whether it is an automated GIS application for data collection on needed sidewalk repairs, Fire Inspectors collecting field information for weed abatement, or Public Works personnel collecting information related to sign replacement, Rancho Cucamonga has embraced these new mobile technologies which enhance existing productivity and allow us to keep pace with new requirements without the need to add more personnel or pay costly third parties to collect the information for us. By the end of this fiscal year nearly all of our field personnel will be using mobile technology to enhance their jobs. We are also integrating that same technology and data collection into the software and duties of our office personnel. For example, the Fire District has been migrating to Image Trends, a new incident records management system and will complete that process in FY 2014-15. This program allows firefighter paramedics to create electronic patient records real time in the field and transmit that information to the responding ambulance and to the receiving hospital, enabling better data sharing and ultimately improving patient outcomes. As a member of the ConFire dispatch JPA, the Fire District is able to take advantage of a new emergency notification application for Smart phones called Active 911. These phones have been issued to all primary response units and can receive dispatch information, including GPS routing faster than traditional paging systems. Finally, the addition of iPad tablets to the department enables crews to forego costly printed map books and receive updated map and occupancy information in a more timely fashion. Setting aside funding for capital and infrastructure needs Once a city incorporates, it assumes responsibility to repair, replace, upgrade and install new infrastructure within its corporate boundaries. Although not as high profile and glamorous as many of the other services in local government, few things outside of public safety are as critical. And sadly, as we have seen in many local governments across America, few things have been as underfunded and neglected over the last 15-20 years as this area. Rather than wait for a street to decline or a storm drain rupture, the City of Rancho Cucamonga is proactive when it comes to setting aside funding for capital and infrastructure needs. One example is the construction of the Base Line/ 1-15 interchange project, a $52.6 million project, funded by Federal and State transportation funds, Measure I funds, and local bond funds. The contract is anticipated to be awarded by SANBAG on June 4, 2014, with construction to be begin by September. Construction will take 2 years to complete and will greatly improve traffic flow and safety at this critical intersection. Another example is the Wilson Avenue extension project, a $3.2 million dollar project which will extend Wilson Avenue from Wardman Bullock to East Avenue. This project, which will greatly alleviate traffic flow in and around the Banyan/East Avenue area, is expected to commence construction in Fall 2014 and be finished by Spring of 2015. • - _ Fiscal Year 2014'15 Adopted Budget— Paige 6 L•••;:J The FY 2014-15 budget continues the trend started last year with significantly increased investments for infrastructure replacement: • $400,000 ($300,000 from General Fund monies and $100,000 from Measure I funding) in spending is recommended for concrete replacement, which stood at $200,000 (Measure I funding) in FY 2012-13. These funds will help ensure the City not only stays on top, but starts to get ahead of, replacement of aging sidewalk infrastructure. • $260,800 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 several years. • $500,000 is budgeted for the tree maintenance contract, which was increased from $300,000 in FY 2012-13. This will help provide for increased trimming frequency for our significant, mature, and expensive urban forest. • The City will be spending $4,200,000 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% pavement condition index and make progress toward our goal of an 85% level. • Nearly $1.4 million in funds are budgeted for railroad crossing improvements on Arrow and Hellman Avenue respectively, along with over$1 million in traffic signals and traffic management technology upgrades throughout the City. As additional funding becomes available in the future, staff recommends that these investments 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 has occurred in some neighboring jurisdictions. Creating a new Economic Development Plan, strategy and supporting culture The FY 2013-14 Budget first began the effort to create a new Economic Development Plan and strategy for the City. This plan/strategy, expected to be completed in FY 2014- 15, 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 and more urban community. In this global marketplace in which we all live, competition is less about trying to do everything better than your neighbor, and more about finding those unique niches and opportunities where we each excel. Local economic growth will truly only happen when regions survive and prosper together. In Los Angeles County there are the San Gabriel Valley and South Bay regions; Orange County has North Orange County and South Orange County. One of the emerging regions in San Bernardino County is the Western Inland Empire, which encompasses Fontana, Rancho Cucamonga, Ontario, Upland, Montclair, Chino, and Chino Hills. The City's new Economic Development Plan proposes to look at this regional approach and capitalize on those opportunities for Rancho Cucamonga to highlight its diverse assets including its own municipal utility, a wide variety of newer housing stock, excellent school systems, outstanding shopping and dining opportunities, and good access to freeways, railroad corridors and a neighboring airport. - .;. d` v t�� 1 iscuI Year 2014/15 Adopted Budget- Page 7 . ;: LI.e.J Developing a new post-redevelopment Economic Development Plan and strategy by itself is not nearly enough. One of the key lessons in the demise of redevelopment was that the task of economic development, including business retention, attraction and creation, is not the job of a select few individuals. Indeed, the story of human history is that our greatest successes are those where large groups of individuals have pooled their collective efforts, with the end result far greater than the sum of all the individual parts. Along with a new Plan and Strategy, Rancho Cucamonga is moving to create a culture where all employees and officials understand that economic development is not confined to a specific person's job; it is everyone's job to assist new and existing businesses to create an economically sound and diverse community. We recently recreated our Business Visitation Team, which is now composed of some two dozen personnel in all different departments. The goal is to visit our top sales tax generators, top employers, Fortune 500 companies, and long tenured businesses to build those relationships and assist them with whatever their business needs might be. This is just one example of our new and renewed focus on assisting businesses to create an economically sound and diverse community. Even though it will take decades to rebuild the lost redevelopment reserves which were taken by the State of California (to balance its budget) when Governor Brown eliminated redevelopment, the City Council continues to focus on the long-term financial stability of the organization without waiver or hesitation. Due to the receipt of one-time revenues, budgeted reserve funding and expenditure savings, the City was able to slightly improve its reserve funding at the end of FY 2012-13 by 7% as compared to the end of FY 2010- 11. The importance of incrementally adding to reserves cannot be overstated. With the elimination of redevelopment in 2012, the City of Rancho Cucamonga lost over $197 million 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 replacement. 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. The FY 2013-14 budget represented the first budget in the City's history in which $508,680 was specifically budgeted to go into reserves. For FY 2014-15 the City is setting aside $607,480 to go into reserves, thus continuing incremental progress toward our goal of setting aside $1 million per year into the 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, and why we remain optimistic that with continued fiscal discipline, that credit rating will improve. Revenues and Expenses - local economic outlook The future is uncertain but the end is always near." — Jim Morrison Fiscal year 2014. 1 .1dopted Budget– Paige 8 L. J An economic recovery, which began early in the 2013-14 fiscal year, is clearly under way now. Unemployment, which hit a high of 9.3% in the City in 2010, is now down to 6.0% as of April 2014. As unemployment drops and job growth picks up, the City's revenues, which are largely based on sales taxes, will rise accordingly. Revenues have begun recovering from the Great Recession, but ironically, that recovery is a more normal gradual incline rather than the artificially high increases of the 2005-09 time period . As we clearly enter a period of growth and recovery, however, we must not lose sight of the lessons of the Great Recession. Economic growth cycles are finite. Artificial bubbles, whether technology or real estate, can and do happen. Environmental and economic disasters are always right around the corner. It is appropriate that we plan for and create a better future, but keep in mind that things can change in the blink of an eye and we should never run so close to the edge, on revenues or expenses, so that we cannot adapt to unforeseen changes. 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$56.3 million for FY 2014-15, which is finally equal to its peak of$56.3 million in FY 2007-08. While we are glad to see this rebound, it is a sobering thought indeed to ponder the fact that revenues took seven (7) full years to recover, while during that same time period, prices for utilities, fuel, health care and retirement continue to rise on average 1-3% per year. Property taxes [including property tax in-lieu of vehicle license fees (formerly known as VLF) and property transfer tax] for FY 2014-15 are estimated at $20,795,540, primarily on the resurgence of the residential market which is recovering strongly in Rancho Cucamonga. New home construction has also begun to pick up. In the last 12 months, the City has approved permits for over 375 new single family homes and at least as many new multi-family homes. Other construction activity is increasing also, which will improve assessed values but also add jobs in many cases: • The Planning Commission is considering a 102,540 square foot mixed use project consisting of four (4) buildings on a vacant parcel of 30.3 acres on the west side of Haven at Civic Center Drive. • Goodman Birtcher, one of the largest industrial developers in the world, is breaking ground soon on a major project of two industrial buildings at Etiwanda Avenue and Arrow Route which will total over 1.6 million square feet of warehouse space. Part of this expansion includes connecting to RCMU where it is anticipated that with electric loads of between 1 and 2 megawatts, these will be some of the largest electricity users in the City. • Lewis Operating Corp is going through design review for a new detached townhome project consisting of 173 units at the southeast corner of Haven Avenue and Church Street. • Earlier this year food producer Hillshire Brands joined Evolution Fresh, Frito Lay and Mission Foods and leased a new 76,000 square foot building in the City, adding to its existing portfolio of a 45,000 building both to be used for light manufacturing and warehouse distribution. • Even at the more micro level, we recently saw Climb-It Holds/Hangar 18 expand their business with the addition of a Hangar 18 climbing gym in Rancho Fiscal Year 201-V15 :Adopted Budget - Page 9 L,: . Cucamonga on Hyssop Drive. This will join some of our new micro-breweries and internet fulfillment centers which are creating a new renaissance for Rancho Cucamonga's once dated logistics sector. Sales tax, which is estimated to be $26,561,740 next year, is still not back to its FY 2007- 08 levels and the general retail market, which is where Rancho Cucamonga derives nearly half of its sales tax from, is still somewhat weak. As an example, although growth is positive, the City is only expecting positive sales tax growth in the budget of 1.0% next year. Transient Occupancy Tax has exceeded its FY 2008-09 gross levels, peaking this year at $2,579,170, and a new 126 room Residence Inn Hotel was recently approved to be located on the southeast corner of Haven Avenue and 6th Street. Lastly, franchise fees for utilities are still 8.2% below their FY 2007-08 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 1,327 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, such as utility costs discussed earlier in this message. Water and electricity have risen by double digits since FY 2008-09, although the City itself continues to invest in energy efficiency and solar photovoltaic projects to help mitigate these costs increases. Finally, as noted previously working through SANBAG, the City has identified three (3) facilities that represent the optimum opportunity for cost effective solar photovoltaic installation. By cooperating with other agencies through SANBAG the City intends to reduce solar installation costs, and maximize the return on investment by leveraging the power of a large scale solar procurement. Medical premium increases, which have plagued the private sector as well, are up over 50% in that same time frame. Accordingly, just as in the private sector, employees have been asked to pick up an ever increasing share of these cost increases as the City can no longer provide the same level of coverage it once did. Fuel costs are up 35% since FY 2008-09, although during that same time period the City has purchased over 48 CNG, hybrid or electric vehicles to reduce our dependence on fossil fuels. Finally, the City's private sector partners which helped hold costs level through the recession have now begun to increase their costs for everything from routine professional services, to landscape maintenance costs, legal costs and many other areas. Along with cost sharing, the City of Rancho Cucamonga aggressively pursues grant opportunities to help stretch every General Fund dollar as far as possible. The City has rY p Y received $762,600 from First 5 San Bernardino to support Healthy y RC programs and activities that empower the community and improve the health of pregnant women and children ages 0-5. The Rancho Cucamonga Public Library recently received $16,000 from the National Endowment for the Arts to present the collected works of Edgar Allen Poe for the 2014 Big Read. The Library was also selected by the California State Library to receive a grant of$77,000 for partnering with GIS to create maps that help the Library better tell its story. '" • Fiscal Year 2014/15 Adopted 13udget - Page 10 And not to be outdone, the City has received a $3.9 million dollar Proposition 84 grant to build a park in Southwest Rancho Cucamonga, an area that has no parks. This project, which will begin in FY 2014-15, is fully funded from the grant. The City's Public Works and Community Services departments will collaborate during the design phase to create a new model park which is energy and water efficient, fun to use, accessible for a variety of groups, and minimizes ongoing operational costs as no previous park has ever done. Overall, the City's revenue and expenses have finally returned to approximately the same levels as they were in the peak year of FY 2007-08. The workforce, however, is leaner, utilizes technology more, and delivers increased services as compared to the pre- downturn time period. Nevertheless, fiscal prudence is the watch word of the day. We must maintain careful attention to replenishing reserves and balancing special funds as well as the General Fund, and invest in projects that reduce the growth in expenses for things like utilities and other hard costs. No longer can we rely on revenue growth to carry us through. We must reduce expenses, improve efficiency and pay close attention to the bottom line, just as any private sector business would. FY 2014-15 Budget Changes Every budget is in one sense 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. Just like a Mobius strip, the end of each budget cycle is the beginning of the next cycle and the process continues on once more. The aforementioned comparison is important for a variety of reasons. First and foremost, P tY , 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 cannot 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 begin rebuilding its reserves which were critical in weathering the last economic downturn. Many economists predict there is a 50% or greater chance of another economic downturn in the next 5 to 6 years. It is not enough to successfully weather the last downturn without planning for the next. Reserves must be restored so they are ready for the next time they are needed. Reserves - -- - . Fiscal Year 2014/15 Adopted Budget - Page 11 , lost in the ending of redevelopment must be replaced to provide for proper capital maintenance. The City of Rancho Cucamonga is at a clear transition point in its history. Although Rancho Cucamonga 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 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. Operations and Maintenance One of the key hallmarks of this budget is a significantly increased expenditure for infrastructure replacement as already noted in this letter. Increased funding for concrete replacement and tree maintenance are just part of the story. Keeping up past investments in our streets becomes even more important as the City ages, recognizing that preventative maintenance today (such as slurry seal or overlay projects) helps prevent the need for street reconstruction at an exponentially higher cost later. Projects are prioritized using our pavement management system and data on street conditions as measured by the Pavement Condition Index (PCI). The PCI is a measure of pavement condition and ranges from "0"for a pavement section that is in a failed condition, to "100" for a newly constructed or paved section that is in excellent condition. The City utilizes Gas Tax revenues to routinely conduct pavement preservation techniques such as slurry seals and thin asphalt pavement overlays to maintain a good to excellent PCI rating. Rancho Cucamonga has, and will continue to budget millions of dollars each year to maintain, and indeed improve, our PCI. But the FY 2014-15 budget includes more than just funding to maintain our existing infrastructure. It also includes projects to upgrade and improve as well as add new infrastructure Also proposed in the budget are two new traffic signal installations, continued upgrades to left turn phasing, and an upgrade to the City's traffic management center and software/hardware. The City is proposing to install sidewalk improvements at Etiwanda Creek Park to facilitate ADA access and replace the roof here at City Hall; together, those two projects will cost $1,000,000. Two utility underground projects, one on Arrow Route from Bear Gulch to west of Archibald which is in the design phase and one on Base Line Road from Carnelian Street to Vineyard Avenue which is in the construction phase, are included in the FY 2014-15 budget. Finally, in addition to the previously mentioned lighting and landscape efficiency projects at the Civic Center, the last of the design work for initial Phase 1 tenant improvements intended to allow Fiscal Year 2(114'15 .\dopted Budget - Page 12 L, •• preliminary occupancy and activity prior to final construction of the 2nd Floor Rancho KIDS project at Biane Library is proposed. Personnel "Yesterday is gone. Tomorrow has not yet come. We have only today. Let us begin." — Mother Teresa Succession planning is an oft talked about goal. All too often, however, the goal is given mostly lip service. Everyone talks about planning for tomorrow, but when does the hard work really begin? The City Council tasked staff with working toward a comprehensive succession plan, starting with the City Manager, back in FY 2005-06. As the organization began its first efforts in earnest, things were greatly disrupted by the Great Recession. During the period from 2007 through 2012, the City of Rancho Cucamonga reduced personnel by 110.5 full-time equivalent positions. Services were not, however, reduced accordingly. Maintaining core services was 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 throughout the City and Fire 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. Along with the changes in how work was accomplished, the Great Recession brought about changes in who accomplished the work. Prior to that time, more than 70% of the City's work force was from the Baby Boomer generation and was anticipated to retire in 5-10 years. Although the recession slowed and may have affected these plans, nevertheless, as things have returned to a more stable economic situation, the increasing trend to retirement among many key senior members of the City's work force has once again resumed. The City has more than 200 employees (Baby Boomers and some Gen X'ers) who will reach the minimum retirement eligibility age in the next 5-7 years. Much of this turnover is at key middle and senior level positions. In addition, many of the supervisors, managers and department heads who are not Baby Boomers but are nevertheless only a few years behind and potentially could retire in 7-12 years. As the City examines these trends it becomes increasingly important to focus on clear succession planning as well as opportunities for upward mobility and training/mentoring lest the City become simply a training ground for other organizations as well as a high turnover organization with little personnel stability, as has become all too common among less successful local government organizations. In short, if the City is going to prioritize succession planning, this is a key time in which the hardest work must begin so we are truly ready for the changes that will soon arrive. All of the easier, preliminary changes were made during the last two fiscal years. FY 2014-15 is the critical year in which the City must focus on re-organization of department Fiscal Year 2014/I5 Adopted Budget - Page 13 L,••;:J personnel structures in a comprehensive manner that reflects current and future service needs, including refilling of critical, but vacant, positions that are necessary for long term viability. As we begin to prepare for the future and create a path to success, the City's focus is on reorganization of departments to ensure succession planning as our older employees move into retirement. Additionally, some of the reorganization and related new positions are intended to address ever increasing demands related to infrastructure maintenance, span-of-control, oversight, and management concerns. Made possible by modest, sustained revenue growth, the FY 2014-15 budget begins to restore and improve services to our community, which means making strategic personnel decisions in areas where we will leverage the most benefit for each payroll dollar spent. Rather than simply restoring what was lost over the last several years, we have sought to re-engineer our processes and staffing models to get the best return on our investment, and better meet the changing needs of our community. To accomplish this goal, a new process was implemented this year. An internal review board was created to study the opportunities, constraints, and changes proposed by each department and make recommendations to the City Manager regarding priorities. The review team looked holistically across departments in considering all these changes, with the goal of minimizing growth of the full-time workforce and prioritizing those changes that improved services, addressed a critical workload issue, made succession planning progress, and were the most cost-effective. The result of this new process is a set of personnel changes and reclassifications at a total cost of $607,420 including salary and benefits. This expenditure includes the addition of 3 full-time and 2.5 part-time positions. Of this amount, $37,110 is for minor reclassifications for people operating out of class across all departments. Other staffing reductions resulted in a net decrease of 4 full-time and 0.4 part-time positions, for a total staffing change for the year of-1 full-time and +2.1 part-time positions. It is important to note that with these changes the City still remains at more than 110 FTE's fewer than it had in 2007. The specifics regarding these changes are discussed in each department's section of this letter at Attachment A. Some of the key highlights include the restoration of vacant and unbudgeted manager positions in key departments. Partial funding for the Purchasing Manager position will be provided by downgrading the vacant Senior Buyer position and converting a vacant full- time Office Services Clerk position to part-time. Along similar lines, a vacant Senior Building Inspector position in Building and Safety will be deleted to provide funding for the requested Building and Safety Manager. In Community Services, one Superintendent position is proposed to be restored. Offsetting that cost will be the downgrading of the CSD Marketing Manager position. Similarly, with one of the three Senior Accountant positions in Finance vacant, the proposal is to downgrade the vacant Senior Accountant to an Accountant position and create an Accounting Manager. In each of these departments or divisions the intention is to create a true number two or number three position and a clear path of succession, as well as appropriate span of control and internal controls in overseeing multi-million dollar operations. Fiscal Year _2(14'15 \dopted Budget- Page 14 . •;• In Planning, which followed the abovementioned model last fiscal year, it is recommended the Planning Manager position be reclassed to Planning Director and the full-time Senior Planner be replaced with a part-time Planning Manager. Following a somewhat similar vein, Animal Services is proposing to replace the current full time veterinary position with two part-time veterinary positions to increase service to the public from 4 days/40 hours per week to 6 days/54 hours per week and provide better overall relief vet services without the need to use contract relief vets as frequently. Engineering is proposing to add a new Associate Engineer in the Traffic Division to keep pace with the growing demands of this section, including necessary infrastructure upgrades. Finally, the City Manager's Office is proposing to add a Communications Manager position which will serve the entire City organization. With the increasing need to ensure city communications are clear, consistent and have a unified look and feel, as well as the ever growing demands of social media and real time communication, this position will unify public information and marketing into a City-wide information program mirroring the model that is found in other premier cities. Since 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. In order to avoid additional costs of anywhere between $300,000 and $1,000,000 annually, the City chose to reduce most part-time employee hours below the minimum average of 30 hours per week. The City has also created certain key skill level part-time semi-benefitted positions designed to attract or retain professionals that are seeking part-time work as an alternative to leaving the workforce entirely to care for young children or elderly parents, or for other personal reasons. These unique "work-life balance" hybrid positions address the need to retain certain key part time employees who possess skills in high-demand areas that would otherwise require the City to upgrade to full time personnel or face ever increasing turnover and recruitment costs. It is also very much in keeping with our Team RC philosophy of embracing a work/life balance and striving to become the public sector employer of choice. Another significant personnel change 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. Additionally, several positions that were focused on fund development, including rentals, were allowed to attrit out during the downturn. The FY 2014-15 budget proposes to restore one of these positions which specialized in facility rentals at Central Park. Fiscal Year 2014/15 Adopted Budget - Page 15 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 priority, and the services provided under the contract, have 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. The collaborative process between Council, staff and the Police Department to identify and address the law enforcement concerns of our citizenry, emerging crime trends and existing public safety issues has resulted in a 10% reduction in Part I crimes from 2012. This process continues to evolve as a result of continuing partnerships between citizens, public safety, code enforcement and planning. While crime statistics continue 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 the 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 4.76%. This increase resulted in over $534,960 costs unrelated to any improvements in services. Automobile liability, which is self-managed by the County's Risk Management, increased a stunning 68% in FY 2013-14 because the County determined the self-funded program needed to increase by nearly $1.5 million to maintain an appropriate funding and confidence level. For FY 2014-15 the target increase was another $5 million for the pool based on actuarial and claims history. Workers compensation had an increase of 3.7% in FY 2013-14, with another significant increase of 2.8% in FY 2014-15 because it was determined the County was improperly funding ongoing costs. With the demise of the old Ford Crown Victoria, which is no longer produced, the County has switched to new Ford Explorers that will create a series of multi-year cost increases in maintenance for the new marked units which are more expensive to maintain each year ($741 per unit). 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% in FY 2013-14 and 3.96% in FY 2014-15 which was only partially offset by some employee concessions the County negotiated last year. Overall the total contract increase is 5%, or nearly $1,441,720, for the same services; however, total law enforcement costs increased $1,405,320. The abovementioned cost trend is likely to continue for the next several years. Preliminary FY 2015-16 estimates are for additional single digit contract increases including further increases in retirement costs, already negotiated salary increases by the Fiscal Year 2014/15 Adopted Budget— Page 16 L,.�.. County, projected increases in workers compensation costs, and continued phase in of the new vehicle costs. FY 2016-17 should see these costs level out. In order to continually improve services using creative and cost-effective approaches and to complement existing sworn personnel, the City is focusing intensive efforts on technology improvements such as our Public Safety Video Network that can leverage the power of technology to act as a force multiplier. This has proven to be an invaluable tool in helping to monitor and address criminal activity in the Victoria Gardens area. Similarly, we recently added two Bloodhounds to our force of sworn deputies. These highly trained and nationally certified dogs are used to search for missing person, stolen items, wanted criminals and other "lost and found" type activities, thus greatly reducing the time and manpower that might otherwise be needed. Just in their first few months of use this year they have helped solve over two dozen crimes for the City. For FY 2014-15 the City is proposing to add automated license plate readers to our PSVN at major on/off ramps along the 210 freeway and 15 freeway corridors. These devices, already in use in other agencies in San Bernardino County such as the City of Highland, have proven to be valuable force multipliers in solving a variety of crimes related to stolen property, vehicles and burglaries. Finally, one of the more innovative new programs is a partnership between the Rancho Cucamonga Police, Rancho Cucamonga Fire Protection District, and Community Services. This program will enhance Rancho Cucamonga's public safety initiatives by protecting and preserving park and open space areas, enforcing regulations and providing community education through the use of non-sworn personnel. While our parks are generally safe, segments of the population expressed concerns about park safety during our community engagement process for the Community Recreation Needs Assessment and outreach related to our landscape maintenance districts. We know that last year the Police Department received over 1,000 calls for service related to the City's parks, open spaces and trail areas. Using GIS technology to focus efforts strategically, this pilot program will use two part-time, non-sworn Park Rangers as a cost-effective means to enhance public safety in our most heavily used parks, as well as along the Pacific-Electric Trail and the Cucamonga Canyon area. Working closely with the Police Department and Fire District, the Park Rangers will act both as first responders for some low-priority calls for service as well as provide proactive park patrol and regulation enforcement, with the goal being to reduce calls for service to sworn personnel and provide additional eyes and ears in and on our parks and trails. This will provide for an intermediate option to handle many of the more common calls, without pulling away community service or parks maintenance personnel from their duties, and without having to call a police officer in every instance. The pilot program will allow for the effectiveness of the program to be evaluated before a broader program is considered in future years. Beyond public safety, one of the other programs and services that significantly impacted the City's budget in recent years was maintenance and security of the Metrolink parking area. In FY 2013-14 the City spent approximately $237,000 to maintain this area. By way of comparison, however, a recent survey found that only 43% of the riders were Fiscal Year 2014'1; Adopted Budget -- Pate 17 • '• actual Rancho Cucamonga residents. Accordingly, the City has sought ways to have Metrolink riders offset some of these costs, which led to the establishment of a paid parking program at the Metrolink station beginning in FY 2014-15. Metrolink parking revenues are projected to offset these costs by approximately $206,000 the first year. Awards Inherent in any budget is the question of return on investment. There are many ways to measure return on investment and the City puts out a regular Annual Report at http://www.cityofrc.us/residents/pub/rcannual.asp with many performance metrics that indicate activity levels in each department. If you haven't seen the document yet, I would strongly urge you to take a look as it is a revealing look inside the activity of local government. We are also working on some enhancements for that document which we hope to be able to share in another year. Beyond performance metrics, there are many other measurements that indicate return on investment. As alluded to earlier in this message, the City's property values held strong through the recession and now are rising once again. New development activity is increasing substantially. Crime rates are decreasing. And during the last year, the City was the winner of a number of prestigious awards and recognitions. What awards, you say? Well I am glad you asked. Here is just a partial listing: • The Rancho Cucamonga Public Library was recently award the National Medal by the Institute of Museum and Library Services, which is the highest honor any public library can receive in the United States • This past year, the City's Healthy RC initiative was ranked#1 by First Lady Michelle Obama's Let's Move! Cities, Towns and Counties • The California Public Information Officers awarded the Healthy RC Steering Committee an Award of Excellence and the GIS On-Line Armed Services Banner Program and Award of Distinction. • The California Parks and Recreation Society awarded Freedom Courtyard the Award of Excellence in the Park Planning category. • The Inland Empire Economic Partnership awarded Rancho Cucamonga the Red Tape to Red Carpet award for our Solar RC Program which streamlined the process to add solar to homes and businesses in the City. • Rancho Cucamonga was highlighted in the SANBAG Business Friendly Economic Development publication for the Rancho Advantage Program, Fast Track Entitlement Process and the Economic Development Electrical Rate Program. • For the fourth consecutive year, Rancho Cucamonga was awarded a Playful City USA designation for its commitment to creating opportunities for play. • Rancho Cucamonga was awarded a Bronze Level designation as a Bicycle Friendly Community, the first and only city in San Bernardino County to receive this recognition. • The Rancho Cucamonga Municipal Utility (RCMU) received the 2014 Resource Efficiency and Community Service Award from the California Municipal Utilities Association. The award was given to RCMU for the Renewable Energy Play and _-,:meoffiggiMON/WWWWWWWPosorfftzr,- //stir Fiscal Year 2014/15 Adopted Budget - Page 18 L.'=• Yi' Learn Island Project located at the Biane Library at Victoria Gardens. The Project has allowed children and families visiting the library to learn more about importance and origins of renewable energy in alignment with the City's renewable energy goal and the Healthy Earth component of Healthy RC. 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 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, staff recommended in FY 2013-14 that the City establish specific funding for Thoroughbred costs in the Public Works and Police Department budgets so the costs of managing this event do not interfere with regular duties. These costs were initially funded at $89,500 and it is recommended that it be adjusted slightly to $85,000 for FY 2014-15. This funding, although partially offset by ticket revenue, represents the costs to manage this event and maintain public safety. 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 emergencies occur, they can be responded to in an appropriate and timely manner. Along with the Holiday Light Display, another growing special event in Rancho Cucamonga is the hiking season in Cucamonga Canyon. Typically associated with the Memorial Day through Labor Day time frame, access to and use of Cucamonga Canyon and Sapphire Falls has grown tremendously in the last several years. During the busy times, several hundred people a day may visit this local natural attraction. Few of them unfortunately realize that Sapphire Falls has been closed for going on two years now, partly due to fire danger and also the tremendous environmental degradation caused by the crowds of people. Vandalized by graffiti to the point of being unrecognizable, and covered in trash strewn by visitors ill prepared for the hike and rough terrain, the City and Fire District have partnered with the US Forest Service and local volunteers to clean this area up and manage the impacts on adjacent neighborhoods. The Cucamonga Foothills Fiscal Year 201 4/15 Adopted Budget - Page 19 0: .• :_,.J Preservation Alliance is a local non-profit which is affiliated with the Rancho Cucamonga Community Foundation and has a goal of cleaning and preserving the Cucamonga foothills. These dedicated volunteers have hauled out over 150 bags of trash, removed unsafe ropes, installed guard rails and sandblasted graffiti from rock walls. For its part, the City now budgets $45,000 in dedicated overtime and other funds for Public Works and the Rancho Cucamonga Police Department to patrol and maintain this area; the Fire District spends additional resources on emergency rescues in the canyon each year. Whether it is issuing cites for parking in permit parking areas, enforcing the City's new paid parking zone on Almond, picking up trash, installing signage and enforcing no trespassing and forest closure areas, this effort has now reached a level of significance to enable it to have dedicated funding. 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 2014 City Council Goals and Objectives can be found at the end of this Budget message as Attachment B. The main overarching goals for 2014, however, which City staff used to guide the development of the FY 2014-15 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. • 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 Fiscal Year 2014/15 Adopted Budget- Page 20 L.;•;• 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. 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. ret Fiscal Year 2014/15 Adopted Budget - Page 21 •• L. ••J Operating Budgets The operating budgets in Rancho Cucamonga are comprised of the following: • 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 2014-15 is projected to be $69,162,990, which is $3,922,500 or 6.0% higher than in FY 2013-14. The City General Fund's top seven revenues include the following and represent 90.7% of total revenues: • Sales Tax • Vehicle License Fees (VLF and Motor Vehicle In Lieu) • Franchise Fees • Property Tax (includes post-RDA property tax and property transfer 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 38.4% of total General Fund revenues, continues to grow, but at a very modest rate, indicating that prudence and vigilant monitoring is key. The sales tax forecast (including Prop 172) for FY 2014-15 is $26,561,740, which is a $260,570 or 1% increase over FY 2013-14. Vehicle License Fees and Motor Vehicle In Lieu fees have increased $127,210 or approximately 1% from FY 2013-14 primarily due to slight increases in the City's assessed valuation. Franchise fees have increased $368,480 or 6.1% from FY 2013-14, primarily due to increased utility rates, rather than any significant growth in residential units. Property Tax revenues have increased modestly overall by$233,280 or 4.1% from FY 2013-14 due to the County's annual inflation adjustment combined with new secured properties being added to the tax roll and positive home buying activity. Development fees have increased $1,083,130 (excludes special services fees) or 37.9% from FY 2013-14, driven primarily by increased development activity throughout the City.. Business License revenues are anticipated to remain at their FY 2013-14 Adopted Budget level. The Transient Occupancy Tax has increased $454,470 or 21.4% from FY 2013-14 Fiscal Year 2014/15 Adopted Budget — Page 22 L•••,;J driven by strong occupancy rates of nearly 81% citywide. With the recent Planning Commission approval of a new 126 room business class hotel at 6th Street and Haven Avenue, this revenue source gives reason for continued future optimism. Overall, most of the City's key revenues continue to grow, albeit at conservative levels, which is to be expected in a mostly built out environment. The days of large growth and significant annual increases are not likely to recur again. The City is continuing the process of slowly building up its use of operating revenues for things like street and sidewalk maintenance, asphalt and concrete repair, tree trimming, and other key infrastructure maintenance operations. The City has reached a point in its development where it is no longer growing significantly, and what was once new has now become mature. Prudent and regular replacement and repair of infrastructure, including facilities and landscaping, is required in order to ensure that as the City ages it does not develop a backlog of deferred maintenance from which it can never catch up. Included in the FY 2014-15 Budget is the planned use of the 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$216,000 will be utilized from the Sphere of Influence Reserve primarily to provide one-time funding for an EIR related to the future annexation of the 1,800 acres at our northern boundary. Changes in Operating Budget– City General Fund $75,000,000 $70,000,000 NEE I $65,000,000 I I f"1 I I $60,000,000 , $55,000,000 1 1 1 1 1 1 1 1 1 1 1 $50,000,000 - $45,000,000 - — — -- -.- -- � Fiscal Year 2014'1; :'Adopted Budget - Page 23 Reduction in Usage of Reserves - City General Fund $1,400,000 m $1,200,000 $1,000,000 $800,000 $600,000 - $400,000 b ' - $200,000 — 2007/08 2008/09 2009/10 2010/112011/12 2012/13 2013/14 2014/15 ■Economic Circumstances Rsry ❑Interest from Fund 025 ❑Insurance Reimb from Fund 025 Fire District and Library Funds. The principal 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. The Fire District General Fund Property Tax revenue has increased by $1,986,300 or 10.6% from FY 2013-14, due to the County's annual inflation adjustment combined with new secured properties being added to the tax roll and positive home buying activity. Additionally, a larger percentage of the post-RDA property tax revenues are being allocated to the Fire District General Fund resulting in a corresponding decrease in these revenues being allocated to the District's Capital Reserve Fund. The same strong fiscal discipline that was in place originally, when redevelopment pass-through dollars were set aside for future capital and facility replacement, remains even after the dissolution of redevelopment. The Fire District is contributing nearly $1,770,000 into reserves during FY 2014-15 to pay for future capital equipment, facility maintenance and other needed capital and facility infrastructure growth and replacement. Due to the additional revenues being received from the former Redevelopment Agency, the Fire District is continuing the fee suspension for its Inspection Program that was established in the prior year. This program, which was approved by the City Council/Fire Board in April 2013, assists the business community by not collecting fees for basic fire permits and initial inspections. This reflects the District's strong commitment to economic development in Rancho Cucamonga. Fiscal 1.car 2014'15 .\dohted Budget - Page 2 IL, J Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) remained relatively constant compared to FY 2013-14. However, the revenues for CFD 85-1 decreased approximately 2.9% due to the completion of tax roll adjustments that were being finalized at the end of the prior fiscal year. Even with these adjustments, no increase in CPI was required for either of the CFDs. This reflects the District's commitment to maintain CFD rates without CPI increases to the extent practical. It is anticipated that CFD 85-1 will utilize $897,820 of reserves to fund the operational budget for FY 2014-15, as the District continues to realign its revenues and expenditures to the new post-redevelopment norms. See additional discussion below under "Operating Budgets Analysis." Changes in Operating Budget— Fire District $32,000,000 $30,000,000 I $28,000,000 fr . $26,000,000 . I $24,000,000 I1 . ® . ■ ■ ■ I $22,000,000 It . . ® I . III I $20,000,000 INV 2008109 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 •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 S 2007/08 2009/10 2011/12 2013/14 T •Use of Fire District Operating Reserves - Fiscal Year 201415 Adopted Budget — Page 25 The Library's Property Tax has increased $129,220 or 3.8% from FY 2013-14. The FY 2014-15 budget continues to include the statutory pass-through payment from the County, formerly paid by the now dissolved Redevelopment Agency. Changes in Operating Budget- Library Fund $5,000,000 0 $4,500,000 Irr $4,000,000 $3,500,000 ' I 1 1 I II $3,000,000 :r 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 L•Library Budget Operating Budgets Analysis The economy continues to improve, however, in Rancho Cucamonga the growth is occurring at a slow and steady pace. This is consistent with what would be expected in a built-out community and bodes well for long-term sustainability. The following are recommendations for the FY 2014-15 Operating Budget: • City General Fund Budget. Overall, the FY 2014-15 General Fund Budget is $69,162,990 and for the third year in a row does not require the use of General Fund reserves. The operating budget represents a $3,922,500 or 6.0% increase from FY 2013-14. The Police Department's budget increased $1,405,320 overall due primarily to increased public safety pension and labor costs as well as changes in workers compensation. The budget has dedicated $607,480 to go into the City's Capital Reserve as part of the City's ongoing commitment to set aside funds each fiscal year for capital expenditures • Fire District Budget. The recommended FY 2014-15 operating budget for the Fire District is $31,274,530. This is a $2,680,280 or 9.3% increase over FY 2013- 14. The budget is balanced without the use of reserves for the Fire General Fund; however, reserves in the amount of $897,820 will be used for CFD 85-1 to offset revenue reductions mentioned above. The draw-down of CFD reserves for the second year is part of the larger effort to realign Fire District revenues and expenditures in light of the new post-redevelopment revenue norms. The budget . -. . Fiscal Year 2014/15 Adopted Budget - Page 26 .' also incorporates fixed operating cost increases such as insurance and communications, and redistributes operating expenses in various areas. • Library Budget. The FY 2014-15 Library budget is $4,222,020 which represents an increase of $83,830 or 2.0% from FY 2013-14. Similar to the Fire District, Library revenues are primarily property tax related. City Operating Budgets City General Fund, Fire District Funds and Library Fund Animal Care Building&Safety Governance 2 42% Fire &Services 1.79% Admin.Service• Community 29 88% 2.87% 10.42% Development 0.18/° Community Services --. 4.47% -111111111111111111111111111111111 — kIIIIIIIIIt Engineering Services 1.96% Public Works Police Planning Services 30.35% Library 1.98% 9.40% 4.03% Special Districts 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. These districts play a key role in the City's budget. Rancho Cucamonga is a post-Proposition 13 City, having the dubious distinction of being one of the first cities to incorporate after Prop 13 was approved by the voters. Unlike many adjacent local governments, which are far older have property tax rates between $.15 and $.20 per dollar of property tax collected, the City collects only $.05 per dollar of property tax. This amounts to roughly $6.4 million annually and is shared between the City General Fund and the Library Fund. Obviously with a $69 million General Fund budget, most of the expenses are not covered by property tax. In fact, in Rancho Cucamonga's early days, a key decision was made to have new development pay its own way. Thus, whether it was infrastructure such as streets, new parks, trails or other public improvements, virtually all new development in the City was part of one or more special districts created to help ensure that sufficient funds, over and above property tax, were collected to fund police, library, community services, public works and the many other general fund services of the City. Fiscal Year 2014/I 5 Adopted Budget - Page ?7 L%:. J•1 Most of these districts were created prior to Proposition 218 in 1996, and thus have no index to adjust for rising costs. In the early years, the City Council would review each district's budget annually and if necessary adjust assessments by small incremental amounts to keep pace with expenses. Once Prop 218 passed, the ability to increase rates now rested with the property owners who paid the assessments in each district. Without an index to adjust for rising costs, many of these districts were fiscally stable only so long as they were growing and adding new properties. That growth has largely ended and the City is now mostly built out. As a result, in recent years many districts have started to show significant signs of financial stress. In order to ensure that each district can remain financially self-sufficient, staff has brought forward plans to systematically address these problems in the troubled districts. Over the last several years, LMD's 2, 4R, 6R, and 8 have been studied to update their rate structures and put in place new formulas that provide for modest increases in costs over time. Ultimately, property owners approved increased rates in three of the four districts (2, 4 and 6), and did not approve new rates in another district, resulting in maintenance reductions in that area (LMD 8). In terms of single family rates, LMD 2 went from $420 per year before the assessment increase approved by the voters to $462 per year after the increase. LMD 4R had a similar increase from $252 before the assessment increase was passed by voters, to $380 after the increase passed. Even LMD 6R, one of the smaller districts with only 1,300 properties, went from $247 to $390.65 per year. Ultimately, the majority of over 111,800 property owners in these three districts chose to increase their assessments in order to maintain and preserve the many public amenities that contribute to their property value. At the conclusion of the LMD 2 ballot process in June 2013, staff immediately began work in the next challenged area, broadly defined as the West-side Districts, where PD 85 (Heritage and Red Hill Parks), LMD 1 (8 parks and various green spaces/trails), and SLD 2 (local street lights) have overlapping boundaries and significant structural deficits. This large area has more than 29,000 properties and a population of over 100,000 people. At the present time, assessments in this area range from $0 per year to $163 per year or more for single family property owners; commercial/industrial and multifamily properties are also assessed various rates. The difference in assessments are actually unrelated to any benefit derived from the amenities on the west side of town, but rather are related to when that property was developed. A proposed plan to replace these districts with eight new community-based districts, with single family assessments ranging from $36 to $257 per year, was presented to the community as part of an initial outreach effort in FY 2013-14, but a January 2014 survey showed that the majority of property owners were not interested in supporting a new and higher rate structure at that time. To address the remaining budget shortfalls, in February 2014 the Council approved a series of budget balancing measures designed to reduce costs but still preserve core services in these areas. While the implementation of those budget balancing changes is ongoing, including the redesign of a more sustainable Red Hill Lake, the Council directed staff to continue and even enhance public engagement regarding the proposed West-side districts plan. Work will continue on this project into FY 2014-15, and staff anticipates re-evaluating the Fiscal Year 2014/15 :'Adopted Budget- Page 28 community's feeling about the proposed West-side plan during the second half of the fiscal year. In four of the City's newer districts, rate increases are recommended for FY 2014-15 and are assumed in the revenue projections contained in this budget. It should be noted that rate increases are only recommended where they are necessary to maintain a structurally balanced budget. Modest increases when needed provide fiscal stability, and help to avoid the structural imbalances that plague some of our other districts, particularly those that have no mechanism for regular rate adjustments. The recommended changes this year include the following: • LMD 4R (Terra Vista) -An increase of 3% is recommended, which equals $11.40 per home, per year. This is the first rate increase since property owners approved a new rate structure in 2010. Since that time, with the approval of new rates came new investments in improvements in area amenities, such as ball field fence replacements, LED paseo lighting replacement, and curb repairs. The FY 2014- 15 budget also includes playground and ADA improvements at Spruce Park, a new playground seat wall at Ralph M. Lewis Park, and the design and installation of drought tolerant planting areas throughout the district. • LMD 6R (Caryn Communities) - An increase of 2.1% is recommended, which equals $8 per home, per year. Modest increases will likely be needed in this small district year, as it continues to recover from its previous deficit position and years of deferred maintenance. • LMD 10 (Rancho Etiwanda) - An increase of 5% is recommended, which is the first rate increase since 2008. This district has a significant deficit and will need regular rate increases over the next several years in order to close the budget gap over time. This rate increase equates to $30.81 per home, per year. • CFD 2000-03 (Rancho Summit parks) - Rates have not been adjusted here since 2008, and a significant budget deficit of approximately 40% exists. In order to begin to close that gap and recover from the deficit position before reserves are depleted, a 14.63% increase must be implemented this year, which equals $146.36 per home, per year. Recognizing that this is a large increase, staff did evaluate the impacts of stepping into this rate increase over two years, but the analysis showed that would not allow the district to return to a positive financial position. This rate increase impacts approximately 400 property owners. 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 Fiscal Year 2014/15 Adopted Budget - Page 29 L.: 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 2014-15 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: • The long-awaited I-15/Base Line interchange project will begin construction later this year. This is a $52.6 million project, funded by Federal and State transportation funds, Measure I funds, and local bond funds. The contract is anticipated to be awarded by SANBAG on June 4, 2014, with construction to be begin by September. Construction will take 2 years to complete and will greatly improve traffic flow and safety at this critical intersection. • The extension of Wilson Avenue is a $3.2 million project which will extend Wilson Avenue from Wardman Bullock to East Avenue. This project, will greatly alleviate traffic flow in and around the Banyan/East Avenue area and is expected to commence construction in Fall 2014 and be finished by Spring of 2015. • 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 children's' 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 using $3.9 million in Proposition 84 grant funds to build a 3.4 acre neighborhood park for Southwest Cucamonga. This park will be located on the east side of Madrone Avenue between Arrow Route and 9th Street. No other neighborhood park exists within a 1/2 mile radius for this mostly lower income neighborhood. • Design for the long-planned Fire Training Facility at Jersey Station will be completed in FY 2014-15. This facility will greatly expand the District's ability to train in realistic situations including a training tower, classrooms, a live burn building, other training props and a multi-story training building. The new facility will also incorporate sustainable design elements such as solar power generation. • Fiscal Year 2014/15 Adopted Budget - Page 30 • An LED Street Light Enhancement Project should be completed 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 Utility Underground Project is scheduled to begin construction on Base Line Road from Carnelian Street to Vineyard Avenue. This project, using Rule 20A undergrounding monies, continues the City's commitment to undergrounding overhead utilities along major transportation corridors. Final design is proceeding on another project along Arrow Route from Bear Gulch to west of Archibald Avenue, with construction scheduled for FY 2015-16. • A major Utility Line Extension for RCMU will run along Arrow Route from Rochester Avenue to Etiwanda Avenue. This line extension will power two new industrial logistics centers currently under construction as well as potentially allow RCMU to serve other nearby new developments. Similarly, a line extension is proposed along Haven Avenue from 6th Street to 8th Street to serve a new hotel that will soon break ground as well as other nearby new development on vacant parcels. • Construction of a Traffic Signal and Street Widening improvements at Hellman Avenue and the Metrolink Tracks is also proposed. This project will improve traffic flows, circulation and pedestrian safety by widening the road, adding a traffic signal and installing sidewalks. • Multiple Traffic Safety Improvements are included in the CIP budget including new signals at 6th Street and Utica Avenue and Carnelian Street at Banyan Street. The Milliken and Day Creek Boulevard traffic signals will have their left turn phasing upgraded to protective phasing only and various hardware and software along Base Line Road and Foothill Boulevard at multiple intersections will be upgraded to help integrate these areas into the City's Traffic Management Center. The CIP includes other projects that are necessary to preserve our facilities and infrastructure. These projects include the reroofing of City Hall; landscaping and lighting upgrades to improve efficiency at the Civic Center; HVAC improvements for the Police Department and ADA improvements at Etiwanda Creek Park. Fiscal Year 21)14'15 Adopted BBuclget - Page 31 L•••.•J Fiscal Summary The FY 2014-15 Adopted Budget is a product of past and continuing fiscal discipline enhanced by a recovering economy. The following is a summation of all FY 2014-15 City Budgets: City General Fund $69,162,990 Library Services $ 4,222,020 Fire Protection District $36,081,010 Special Funds including CIP $62,417,580 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 37 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. . . �� Fiscal Year 2014/15 Adopted Budget -- Page 32 Attachment A Department Budgets Police Department Since incorporation, law enforcement services in the ;,' r.•:: . %- '.' ' - , ti City have been provided through a contract with the San ' ' .. Bernardino County Sheriffs Department. The low crime �. .:w' .�,, 't�-" rate that the City continues to enjoy is a direct result of •��;=` ) rr{�� - 'fm ' the hard work and dedication of the men and women of W ' • � the Police Department and the positive interaction and • participation by the community in crime prevention • - . I �1 activities. The collaborative process to identify and address the law enforcement concerns of our citizenry, -' emerging crime trends and existing public safety issues ;,' , -� has resulted in a 10% reduction in Part I crimes in 2013 - ;,,.--Amow from 2012 levels. The Public Safety Video Network ". (PSVN) is a successful byproduct of this collaborative process and just one example of the many evolving technologies and innovative strategies being used to help ensure Rancho Cucamonga remains one of the safest communities in California. 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 2014-15 Budget Highlights • Continue deployment of the Bloodhound Teams. In FY 2013-14 the Department added two bloodhounds assigned to existing deputy sheriff positions, and those teams have saved significant man hours searching for fleeing suspects, missing children and adults. These teams have also earned the Sheriffs Department award for Meritorious Service and recognition from the State Attorney General. The funding for the teams will also continue and be significantly less than the start- up costs from FY 2013-14. • Continue to utilize the Threat Assessment Team and provide continued Active Shooter Training. The deputies assigned to this program oversee and present the 9 p 9 p 9 p on-going Active Shooter training with the Fire District and they conduct on-site iirffilt Fiscal Year 2014'15 Adopted Budget - Page 33 ;L• ': J threat assessments. To date, they have completed assessments of every high school and middle school campus and will be focusing on the remaining schools, city buildings, and high value infrastructure in the coming fiscal year. • Add fixed license plate readers at strategic locations throughout the City. This will help catch and solve many crimes including vehicle burglaries and thefts. • Full year of staffing for grant-funded Deputy to combat vehicle burglaries. In FY 2013-14 the Department received matching grant funds for a deputy sheriff position whose assignment was to focus on reducing vehicle burglary thefts. As a result, the City realized a reduction in these felonies by over 20% because the dedicated deputy was able to concentrate efforts focused on these crimes, including conducting surveillance on suspected burglars and arresting them as they committed additional offenses. This position will continue through FY 2014- 15 and should experience similar success, thereby having a positive impact on our vehicle burglary rate. • 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. • The Public Safety Video Network is operational and going into the final phase (accessibility). Our on-going commitment to use technology as a force multiplier to better investigate and solve crime will continue with additional Automated License Plate Reader technology. This project, which was initiated in FY 2012-13, was delayed due to a Sheriff's Department technology team review but is now ready to proceed in FY 2014-15. This phase will be co-funded with grants and asset seizure funds. • With the looming sunset of Senate Bill 731 on January 1, 2015, the regulation of massage establishments has presented cities and law enforcement with unique challenges. While many are legitimate enterprises, law enforcement throughout the state report an increase in prostitution and human trafficking investigations associated with the massage industry. The Rancho Cucamonga Police Department has dedicated resources to work in conjunction with code enforcement and planning over the coming months to address businesses that provide massage services while providing a safe and legal environment to conduct business. Fiscal Year 2014/15 Adopted Budget - Page 34 Fire District Budget The Fire District (District) enters FY 2014-15 with a balanced General Fund budget. Once again, the District will fund operations without a rate increase in either of its Community Facilities District (CFD) assessments. Additionally, the first full year of the suspension of Fire Prevention Permit Inspection Fees has been successfully implemented. The District's operating budget fully funds Prevention Bureau operations and the fee suspension has been well received in the business community as an aid to - our small and medium size local businesses who are still n'•'`'* recovering from the economic downturn. The budget for FY 2014-15 shows an increase in revenues and expenditures. The District will continue to maintain �,.. reserves, primarily to provide the means to fund capital ' ,� ► projects, such as the training center and 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 District to continue providing premier _ .- _ emergency response, risk reduction, and emergency 11, management services to the community. The "pay as you g :lb- go" approach, which Rancho Cucamonga has used since _. ' incorporation, continues to 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. Exciting technological advances are coming to the District to better serve the community. One such improvement is the use of pictometry, an advanced mapping and aerial photography product that will enhance the District's response planning and emergency management capability. In a collaborative effort the District will share this technology with the City and Police Departments for their use as well. The District is expanding the use of smart phone and tablet technologies throughout the organization. Each unit will be equipped with an iPhone and iPad. Together these devices extend the effectiveness and efficiency of District resources. District maps and certain response information will be loaded onto the iPads, alleviating the need for expensive printed maps. The iPhones are each equipped with an application called Active 9-1-1 which enables the phones to receive incident and call routing information straight from the dispatch center. The phones also enable crews to take photos in the field and transmit them real-time to command personnel and in the near future to hospitals to help improve scene management and patient care. Along with the rest of the City's Community Development Departments, the Prevention Bureau will 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 Fiscal Year 2014/15 Adopted Budget Page 35 'L' . •;: 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. The District will continue with several on-going capital projects including major renovations occurring at the Jersey Station, Banyan Station and the Fire Maintenance Facility and the design work for the Training Center at the Jersey Fire Station. The District will also be participating in a solar project with other City facilities with the Banyan and Day Creek Stations expected to be outfitted with cost saving solar technology. A ladder truck is in the process of being built for the Jersey Fire Station, to replace the older unit there which has exceeded its recommended number of years and/or mileage under National Fire Protection Association standards and will then be placed in reserve status. This will provide the District with a reliable back-up ladder truck, which it does not currently possess. The Emergency Management program continues to expand as interest from citizens and businesses increases. The Community Emergency Response Training (CERT) and Business Emergency Response Training (BERT) programs are key elements of Ready RC. The program has also reached out to other entities and for the first time is providing its services on an enterprise basis. Like all areas of the City, the Fire District is reorganizing its traditional staffing and management model to better respond to current and future service demands. The FY 2014-15 District budget includes a small number of strategic personnel changes, including the reclassification of a Mechanic to a Lead Mechanic to fill a supervisory role in the fire shop, and a reorganization of the administrative staff that has no net cost or additional personnel, but reclassifies personnel to match the work duties of that division. The Proposed Budget does envision upgrading the vacant part-time Management Aide in the Emergency Management division to a full-time Management Analyst I/Emergency Program Specialist position, which is necessary to support the expanding ReadyRC program, including the very successful CERT and growing BERT programs. This position is also important to build redundancy for the Emergency Management Coordinator, a need that was previously identified but then confirmed during the recent Etiwanda fire. The District will be improving and consolidating its Technical Rescue program by permanently assigning trained personnel along with highly specialized equipment to the Banyan and Day Creek Fire Stations. While all members of the District have basic training in rescue operations specialized skills and equipment are required for more technical challenges including trench and building collapses, confined space rescues, water rescues and high-angle rope rescues. The District has been a leader in the region in Technical Rescue capability operating a State certified Type 1 "Heavy" Rescue company. To ensure this resource is properly staffed and equipped everyday additional personnel are receiving the required training and being assigned to specified stations. Fiscal Year 201-11 5 Adopted Budget - Page 36 L.: .•J To enhance the advance life support capacity of the District's response units six existing personnel are being certified as Paramedics. This enhancement is made possible without increasing overall staffing due to the dedication and diligence of several employees who on their own time and expense have successfully completed the rigorous training to qualify as paramedics. This will enable the District to ensure at least two of the three responders on each unit function in the dual capacity of a firefighter and paramedic on a daily basis more often. The Prevention Bureau will also be reorganized to improve its efficiency and effectiveness in delivering services that protect life and property, sustain economic vitality and improve the quality of life of our citizens. Responsibilities and reporting arrangements will be reassigned to ensure program continuity, chain of command efficiency and succession planning. Administrative Services Group The Administrative Services Group consists of Administrative Services Management, Finance, Geographic Information Services, Human Resources, Information Services, and Purchasing. The Human Resources Department manages the City's ' personnel and risk management functions. The Department provides the leadership, direction and support • required to attract, retain and develop quality employees '' for the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. 1. The Personnel Services Division of the Department is responsible for the following elements of the Human Resources program: 34 • 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 ••Fiscal Year 2014/15 Adopted Budget- Paige 37 L. ;J • Safety/Loss Control • Employee Wellness The FY 2014-15 Budget Highlights include: • The Human Resources Department managed a smooth transition as the City implemented both retirement and healthcare reform laws during the prior fiscal year. A key focus for the Department in FY 2014-15 will be the tracking and reporting of the Affordable Care Act and updating City policies and procedures to ensure compliance with all mandates. • Integrate Injury and Illness Prevention Program Training into the onboarding process. • Complete FLSA audit initiated in prior fiscal year. • Coordinate review of the City and Fire District's insurance coverage including liability, employment related matters and workers compensation. This review will focus on ensuring both agencies have appropriate coverage at the best possible cost. • Work to improve the efficiency and effectiveness of HR practices and procedures in order to provide better service to internal and external customers. The Finance Department is composed of four divisions, including Accounting, Budgeting and Financial Reporting, Business Licensing and Treasury Management. . Among the many duties of the Finance Department, it provides for the administration of financial j-- activities such as payroll, accounts ti t! f f-0 • • payable, accounts receivable, audits, '':,.Ly �" r ' preparation and monitoring of the '�`' t t • `# budget, revenue recording and}. ;6-�. ~ tracking, preparation of financial Of#r ' statements and the establishment of a 1Z fixed asset inventory. Finance is also responsible for business licensing and -4 treasury management. For 26 years running, the Finance Department has received the Government Finance - ` "` • Officers Association (GFOA)'s /4 • Certificate of Achievement for Excellence in Financial Reporting. This award recognizes excellence in financial reporting by state and local governments and is the highest form of recognition in governmental accounting and financial reporting. Additionally, the Finance Department has received the GFOA's Distinguished Budget Presentation Award which recognizes r� Fiscal Year 2014'15 Adopted Budget - Page 38 L.••;:� excellence in publishing a budget document and is the highest form of recognition in governmental budgeting. The Finance Department's accounting staff has historically included three Senior Accountants. Over the last seven years, these positions have turned over six times, an unusually high level of turnover due primarily to outside promotional opportunities. The complexity of work in accounting, especially in the area of payroll, and budgeting/financial reporting has grown exponentially as a result of the ever-growing regulatory requirements, and the City's finance staffing level has not kept pace with the increased workload. By adding a new Accounting Manager and downgrading a vacant Senior Accountant to Accountant, we can create promotional opportunities and provide a more realistic and sustainable workload for accounting staff. This also addresses the need for succession planning in the Department by creating a clear second in command to the Finance Director and allowing opportunities for employees to cross-train with other senior staff that are nearing retirement. With financial stability a key goal of the City, the adequate staffing and continuity of operations in this core support department are essential. One of the key divisions in Administrative Services is the Purchasing Division. Under the City's Municipal Code, Chapter 3.08, Rancho Cucamonga has established centralized purchasing and procurement to ensure open and fair competition, establish efficient procedures to procure supplies and equipment and assure the quality of purchases at competitive prices. A small division, Purchasing was riir traditionally run by a Purchasing ' '• " °. f Manager who was charged with =e� 1 14: directing the City's purchasing program, 4' •supervising all purchasing employees, ; .'' ¢ ,, _ r and establishing and maintaining ! ~ ` methods and procedures for efficient and economical functioning of the .. h, purchasing program. As an example of what can happen when succession planning is not in place, the City has fAr held its Purchasing Manager position vacant for the last 4 years during the Great Recession in order to reduce costs. Filling essentially two positions, the Senior Buyer was charged with running the division as well as administering difficult procurements for complex and expensive equipment. The City recently lost its Senior Buyer who had started her career with the City and moved on to a neighboring agency as their new Purchasing Manager. These two key losses have severely impacted the Purchasing Division, and in turn the operation of the line departments that it supports. As a result, it is being recommended that the Purchasing Manager position be refilled. With responsibility for managing millions in procurements annually for the City and Fire Fiscal Year 2014/15 Adopted Budget — Page 39 District, the restoration of the Manager position is important to overall City operations; the backlog in buying processes has a direct impact on the ability of all city departments to deliver on projects and provide basic services. By reorganizing the division to delete a vacant Mail Clerk position, downgrading the vacant Senior Buyer to Buyer II, and reducing some part-time hours, the Purchasing Manager position can be restored without adding to the overall full-time personnel count in this division. The Information Services Division consists of multiple divisions including Administration, Systems Support, Enterprise 4iit Applications, Network Services and Customer Support. _ Information Services is charged with managing and continually improving the web of computers, tablets, printers, copiers, mobile devices, and network backbone that are at the core of I operations across all City departments. In FY 2014-15, one of the key projects the Information Services ,' Division will focus on is assisting the Community Development departments in developing electronic document submittal and review services for the Accela Automation land management software. Additionally, staff will focus on replacing aged computer network equipment, central computer servers, and data storage systems that support computer services for staff and the public. Electronic TV displays in City Hall conference rooms to display audio-visual content during meetings will be added to replace the old screens/projectors which are now obsolete and breaking down. I.S. will also lead an upgrade to the IFAS finance, procurement, human resources, and time and attendance application and incorporate various enhancements to the City website, including a customizable mapping module, custom reports, streamlined top-level navigation, and Google Analytics to highlight popularly viewed content for the community. Finally, as in other areas, the City is taking advantage of opportunities to reorganize the Information Services Division and streamline its operations. When two vacancies in the Network Services section occurred recently, an opportunity arose to evaluate the most efficient way to provide these services, By bidding out this work and contracting with a private company, these services can be provided at a savings of approximately $150,000 annually. Accordingly, two IS positions are not funded in the FY 2014-15 budget, reducing the overall number of positions in the division. The GIS/Special Districts Division consists of the GIS Mapping division, Special Districts Administration and REGIS Connect (Rancho Cucamonga Geographic Information Systems) enterprise, which was approved by the City Council in 2012. REGIS contracts with other agencies to provide contract GIS services and is currently in the middle of a contract with the Town of Yountville, in Napa County, to create GIS base maps and provide the full spectrum of GIS services to the Town. 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. For our own City, the Division provides a large variety of services to all departments, helping them to integrate GIS tools into their daily work and automate otherwise manual and labor- .;. :. Fiscal Year 2014/15 Adopted Budget- Page 40 •-.•� intensive activities. Further, the Special Districts Administration ' -.•_ F"' division oversees the revenue 14404 f• fit. collection and budget administration 614.m...' PA' W.-. for the City's thirty-eight special assessment districts: eight Street I ' Lighting Districts (SLDs), eleven 4 -i- Landscape Maintenance Districts p irbuR LOCAL (LMDs), two Assessment Districts, ''"•vtRortuif- fifteen Community Facilities c Districts, one Benefit Assessment District, and one Park and N,(4., Recreation District. Animal Care and Services With a mission of building a community in which every adoptable pet finds a home, the Animal Center's focus has been on strengthening the overall operations of the Department and expanding community partnerships to build a solid foundation for future growth of programs and services that will better serve the animals and people in our community. 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; g foster care; community outreach; public * .. spay/neuter voucher program; and ,, ' , community information/ education products 1 �'• to advance the Center's goal of building a .a `, community in which every adoptable pet finds a home. . (1 # 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. Fiscal Year 2014/15 Adopted Budge) Page 41 FY 2014-15 Budget Highlights • Expand offsite dog licensing and vaccination clinics to improve the license canvassing program to increase licensing compliance, generate educational opportunities, and increase community interaction. • Revise the spay and neuter voucher program to include low to no cost spay and neuter programs for animals belonging to residents with hardships. This program is made possible due to expanded fundraising efforts. • Continue working to create 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 that was approved in September 2013. Veterinary services are a critical part of the Animal Center's 7 day per week service delivery. The Center has had one full-time Veterinarian to provide medical services 4 days per week, and has used contract relief vets to provide coverage for employee days off and after-hours emergencies. In FY 2014-15, the Animal Center will delete this full- time position and instead fund two part-time positions for a total of 54 hours, 6 days per week. This new staffing model will provide two more days of veterinary coverage per week at the same approximate cost, and is also expected to reduce emergency vet care costs. City Clerk/Records Management Department: Though it is the smallest city department, composed of a City Clerk, Assistant City Clerk and several full and part-time support personnel, it has a vital mission related to public access of records and other documents. 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. Fiscal Year 2014/15 Adopted Budget - Page 42 L.• ;:J• During FY 2014-15, the Department will assemble and distribute at least 24 agenda packets for the Rancho Cucamonga Fire Protection District and City Council averaging 300 pages each, attend the meetings and provide minutes and action agendas. Of critical note, the biannual municipal election is scheduled for November 4, 2014. During this period the City Clerk is responsible to work with potential candidates for City Council to ensure compliance with relevant filing periods, campaign disclosure requirements and other regulatory deadlines. City Management The Rancho Cucamonga City Manager's office includes the City Manager and Assistant City Manager. The City Manager is the administrative head of day-to-day city government, equivalent to the Chief Executive Officer of a private corporation. Hired by the City Council as one of two direct contract employees, the other being the City Attorney, the City Manager reports to the City Council, who sets the policy direction of the City, including long-term goals, much as would a Board of Directors in the private sector. The City Manager is assisted by the Assistant City Manager to ensure there is adequate span-of-control and oversight for all thirteen departments and 300+ employees. Together, these two individuals enforce municipal codes, direct daily operations of the City, make recommendations to the City Council, prepare and monitor the municipal budget, appoint and supervise all City department heads and employees and supervise the operation of all City departments. Rounding out City Management are several levels of personnel in the Management Analyst track along with several clerical support personnel. These individuals help staff the Healthy RC division, Community Information Program, Legislative Affairs Program, Green RC Program, Cable Television Franchise Administration and Ombudsman programs. City Management continues to lead Rancho Cucamonga 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 by the City Manager's Office. Healthy RC has implemented major initiatives to improve access to healthy food and physical activity, such as promoting healthy dining, farmers markets, and Complete Streets. This past year, the City's Healthy RC 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 Healthy Dining Program, which recognizes 113 participating restaurants that provide healthy menu options for adults and children, and the Bringing Health Home Program, which assisted 600 families with the purchase of fresh produce at local farmers markets. During FY 2013-14, staff began developing a comprehensive strategic plan for Healthy RC to identify what issues the City should focus on and which groups to target for health improvement in the future. The process for developing the Healthy RC Strategic Plan was community-driven and included stakeholder meetings, key partner interviews, a Healthy RC survey, and a community forum and City Council workshop. Over 32,600 individuals were represented by the groups involved in the stakeholder meetings which equates to approximately 1 in every 5 Rancho Cucamonga residents. • - • 'seal ear 2614/15 Adopted Budget - Page 43 L. •;:� Through the Legislative Affairs Program, staff provides support for the City Council's active role in the League of California Cities as well as support for the Mayor Pro Tern's leadership of 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 Tern Spagnolo became Vice President of the League's Inland Empire Division and Council Member Steinorth became Vice Chair of the Legislative Task Force. Mayor Dennis Michael is a Statewide At-Large League of California Cities Board Member as well as Vide-Chair of San Bernardino Association of Governments (SANBAG) and a Board Member for the CAL-ID RAN Board. 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, the City Manager's Office played an active role this year in advocating for Federal assistance to help manage the ongoing issues that are troubling Cucamonga Canyon. Staff is currently working with the U.S. Forest Service and the Fire Protection District to implement a closure of the Canyon until a long-term solution can be found to resolve the issues surrounding this area. The City's Green RC sustainability program is also led and directed by the City Manager's Office 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. Over the last two years, the City installed 10 electric vehicle charging stations to replace existing chargers at City facilities. The City expanded on the electric vehicle charging station program this year by passing an Ordinance to enforce electric vehicle parking only at charging stations for a maximum of four hours. Additional signage and pavement markings were also installed to help identify the charging stations and parking requirements. Further efforts include working with Victoria Gardens to locate a Tesla Supercharger station on-site as well as a cooperative grant with AQMD for a DC fast-charging station for electric cars. This year the City Manager's Office Community Information Program took the lead in developing and implementing an Adopt RC program, which provides opportunities for residents and businesses to take an active role in the beautification of our community by adopting City parks, trails, streets and facilities. Individuals or groups can participate in site adoptions by contributing volunteer hours or donations that assist with the ongoing maintenance of the community. There are currently three volunteer groups participating in park and trail adoptions and several other groups have expressed interest in the program. Improving communications with the community is a priority of the City, and the need for a unified, consistent "city voice" is more critical than ever as more departments engage in public communications and marketing and "right-now" information demands of the public, through social media, continue to expand. This need has existed and been identified in strategic plans for a number of years, but resources have not allowed the position to be funded. To that end, a new Communications Manager position is being recommended and if approved will have responsibility to implement a City-wide community information program, working closely with all city departments. The Communications Manager will not duplicate what is already being done at the department Fiscal Year 2014/15 Adopted E3udget - Page 44 level, but will instead make sure these efforts are coordinated and resources leveraged to the fullest. The Communications Manager will also make sure that the City's standards for branding and quality are consistently maintained and the City maximizes its use of social media including Twitter, Facebook, Instagram, Pinterest, Nextdoor and other new and emerging mediums. This new position will be focused on taking the City to the next level in quality communications and marketing efforts, mirroring the model that is found in other premier cities in the nation. New initiatives for the City Manager's Office in FY 2014-15 include the implementation of a pay-by-phone charging system for the City's electric vehicle charging stations; participation in a solar feasibility study, in partnership with SANBAG, to determine the capability for installing solar on City facilities; and enhancements to our performance measurement program in order to provide more meaningful data to the public that demonstrates the activities and achievements of the City. Community Services The Community Services Department provides a wide variety of high quality programs, services, and facilities to our residents 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 ;. :w :x Services. The Department also oversees park development �,r�i;;' . activities including the planning, design, and renovation of t 4>.:�, u�nF•- parks and facilities. s • Registration/Revenue — Community Services processes over 40,000 activity registrations and countless rental requests each fiscal year. In FY 2014-15 staff will be actively pursuing a replacement for the current CLASS Registration Program. The current vendor has announced that CLASS will no longer be supported in the future. The opportunity to utilize current technology for processing and tracking incoming revenue will allow the Department to focus on processes to ensure financial stability. Along with the enhanced ability of tracking revenue, the Department will establish a pricing methodology that continuously reflects community values, while generating adequate revenues to help sustain the City of Rancho Cucamonga's facilities and Community Services Department's programs and services. • Park Facilities -The new outdoor Pavilion at Central Park, funded by a grant from San Bernardino County, was installed in 2014. Continuing the project in FY 2014- 15 is the addition of electrical services, a drinking fountain and site furnishings to enhance the area for programming and drop in use. Fiscal Year 2014/15 Adopted Budget — Page 45 F L.��' J•• The Department is moving forward in the process to complete Southwest Park, during the 2014-15 fiscal year an official name of the park will be decided and design and construction drawings will be in progress. • Senior Services - In FY 2013-14 the Department created a successful partnership with the Rancho Cucamonga Fire Protection Association to raise money for the Hot Meals for Homebound Citizens. The fundraising efforts will support the City budget allocated for the Department's Senior Nutrition Program. The Community Services Department is one of the City's largest and most complex departments in the City, with responsibility over 43 full time and 190 part time personnel operating at seven different facilities. The department traditionally had two Superintendents, but one has been vacant and unfunded since 2012 due to the Great Recession. The FY 2014-15 budget recommends restoring the second Superintendent, and downgrading the CSD Marketing Manager position to a new Community Services Manager at a lower salary. The combined result of these changes will be to provide the necessary management oversight and appropriate span of control for this large operating department while also ensuring adequate succession planning for the Director. The budget also restores the Coordinator for facility rentals at Central Park, which was also eliminated during the recession. Since that time, a single coordinator has done double-duty as both a registration manager and rental manager. Despite dedicated efforts, rental revenues have suffered, and are significantly lower than prior years due to the lack of time and attention that the Coordinator has available to spend with potential renters and on marketing. The restoration of this position will not only provide better service to the recreation registration side, but allow the department to generate enough additional rental revenue to completely cover the rental position. A new addition to the department this year is the creation of a pilot program involving an innovative collaboration with the Police Department and Rancho Cucamonga Fire Protection District, that will use two part-time, non-sworn Park Rangers as a cost-effective means to enhance public safety in our most heavily used parks, as well as along the Pacific-Electric Trail and the Cucamonga Canyon area. Working closely with the Sheriff's Department and Fire District, the Park Rangers will act both as first responders for some low-priority calls for service as well as provide proactive park patrol and regulation enforcement. The pilot program will allow for the effectiveness of the program to be evaluated before a broader program is considered in future years. Other personnel changes include reclassifying the Senior Park Planner to a CSD Special Projects Coordinator, at the same salary. While the City's development over the last two decades warranted the Senior Planner level person to manage the series of park development project, the demands today are of a different nature in as the city becomes more built-out. The new classification will allow this position to not only manage park development activities, such as the upcoming Southwest Park project, but also other types of capital projects and major recreation initiatives that arise. Att LR+;,J Fiscal Year 2014/15 Adopted Budget - Pale 6 ;• l The Founders Day Community Parade, one of the signature Community Services events each year, has enjoyed a long history in our community and attracts several thousand residents each year. The self-contained location at Victoria Gardens allows us to hold the parade on the private streets of the property and reduced our costs associated with street closures, law enforcement and public works assistance. Victoria Gardens management has informed us that the parade may return for 2014, but as they enter into a significant renovation of the property, the site will not be available for 2015, and possibly beyond. City staff is beginning to explore other parade site options that would not require the extensive closing of City streets and impact traffic significantly. Staff will review and recommend by the end of the calendar year a recommended location for 2015. The City could also consider replacing the parade with a community event or festival to minimize the impact to traffic when closing City streets and the costs involved. Economic and Community Development The Department encompasses all Economic and Community Development activities including Building and Safety and Code Enforcement, Engineering, Planning, and Public Works Departments. The Department coordinates the activities, work products, and processes of these areas with the City Manager's Office and other City Departments. In addition, the Department coordinates implementation of the City's Economic and Community Development goals and objectives and capital projects planning programs. FY 2014-15 Budget Highlights • Deliver services of Building and Safety, Engineering, Planning, and Public Works under a common philosophy of innovation and excellent customer service. • Support the City Manager's Office in monitoring and ensuring efficient and 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 department lines. This will include the implementation of milestones and tracking timelines for accomplishment of the Department's established annual goals and objectives. • Focus on implementation of the Accela Automation project integrating the development services of the City. This has required many departments working together to focus on streamlining procedures. Accelerate is expected to be fully functional in June 2014. Phase II will involve full implementation and adding electronic plan submittal functions. • Complete and present to City Council a long term Economic Development Strategy and begin the implementation and integration of the plan recommendations throughout the City organization. • An overriding objective for community development in the new fiscal year will be the further streamlining of the development review and management process, and Fiscal Year 2014/15 Adopted Budget — Page 47 •..•J continued efforts to train and staff the departments to meet the challenges associated with less budgetary growth. • Live � \No rk) 4 ,4!kw t;t rJ 1 1 1 \ - - I 1 1 1 1 1 ` t t /,,p Q1a7 = The Economic Development division plays a key role in the fiscal health of the City. As the City continues through a transition of its economic development efforts and the winding down of the redevelopment agency, the City has begun an update to its Economic Development Strategic Plan. This update will lay the foundation for the City's economic development efforts over the next five to ten years. The update will develop new strategies in order to remain competitive in a post-redevelopment environment and ensure that the City is positioned for success in the new emerging economy and marketplace. Staff anticipates the strategy update to be completed by the end of the 3rd quarter in 2014. During this transition staff will continue to deliver business support services and programs to the business community. One such example is the service provided by the Inland Empire Small Business Development Center (IESBDC). The City in conjunction with the IESBDC and the Rancho Cucamonga Chamber of Commerce provide Rancho Cucamonga business owners and entrepreneurs with technical assistance designed to improve their competitive standing in the marketplace. Ongoing education is also provided by the IESBDC/Chamber on a monthly basis on various business topics. This service is free of charge to Rancho Cucamonga businesses and residents. The Business Visitation Program has been reestablished as a key effort in the City's business retention efforts. In light of the reduction of economic development staff as a result of the elimination of redevelopment, the Business Visitation Program has transformed into a cross-departmental effort of economic development and various key staff in other City departments. Staff has developed a contact list of the top sales tax Fiscal Year 2014'15 Adopted Budget- Page 48 L.'•,:J generators, top employers, Fortune 500 companies, and long tenured companies in order to target business visitations. Staff also held a training for employees that will be participating in the Business Visitation Program. The City has launched a new online tool to help bring business and jobs to the community while improving resident's quality of life - Bring Your Business 2 Rancho Cucamonga - or BYB2RC for short. The goal of the BYB2RC.com website is to help residents who live in Rancho Cucamonga, but who work elsewhere, inform City officials about their employer's interest in relocating. The City will then utilize the submitted employer suggestions as part of a business contact list who may potentially decide to move to Rancho Cucamonga. Economic Development staff continues to work with ESRI to assist in the development of an application for mobile devices and desk top computers that contains geographic information as well as site selection tools for economic development. It is anticipated that this enterprise will be completed by August 2014. Finally, the City of Rancho Cucamonga has partnered 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 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 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. Over the past several years, the Engineering Services Department has streamlined its operations and maximized available resources. These efforts have been driven partly through retirement of long-term personnel, partly through personnel reductions from the loss of redevelopment and partly through the enhanced use of technology to more fully automate what has largely been a manual process. 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. Fiscal Year 2014/15 Adopted Budget - ['age 49 L• ••• The Administration & Budget Division provides overall management and fiscal support to all six Engineering sections and is responsible for Capital Improvement budgets. The Land Development Division 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 Division • designs and manages the construction of City-funded long term and r;` '' short term projects, as well as serves operational and maintenance needs. The Environmental Programs Division is working ='- collaboratively for an environmentally safe, -�..:•:- t healthy and sustainable community today and for future " - generations. The Rancho Cucamonga Municipal Utility Division is a well-managed enterprise that is dedicated to the ' . ' , operation and administration of the City's electrical distribution -_ . w system, and project management of electric infrastructure capital • !` } projects. FY 2014-15 Budget Highlights • Update Engineering and Transportation Impact Fees and institute additional City user fees to ensure full cost recover of permit costs. • Implement and manage a first-of-its-kind Paid Parking Program at the Metrolink Station and Cucamonga Canyon. • Open a new "Reuse Shed" at the new Household Hazardous Waste (HHW) facility. Select items such as paint, pool chemicals, and household cleaners that are considered acceptable for 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. • Manage the Capital Improvement Program for FY 2014-15 totaling $10,646,280. • Begin the construction phase of the 1-15 at Base Line Road Interchange Project. Administration of the construction will be performed by SANBAG in coordination with the Engineering Services Department. • Construct traffic signal improvements at Carnelian Street and Banyan Street to complete the signalized corridor on Carnelian Street from Wilson Avenue to the 210 Freeway. • Incorporation of the traffic signals along Foothill Boulevard and Base Line Road into the City's upgraded Traffic Management System. • Construct the Deer Creek Bike Trail from Highland to Base Line including the connection to the Pacific Electric Trail. • Complete implementation of a paid parking program at the Metrolink station. The program is aimed at partially offsetting the operational and maintenance costs of the maturing parking lot and structure. if < '` •' .. Fiscal Year 2014115 Adopted Budget Page 50 !L. •;,• • Implement a paid parking program for the Cucamonga Canyon area to help partially offset some of the costs of managing and policing that area as well as regulating demand for parking spaces in this highly sought after trailhead area adjacent to the mountains. The Traffic Engineering section is currently operating at a staffing level that is substantially below what is necessary to provide the most effective level of service for the City's needs. As Rancho Cucamonga grows and mature s, with traffic always increasing, and every faster technology changes related to traffic flow management, current personnel cannot keep up with even basic requirements. At current staffing, critical daily operational tasks are deferred in order to address the more urgent, high-priority activities. The FY 2014-15 budget proposed to add a new Associate Engineer in Traffic to supervise the existing Engineering Technician, and oversee daily operations of the section, including the Traffic Management System, Congestion Management Program, and traffic study preparation. This new staff will also allow others in Traffic to focus primarily on capital improvement projects and review of development applications and plans. - . . -:+ The Planning Department functions as the professional i . ,� _ .`. r "�' '. and technical advisor to the Planning Commission, Historic ,)�r '' " ' Preservation Commission and City Council on policy ° '� matters and issues concernin the h sical development . 9 pY � P ,. }- of the community. To provide a comprehensive planning - program, the Department manages both current planning " cases and long-term projects and special projects. - - 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. Due to the elimination of redevelopment, the City's Economic Development functions have been reassigned within the Planning Department. Despite the reduction of funding, the City still maintains an emphasis in creating a strong local economy through its core Economic Development activities. FY 2014-15 Budget Highlights • Staff completed the 2013 Housing Element update y:13 UMW that was certified by the California Department of Housing and Community Development in March `' . . 2014 and will be in effect until the year 2021. ° ' - -A • Continue to staff the public counter to assist ``,- residents, business owners and the development community. - ; � Fiscal Year 2014/15 Adopted Budget - Page 51 L�•;��J • Continue to administer the Historic Preservation program including landmark designations, Mills Act contracts and Certificates of Appropriateness. • 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. • Continue to ensure the quality of design and development within the City. • Review the City's long-term objectives for the entire 6,000 acre Sphere area and identify development, mitigation, preservation and annexation potential. • Continue to work with SANBAG on the San Bernardino County Reduction Plan on Greenhouse Gas emissions. ill As the economy has improved, the Planning Department has seen an increase in counter visits and counter calls over last year and anticipates that level of activity to continue. The cycle of development activity is once again on the upswing. With the City reaching a more mature state of development, the type of activity which happens most frequently is now in-fill development. In-fill development requires increased interaction between developers and staff to insure quality projects and places different demands on the current staff, in addition to the demand of keeping up with new projects and increasing activity. Again, keeping with the theme of reinvention, the Planning Department will be reorganized and will adopt some creative staffing changes to promote depth of knowledge and skill sets among the staff, while planning for the future. In this case, Planning has identified an approach that seeks to meet staffing requirements by shifting and realigning work, rather than adding to the overall number of budgeted staff positions. Changes include reclassifying certain positions to require a higher level of skill and experience, reducing some positions to a part-time level, and replacing the full time Senior Planner with a part-time Planning Manager. As part of this reorganization, the Planning Manager will be reclassified to Planning Director, a position that had been previously eliminated in 2012 due to budget constraints. The net budget impact of these changes is nominal. Among the new and modified part-time positions will be the City's first designated "work/life balance" positions, which are part-time, semi-benefitted positions that are designed to retain or attract professionals that are seeking part-time work as an alternative to leaving the workforce entirely to care for young children or elderly parents, or for other personal reasons. This is an innovative approach and in keeping with our Team RC philosophy that specifically "embraces a healthy life/work balance". Following are a few examples of some of the more notable high-profile projects that the Planning Department will be managing in FY 2014-15: Fiscal Year 2014/15 Adopted Budget —Page 52 L • Victoria Gardens Victoria Gardens is celebrating their 10 year anniversary in 2014 and is looking to rebrand Monet Avenue to create a dynamic street edge to reenergize the underperforming retail frontage. They are looking to create a more sophisticated modern look to Monet Avenue but are also looking at how to rebrand and develop other areas of the property. Already Victoria Gardens has begun adding new retailers and restaurants throughout the facility. Charming Charlie's recently opened, along with Brio and soon Paul Marten's American Grill. A Victoria Gardens Master Plan Amendment and environmental review will be necessary to accommodate the changes to the Lifestyle Center. • Walmart In 2012, Walmart submitted a proposal to construct an 189,000 square foot Walmart Supercenter with 62,000 square feet of additional retail space at the northeast corner of Foothill Boulevard and Mayten Avenue. For over a year now, Walmart has been working on their Draft EIR and it is not anticipated to be completed and ready for public review until 2015. Once revisions to the EIR are made a draft will be released for public review and comment and then the project can be reviewed by the Planning Commission. We expect this project to continue into the foreseeable future. • Empire Lakes The Lewis Operating Corp is proposing to redevelop the Empire Lakes golf course as an urban infill project and create a vibrant multi-modal, active, healthy safe community. The new community is expected to appeal to a user group that is currently not supported with existing development with a dependence on the existing Metrolink station, innovative shopping opportunities, higher density transit oriented urban development and active spaces for recreation and concierge services. This project is anticipated to be an 18-24 month project. • Residence Inn Hotel A 126-room Residence Inn was approved in early 2014 by the Planning Commission and is scheduled to break ground this fall. It is located on the southeast corner of Haven Avenue and 6th Street. • Zion Enterprises ProiectNVLC Architects Staff has been working closely with the property owner and architects for a project just west of City Hall located at Haven Avenue and Civic Center Drive. The project has been reviewed by the Planning Commission regarding the overall site planning, architectural design and potential impacts. The project applicant has proposed a very modern architectural style that is uncharacteristic of the "winery style" architecture that is found throughout the city and will bring a new urban look to the core of Rancho Cucamonga. Fiscal Year 2014/15 Adopted Budget - Page 5; L.' • Lennar Homes and Goodman Rancho These two proposals are each approved projects along Arrow Route. Lennar Homes is building 291 single-family homes on the north side of Arrow Route, east of Etiwanda Avenue. Goodman Rancho is constructing two large industrial warehouse buildings of 590,168 square feet and 1,076,920 square feet on almost 75 acres at the southwest corner of Arrow Route and Etiwanda Avenue. • Biane Winery/Biane Business Park This is a partial-build that includes the demolition of several buildings that have been found to be non-contributors to the historic winery. This warehouse addition will be 122,304 square feet and will be added at the original location of the winery on the south side of 8th Street between Hermosa and Archibald Avenues. • Industrial Rezoning An identified Council Goal, staff will be evaluating many industrial areas that often see quasi-retail business development to determine if there is a need to rezone select parcels or areas to provide more retail zoning designations. • Mixed Use/TOD Development The next phase of this ongoing project is to review best practices from other jurisdictions and solicit feedback from stakeholders to determine how best to implement mixed use/TOD development standards into the Development Code. Finally, the Community Development Block Grant (CDBG) 2014 Annual Action Plan was based on the federal appropriation of $802,705, which represents a .59% funding reduction from the 2013-14 program year, and a 27% funding reduction from the 2010- 11 program year. The CDBG program maintains the currently funded activities: the Home Improvement Program, wheelchair ramps, sidewalk repair and the Graffiti Removal program. It also allows assistance to various public service providers including those administered by the City and those administered by outside organizations (the House of Ruth, Inland Mediation, etc.) 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 _ Ir conditions to construction projects. Year 2014/15 Adopted Budget - Page 54 •••;: • Enforces the City ordinances and municipal codes through the Code Enforcement Unit. ti_: • Coordinates and assists other City departments in managing w11 building capital improvement projects. Building and Safety enforces a series of nationally recognized standards and construction codes as well as 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 inspections and follow-up construction related complaints 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 Building Inspection Unit, performs all fire, life, and safety inspection activities including compliance with the Uniform Building Code, Municipal Code and Fire Code. • The Code Enforcement Unit is responsible for the enforcement of the City's zoning, sign, public nuisance, noise, and various City codes. This unit also directs the Code Enforcement Volunteer Program. FY 2014-15 Budget Highlights • Implement the use of the new permit software - Accela Automation. This is a significant transition for the department and its customers, as the new system is used not only for permit issuance and information management, but also for scheduling inspections and conducting inspections in the field. Use of Accela will greatly improve employee productivity and customer convenience. • Comply with the state mandated mobile home park safety inspections. • Provide and coordinate the activities of three neighborhood clean-ups during this fiscal year. • Work with businesses to ensure compliance with sign and shopping cart ordinance. • Consolidate and provide shared services among the department's key work units and collaborate with all city departments on special projects. During FY 2014-15, the Building and Safety Department proposes to reorganize. This is an excellent example of City efforts to re-think our staffing model for a new working environment. The Department proposes to fill the vacant Inspection Supervisor position by internal recruitment, and delete the resulting vacant position. They will also downgrade a Senior Building Inspector to Inspector. By implementing these changes and reorganizing the work to eliminate a separate fire construction services function, the Department can create a new Building & Safety Manager to improve supervision and „"iessompalligilimpummenigomr,"- _ Fiscal Year 2014/15 Adopted Budget- I'age 55 L J _ • workflow management, without adding any additional net personnel to the department. The resulting personnel will be cross-trained in both regular building and fire construction requirements, and the Manager position addresses a key succession planning need for the Department. The Public Works Services Department's mission is to provide \, ';40 effective and efficient stewardship of the City's public works infrastructure. The Department is comprised of the following sections: .,4 • Facilities: Serving 14 facilities (1 million square feet) ,r' • I 4. .. �- • Parks and Landscape: Maintaining 29 parks, 125 street a _ frontage miles of landscape, 72,000 trees, paseos and trails ! 1 • Street/Fleet/Storm Drain: Care for 524 roadway miles and 4,171 catch basins and 203 vehicles, 142 On and Off road equipment, traffic signals regulatory signs, and graffiti removal • Administration/Project Management: Manage departmental support services, contracts, budget and capital maintenance projects as budgeted 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 2014-15 Budget Highlights • Continue to 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. In addition, add iPads to traffic sign inventory, as well as traffic sign and storm drain inspections to improve staff efficiency, recordkeeping and maintenance schedules. Look into future usage of iPads in the areas of Water Management and mapping, Playground Safety Inspections, IPM (integrated pest management) and Park Facilities repairs and inventory. • 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. • Implement the new design for water conservation and landscape renovation for LMD 4. • Expand CNG fueling station to accommodate the expanding CNG fleet and add a fuel management system to track usage from fast-fill dispenser and have the ability to sell CNG fuel to other public agencies. This expansion will double the station's output. ,,gyp Fiscal Year 2014/15 Adopted Budget — Page 56 L, J • Continue commitment to greener fleet by replacing vehicles and equipment with alternative fuel options. • Begin the replacement of the roof (phase 1) and patio (phase 2) at City Hall to meet the new Title 24 Cool Roof requirements and seal all penetrations and joints to prevent water intrusion. • Continue monitoring water usage for city-wide landscaping and retrofitting locations with reclaimed water where available from CVWD. In addition, in FY 14/15 we will begin upgrading our Calsense irrigation monitoring system communication from telephone to radio and Ethernet connections which will reduce long term costs associated with the use of phone lines. • Continue work on other energy efficiency projects such as the Civic Center Landscape Renovation and the Civic Center Parking and Exterior Lighting Replacement projects. Library Services The Library continues to be very busy, circulating over 1.1 million items in the past year and having almost 600,000 visitors. The Library offers over 80 programs every month to the public ranging from computer classes to book clubs to story times to after school reading programs to one-on-one adult literacy training. In FY 2013-14, the Library also held a number of large, well-attended programs celebrating Black History Month, Hispanic Heritage Month, Local Historic Preservation Month and another successful Library Telethon. In FY 2014-15, the Library is looking at user trends and will increase funding for eBook and downloadable audio books since in the past year, check outs of these digital formats increased over 75% from the year before. Improved digital resources include the following: • Overdrive is an electronic database that provides RCLS cardholders access to 4,000+ eBooks and 3,000+ audiobooks that can be "checked out" like a book at the library. The additional funds requested in the FY 2014-15 budget will allow RCLS to provide access to 400 more eBooks and audiobooks. • Zinio is an online magazine database that will allow complete access to the most popular magazines on the market. Magazines can be downloaded by library cardholders and used on a computer, tablet or phone. Offering Zinio will allow RCLS to offer unlimited access to the most popular magazine titles electronically. • Freegal is an online music database (very similar to iTunes) with a catalog of over 7 million songs from 28,000 music labels. RCLS cardholders can download or stream music from Freegal to their computer and mobile device and will have a weekly allotment of 3 downloads per week and daily streaming allotment of 3 hours of music per day. • " • Fiscal Year 3014/15 Adopted Budget '• u 57 L. The Library also received two major grants from the California State Library; the first is to create "Pop Up RC!" which is envisioned as a mobile City Hall, and can provide a variety of City services ranging from business licenses to library story times to animal micro- chipping to sidewalk CPR classes depending upon the venue. The second grant is the Digital Literacy Evaluation project which has been designed to provide technology access for children, and to gather information about technology devices for children done by an independent evaluator. As part of this project, training has also begun on ways to incorporate iPads into story time so that staff can model interaction and the use of literacy based apps with parents to use with their children. Both of these projects are being monitored with interest by the State Library because they are seen as innovative, groundbreaking projects that potentially will have impact on libraries not only in California but on a national level as well. The Library's entrepreneurial endeavors continue to be successful, including the implementation of a second passport acceptance agency at the Archibald Library, continued sales of a newly-redesigned (and more economical) Play and Learn Islande^^ to other libraries throughout the State of California, and working once again with the California State Library to 04~ implement another round of the Staff Innovation FundTM to seven additional public libraries in the State. Finally, 1 i building on the momentum of the recently-awarded National 1)84;Medal for Museum and Library Service, the Library is working with an architect to develop the second floor of the Biane Library into the Rancho KIDS interactive learning 1=A center. Library capital funds will be used to finalize design drawings and establish cost estimates to do the necessary tenant improvement for making it a usable, programmatic space in the short term so that the Library can cast the vision for future donors and funding partners on the ultimate potential for the Rancho KIDS interactive learning center. Fiscal Year 21114 15 Adopted Budget - Page 58 •:�J Attachment B . .. RANCHO CUCAMONGA CALIFORNIA 2014 CITY COUNCIL GOALS These 2014 goals were developed at the January 2014 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 Proactively develop public safety programs and facilities to meet community needs. - PS-1. By June 2012, complete construction drawings for a training facility at Jersey Station (174). Fire District (prior year Council Goal) PS-2. By June 2013, implement a comprehensive field-based data collection system for the Fire Prevention Bureau. Fire District (prior year Council Goal) PS-3. By June 2014, create a Rancho Cucamonga Animal Care and Adoption Center Foundation and Endowment Fund to fundraise for enhanced animal care services and facilities in the community. Animal Services (prior year Council Goal) PS-4. 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 (prior year Council Goal) PS-5. By June 2014, conduct a security assessment for all City and school district facilities, as applicable. Police (prior year Council Goal) PS-6. By October 2014, coordinate an Active Shooter training exercise with Chaffey College at the Rancho Cucamonga campus. Fire District PS-7. By September 2014, work with the Sherriff's office to identify a vendor, through a competitive process, that can provide the equipment, training, and all infrastructure needed to implement automated license plate camera readers. Police PS-8. By July 2014, prepare for Council consideration a strategy to implement a Community Cat program as part of the implementation of the Animal Center Strategic Plan. Animal Services PS-9. By July 2014, prepare for Council consideration a policy for owner requested euthanasia as part of the implementation of the Animal Center Strategic Plan. Animal Services PS-10. By December 2014, provide training to additional Community Development staff for building damage assessment in order to assist building inspectors in the event of a major disaster. Building&Safety PARKS AND RECREATION DEVELOPMENT Proceed with planning and development of major parks and recreational projects. PR-1. By June 2012, complete construction drawings for the Southwest Park project funded by the 2008 Statewide Park Development and Community Revitalization Program. Community Services (prior year Council Goal) PR-2. 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(prior year Council Goal) PR-3. By March 2015, develop a prioritized list of potential options for the replacement of the RC Family Sports Center, including fundine and timelines for Cit Council review. Community Services Fiscal Year 2014/15 Adopted Budget — Page 59 •;; PR-4. By March 2015, develop a plan for enhancements to the Cultural Center Courtyard that include shade and seating, directional signage from parking areas and design work for future capital improvements. 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. EP-1. By December 2013, implement a 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) EP-2. By June 2011, negotiate updated joint use agreements with the elementary school districts. Community Services (prior year Council Goal) EP-3. By August 2013, begin construction of the Base Line Road and 1-15 Interchange project. Engineering (prior year Council Goal) EP-4. 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(prior year Council Goal) EP-5. 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(prior year Council Goal) EP-6. 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(prior year Council Goal) EP-7. 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(prior year Council Goal) EP-8. By June 2015, complete the design drawings for a proposed widening of Hellman Avenue at the Metrolink tracks, including a Traffic Signal at 8'h Street, and construct the improvements. Engineering EP-9. By June 2014, complete construction drawings for the redesign of Landscape Maintenance District 2, Landscape Maintenance District 4R and the Civic Center landscape so it is water and maintenance efficient. Public Works EP-10. By December 2014, explore the feasibility of purchasing the 17,000 existing City street lights from SCE and handling all of the operation and maintenance in-house. This would provide a significant cost savings to the City in the long run due to a lower streetlight tariff for the City from SCE. Engineering EP-11. By December 2017, position the City to improve its issuer credit rating from the current AA (by S&P) to AA+ or AAA in the next three years. Finance EP-12. By March 2015, retain an architect to prepare design and development plans, including cost estimates, for tenant improvements for the second floor of the Biane Library at Victoria Gardens. Library EP-13. By March 2015, using the Healthy RC Strategic Plan, identify the health issues from the community assessment that fall under the City's purview and develop an action plan for the Healthy RC Core Team. City Manager's Office EP-14. By December 2014, work with Metrolink to establish a cooperative Agreement to allow the City to access the Metrolink right-of-way on an as needed basis for graffiti removal. Public Works EP-15. By June 2015, develop a Communications Plan and Evaluation Plan, including an email GIS database, in order to identify the tools to measure effectiveness of Healthy RC Initiative as part of the Phase II of the Healthy RC Strategic Plan. City Manager's Office P`..*• Fiscal Year 2014/15 Adopted Budget — Page 60 L�•��J MID AND LONG RANGE PLANNING Begin efforts to develop mid-range and long-term goals and vision for the City. ML-1. By January 2014, develop and present to City Council a long term financial plan for the fiscal sustainability of the City's special districts(LMD's, SLD's, CFD's). Administrative Services(prior year Council Goal) ML-2. 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 Quakes Stadium. Planning/Community Development(prior year Council Goal) ML-3. 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's Office/Community Development(prior year Council Goal) ML-4. By January 2016, utilizing the SCAG Sustainability Planning Grant award, commence the development of a citywide sustainability action plan. City Manager's Office/Planning ML-5. By July 2015, develop standards to address mixed use, high density, Transit Oriented Development and underperforming or underutilized areas and initiate a Development Code amendment to incorporate new development standards. Planning ML-6. By May 2016, review the City's zoning districts and evaluate/investigate creating overlay districts or specific plan areas that will create villages or development districts in order to revitalize underperforming or underutilized areas and create synergy amongst the varying land uses. Planning ML-7. By September 2014, prepare a report for Council discussion that provides an updated analysis of the economic impact of Proposition 90. City Manager OTHER OBJECTIVES: Begin multi-year process of revising and/or implementing major City documents and systems, including: 00-1. By April 2014, implement Accela Automation, the new land management enterprise system. Administrative Services(prior year Council Goal) 00-2. By September 2014, complete Council Chamber technology infrastructure replacement necessary to provide reliable support for public meetings. Public Works(prior year Council Goal) 00-3. By December 2014, develop a list of options and cost analysis for replacement in 2014/15 of the CLASS Software system including solutions for program registration, facility scheduling, on-line booking. and league scheduling Community Services t Fiscal Year 2014/15 Adopted Budget — Page 61 • .; THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2014/15 Adopted Budget — Page 62 , GP) GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Rancho Cucamonga California For the Fiscal Year Beginning July 1,2013 Executive Director The Government Finance Officers Association of the United States and Canada(GFOA)presented a Distinguished Budget Presentation Award to the City of Rancho Cucamonga, California for its annual budget for the fiscal year beginning July 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, operations guide, financial plan, and communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and will be submitted to GFOA to determine its eligibility for another award. Fiscal Year 2014. 1 \dopted I — Page 63 L •;• •..• _.. THIS PAGE INTENTIONALLY LEFT BLANK 1 Year 2014'15 Adopted Budget — Page 64 L. J 11-..• ,,,,----„ e. .9,' s, .. 4, ,_ . • :.- . ... ., ...... 4 CUCAMONGA CALIFORNIA GENERAL INFORMATION ti t,..,. ,,,. . Fiscal Year 2014/15 Adopted Budget — Page 6S L, • •-,� THIS PAGE INTENTIONALLY LEFT BLANK l isL.ul Year 2101415 Adopted Budget— Page (4) jL• •;:� CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget City Officials City Council Name Term Expires L. Dennis Michael Mayor 2014 Sam Spagnolo Mayor Pro-Tern 2016 William J. Alexander Council Member 2014 Marc Steinorth Council Member 2016 Diane Williams Council Member 2014 Administration and Department Heads City Manager John R. Gillison Assistant City Manager Linda Daniels Deputy City Manager/Administrative Services Lori Sassoon Deputy City Manager/Economic and Community Development Jeff Bloom City and Redevelopment Agency Attorney James L. Markman Treasurer(term expires 2016) James Frost City Clerk(term expires 2016) Janice C. Reynolds Assistant City Clerk/Records Manager Debra McNay Animal Services Director Veronica Fincher Building and Safety Official Trang Huynh Community Services Direct& Nettie Nielsen Engineering Services Director/City Engineer Mark Steuer Finance Director Tamara L. Layne Fire Chief Mike Bell Human Resources Director Robert Neiuber Library Director Robert Karatsu Police Chief Tony Onodera Public Works Services Director Bill Wittkopf , isc,il l r,u \dopird, I iid .I l'ci,,c THIS PAGE INTENTIONALLY LEFT BLANK iscal Year 201,1/l i Adopted Budgct — Page 68 I F J CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 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 1 isrul Year 21114 I5 .1dopled Budget - I'atee t‘O ; City of Rancho Cucamonga Department/Fund Matrix Fiscal Year 2014/15 Adopted Budget Animal Care Administrative Fund Type I Fund Name Governance Fire District Police and Services Services CITY OF RANCHO CUCAMONGA GENERAL FUND 001 -GENERAL FUND X X X X OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT X 006-CVWD REIMBURSEMENTS 007-CAL TRANS REIMBURSEMENTS 008-CNTY OF S.B.REIMBURSEMENTS 016-COMM DEV TECHNICAL SRVCS FUND X 017-LAW ENFORCEMENT RESERVE X 018-TRAFFIC SAFETY X 019-INFO TECHNOLOGY-DEVELOPMENT X 020-CITY TECHNOLOGY FEE FUND X 022-MOBILE HOME PARK PROGRAM 023-SB 1 186 CERT ACCESS SPEC PROG 025-CAPITAL RESERVE x 073-BENEFITS CONTINGENCY SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN x 101 -AD 93-1 MASI COMMERCE CENTER x 105-AB2766 AIR QUALITY IMPROVEMENT 110-BEAUTIFICATION 112-DRAINAGE FAC/GENERAL. 114-DRAINAGE-ETIWANDA/SAN SEVAINE 115-HENDERSON/WARDMAN DRAINAGE 116-ETIWANDA DRAINAGE _ 118-UPPER ETIWANDA DRAINAGE 120-PARK DEVELOPMENT 122-SOUTH ETIWANDA DRAINAGE 124-TRANSPORTATION 126-LOWER ETIWANDA DRAINAGE 128-ETIWANDA NO.EQUESTRIAN FACIL. 129-UNDERGROUND UTILITIES 130-LMD#1 GENERAL CITY x 131 -LMD#2 VICTORIA x 132-LMD#3A HYSSOP x 133-LMD#3B MEDIANS x 134-LMD#4R TERRA VISTA x 135-LMD#5 TOT LOT x 136-LMD#6R CARYN COMMUNITY x 137-LMD#7 NORTI{ET1 WANDA x 138-LMD#8 SOUTH ETIWANDA x 139-LMD#9 LOWER ETIWANDA x 140-LMD#10 RANCHO ETIWANDA x 150-GENERAL CITY STREET LIGHTS X 151-SLD#1 ARTERIAL x 152-SLD#2 RESIDENTIAL x 153-SLD#3 VICTORIA v x 154-SLD#4 TERRA VISTA x 155-SLD#5 CARYN COMMUNITY x 156-SLD#6 INDUSTRIAL AREA X 157-SLD#7 NORTH ETIWANDA x 158-SLD#8 SOUTH ETIWANDA x 170-GAS TAX 2105/PROP 111 Fiscal Year 2014/15 Adopted Budget - Page 70 L.:•. J Human Economic and Building Engineering Public Works Community Library Finance Resources Comm.Dev. and Safety Services Planning Services Services Services x x x x x x x x X x x X x x x x x x x x x x x x x x x x x x x x x x X X x x X x x X X X x x x X x x x x x x X X x X X X x x x X x Fiscal Year 2014/15 Adopted Budget -- Page 71 IL. •J City of Rancho Cucamonga Department/Fund Matrix Fiscal Year 2014/15 Adopted Budget li Animal Care Administrative Fund Type/Fund Name Governance Fire District Police sad Services Services 172-GAS TAX 2106-2107 174-GAS TAX R&T7360 176-MEASURE 1 1990-2010 177-MEASURE 1 2010-2040 178-SB 140 182-AB 2928 TRAFFIC CONGEST RELIEF 186-FOOTHILL BLVD MAINTENANCE 188-INTEGRATED WASTE MANAGEMENT 190-PROP 42-TRAFFIC CONGESTION MIT 194-PROPOSITION lB STATE FUNDING 195-STATE ASSET SEIZURE X 196-CA ASSET SEIZURE 15% X 197-FEDERAL ASSET SEIZURE X 198-CITYWIDE INFRASTRUCTURE IMPRV 204-COMMUNITY DEVELOPMENT BLK GRNT 214-PEDESTRIAN GRANT/ART 3 215-ENRGY EFFICNCY/CONSRVATN GRNT 218-PUBLIC RESRCE GRNTS/HEALTHY RC X 225-CA RECYC/LITTER REDUCTION GRNT 226-USED OIL RECYCLING GRANT 227-USED OIL RECYCLING PROGRAM 234-SAFE ROUTES TO SCHOOL PROGRAM X 235-PROP 84 PARK BOND ACT 250-RECREATION SERVICES 258-SENIOR OUTREACH GRANT 272-FREEDOM COURTYARD RSRC GRANTS 290-LIBRARY FUND 291-CA STATE LIBRARY 292-STAFF INNOVATION FD(CA ST LB) 298-CALIFORNIA LITERACY CAMPAIGN 301 -THE BIG READ LIBRARY GRANT 302-LIBRARY SERVICES&TECH.ACT 310-PUBLIC LIBRARY BOND ACT-2000 329-LIBRARY CAPITAL FUND 354-COPS PROGRAM GRANT-STATE X 356-JUSTICE ASSIST GRNT(JAG)ARRA X 361-JUSTICE ASSISTANCE GRANT(JAG) x 370-OTS-"DRINK,DRIVE,LOSE"GRANT" X 373-COPS SECURE OUR SCHOOLS GRANT X 374-COPS HIRING PROGRAM GRANT x 380-DEPT OF HOMELAND SECURITY GRNT X 381 -HOMELAND SECURITY GRANT 2005 X 838-AD 91-2 REDEMPTION-DAY CANYON x 848-PD 85 REDEMPTION FUND X 868-CFD 2000-03 PARK MAINTENANCE X CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL 602-AD 84-1 DAY CREEK/MELLO X 606-AD 86-2 R/C DRAINAGE DISTRICT 607-CFD 2000-01 SOUTH ETIWANDA 608-CFD 2000-02 RC CORPORATE PARK 610-CFD 2000-03 RANCHO SUMMIT 612-CFD 2001-01 X 614-CFD 2003-01 PROJECT FUND Fiscal Year 2014/15 Adopted Budget — Page 72 L• •;:J Human Economic and Building Engineering Public Works Community Library Finance Resources Comm.Bev. and Safety Services Planning Services Services Services x x x X x X x x x x x x x x X + X X x x x x x X X X X X x x x X X X x • x x X x X x X X Fiscal Year 2014/15 .adopted Budget - Paige 73 • City of Rancho Cucamonga Department/Fund Matrix Fiscal Year 2014/15 Adopted Budget Animal Care Administrative Fund Type/Fund Name Governance FireDDiatrlet Police and SWilkes Services 615-CFD 2003-01 CULTURAL CENTER 617-CFD 2004-01 RANCHO ETIWANDA ES 680-CFD 2006-01 VINTNERS GROVE 681-CFD 2006-02 AMADOR ON ROUTE 66 ENTERPRISE FUNDS 700-SPORTS COMPLEX 702-REGIS CONNECT X 705-MUNICIPAL UTILITY 706-UTILITY PUBLIC BENEFIT FUND 707-MUNICIPAL DEPARTING LOAD FUND 708-RCMU CAPITAL REPLACEMENT FUND INTERNAL SERVICE FUNDS 712-EQUIP/VEHICLE REPLACEMENT X 714-COMP EQUIP/TECH REPLCMENT FUND x R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND X 282-COMMUNITY FACILITIES DIST 85-1 X 283-COMMUNITY FACILITIES DIST 88-1 X 285-FIRE TECHNOLOGY FEE FUND X 288-FIRE PROTECTION CAPITAL FUND X 289-FIRE DISTRICT CAPITAL RESERVE X .. m•..-,,.,, - • Fiscal Year 2014/15 Adopted Budget — Page 74 L•• •J Human Economic and Building Engineering Public Works Community Library Finance Resources Comm.Rev. and Safety Services Planning Services Services Services x x X X X x x x X x X X Y Fiscal Year 2014/15 Adopted Budget — Page 75 THIS PAGE INTENTIONALLY LEFT BLANK l isLal 1 at 20 14 1 ; Adopted Budget— Page 76 L.•. J CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Snapshot of the City of Rancho Cucamonga 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 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. Government: 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 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. Population (per California State Department of Finance): 2002-139,878 2006-172,322 2010-178,904 2003-149,149 2007-173,916 2011-169,498 2004-157,313 2008-175,627 2012-171,058 2005-163,840 2009-177,051 2013-172,299 Number of Registered Voters (San Bernardino County Registrar of Voters): 84,442 Capital Asset Statistics (per June 30, 2013 CAFR): Police: Fire: Stations: 1 Fire Stations: 7 Patrol units: 58 Public Works: Parks and Recreation: Streets(miles): 523 Parks: 31 Streetlights: 16,262 Acreage: 343 Traffic signals: 219 Community centers: 6 I 1sc,11 fear 2(J14 1 1�i„ht��i It.u(l'2ct I',� CITY OF RANCHO CUCAMONGA,CALIFORNIA Population by Age Y e g 2010 (Census),2014 (est),and 2019(est) Total 165,269 0-4 6.2% 5 - 9 6.8% 10- 14 7.7% 15 -24 15.6% 25 -34 14.4% 35 -44 15.0% 45 -54 15.7% 55 - 64 10.8% 65 - 74 4.7% 75 - 84 2.3% 85 + 0.9% 2.014 Population by Age Total 170,351 0-4 6.0% 5 - 9 6.4% 10- 14 7.0% 15 -24 14.7% 25 - 34 15.6% 35 -44 14.1% 45 - 54 14.7% 55 - 64 12.1% 65 -74 6.0% 75 - 84 2.4% 85 + 1.0% 201" ' opulation by Age Total 176,930 0-4 6.2% 5 - 9 6.4% 10 - 14 6.8% 15 -24 12.6% 25 -34 16.1% 35 -44 14.9% 45 - 54 13.5% 55 - 64 12.3% 65 - 74 74% 75 - 84 2.8% 85 + 1.0% Source: Esri Community Profile(U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2014 and 2019. Esri converted Census 2000 data into 2010 geography.) Fiscal Year 2014'15 .1dopted Budget - Page 78 CITY OF RANCHO CUCAMONGA, CALIFORNIA Educational Attainment Current Year 2014 Population 25+by Educational Attainment Total 112,250 Less than 9th Grade 4.0% 9th- 12th Grade, No Diploma 5.7% High School Graduate 18.3% GED/Alternative Credential 2.6% Some College,No Degree 29.6% Associate Degree 9.7% Bachelor's Degree 19.6% Graduate/Professional Degree 10.5% Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2014. Esri converted Census 2000 data into 2010 geography.) I kcal liar 2'O14 1 5 Adopted Budget — Page 79 CITY OF RANCHO CUCAMONGA,CALIFORNIA Principal Employers Current Year and Nine Years Ago* 2013 20052 Percent of Percent of Number of Total Number of Total Employer Employees' Rank Incomes Employees1 Rank Employment Chaffey Community College 1,229 1 1.73% 1,100 1 1.45% Etiwanda School District 1,058 2 1.49% 1,015 2 1.34% I Amphastar Pharmaceutical 880 3 1.24% n/a n/a n/a City of Rancho Cucamonga 838 4 1.18% 705 4 0.93% Southern California Edison 800 5 1.13% 450 9 0.59% Alta Loma School District 670 6 0.94% 920 3 1.22% Mercury Casualty 606 7 0.85% 437 10 0.58% West Coast Liquidators 565 8 0.80% n/a n/a n/a Frito-Lay,Inc. 561 9 0.79% 600 5 0.79% Central School District 527 10 0.74% 500 7 0.66% C.W. Construction n/a n/a n/a 600 5 0.79% Mission Foods n/a n/a n/a 573 6 0.76% Target n/a n/a n/a 475 8 0.63% Note: "Total Employment"as used above represents the total employment of all employers located within City limits. 1 Includes full-time and part-time employees. 2 City opted to provide data for 2005 as 2004 is not available. *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". Source: June 30,2013 Corn I rehensive Annual Financial Report 11,cal l t.ir 21114 1 .Aklortcil liu4c1 1),I L: XO .. i 1 CITY OF RANCHO CUCAMONGA,CALIFORNIA Principal Sales Tax Remitters Current Year and Nine Years Ago 2013 2004 Business Name Business Category Business Name Business Category Ameron International Contractors Albertsons Grocery Stores Liquor Apple Electronics/Appliance Stores Albertsons Grocery Stores Liquor Arco AM PM Service Stations Ameron International Contractors Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Ameron Steel Pipe Contractors Best Buy Electronics/Appliance Stores Arco AM PM Mini Mart Service Stations Chevron Service Stations Best Buy Electronics/Appliance Stores Circle K Service Stations Chevron Service Stations Circle K Service Stations Circuit City. Electronics/Appliance Stores Costco Discount Department Stores Costco Discount Department Stores Day Creek Arco Service Stations Edgepark Surgical Medical/Biotech Day Creek Shell Service Stations Home Depot Lumber/Building Materials Haven Mobil Service Stations Living Spaces Furniture Home Furnishings Home Depot Lumber/Building Materials Lowes Lumber/Building Materials JC Penney Department Stores McDonalds Restaurants No Alcohol Living Spaces Furniture Home Furnishings Mervyns Department Stores Lowes Lumber/Building Materials Novartis Animal Health Medical/Biotech Macys Department Stores Proficient Food Food Manufacturing Monoprice Office Supplies/Furniture Rancho Mobil Service Stations NIC Partners Electrical Equipment Ross Family Apparel Sears Department Stores Shell/Texaco Service Stations Sharp Electronics Corp Electronics/Appliance Stores Stater Bros Grocery Stores Liquor Shell Service Stations Tamco Heavy Industrial Southwire Company Energy/Utilities Target Discount Department Stores Target Discount Department Stores Walmart Discount Department Stores Walmart Discount Department Stores West End Material Supply Lumber/Building Materials *Finns listed alphabetically Source: June 30,2013 Comprehensive Annual Financial Report I•i�ral l cal 21114 1 .\Jnptcd IltiJ L.1 1' I L ti I • THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2014/15 Adopted Budget - Page 82 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 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: Introduction: 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. It also includes the City's GFOA Distinguished Budget Presentation Award. General Information: This section includes a listing of City Officials; a City-wide Organization Chart; a Department/Fund Matrix; various demographic and economic data for the City; 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; multi-year summaries of budgeted full and part time staffing; performance statistics; and services to the community. 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 isc iI Vcar •'1)14'I5 :\do1 tcd I3ti�l �'( I'a,2�' ti: I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 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 Manager and/or the respective department head depending on the dollar threshold of the budget change. I kcuI 1 L:u 20 I4 15 Wonted 1 iu4ct I'a`_L' ti4 • CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Budget Process 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 2014/15: Special Revenue Funds: Cal Trans Reimbursements AD 93-1 Masi Commerce Center Henderson/Wardman Drainage Etiwanda No. Equestrian Facilities General City Street Lights SB 140 Fire Technology Fee Fund Various Grant Funds Capital Projects Funds: ADs 82-1, 86-2 CFDs 2000-01, 2000-03, 2003-01, 2006-02 The following Flow Chart describes the City's annual budget process. I i, 'n 1-I H Adopted Budget — Page 85 � • CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Budget Process FLOW CHART January February FINANCE DEPARTMENTS Early January Analyze and Project f 0. Submit Budget Revenue Estimates Requests to Finance Department BUDGET KICK-OFF I February/March February 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 Fiscal Year 2014/15 Adopted Budget - Page 86 LL,.��� V• a. a i e ; ] .* s RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL Budget Summary Fiscal Year 2014/15 Adopted Budget Page 87 L •;;J THIS PAGE INTENTIONALLY LEFT BLANK • I i c,il l Lcar 2014/15 Adopted Budget — Page 88 V) 000000000000000 0000goO0 0 '0 M 00 et N N N M h et o h h 0 M 00 h N.en 0 0 M al 'n n O`O 'n — N N n 0% 4:3. of OO M 'O '0 7 O' M 0' h h V)00 NN NN p h et 0 N �p (y �p M "^ 00 aOl � 'On � hoO O' O' �eOO h 'O 00 en �D 'O QO OO � O' 00 VI 0% Ohh et 1--. r!.- oo h fV 'n T e+; n00 M T NNN N0 V V O' er hh� 'h00NOC� — .him N n 00 N — N H H H H H H H ay� p pp '7 'N0 a 0 000 N 00' M 0%CD N 0 'On N 7 1 .11 O ' ' 'OOh ' MM V1 ' ' �N 'O O , ‘I'C'" M• - M 7 'h0 M V1 Y1 N oo et ,.., w _ N N T H H H H H H (�OS h O 0 O 8 0 O p 0 0 0 0 00 O O O h C N ' ' ' pg ' � . 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Fiscal Year 2014:15 Adopted Budget — Page 90 L• ' J A bli w‘'?-9 7 3 fty 4 e 4 * 4 4 4 dr. a s RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL Revenue Summaries ._ . . r � � ... Fiscal Year 201 4/15 Adopted Budget — Page 91 2 ; L..*.� THIS PAGE INTENTIONALLY LEFT BLANK I iscal 1 car 2014/15 Adopted Budget — Page 92 L.••.. CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 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 2014/15 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$26.5 million for FY 2014/15, a 260,570, or 1.0%, increase over the FY 2013/14 budget. Vehicle license fees(VLF and Property 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. r• 11,L.11 1 c;ir 'H1 I I V.101,1,t1 Iiu■l_CI I',i_c (r, • CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 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$14,991,030 which is a$127,210,or 0.86%,increase from the FY 2013/14 budget. 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$368,480,or 6.2%,from FY 2013/14. 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 4.89%. Property tax revenues for the City General Fund have increased overall by$337,620 or 8.4%from FY 2013/14,with property transfer taxes projected to decrease$104,340 or 12.6%. The Library's property tax has increased $129,220 or 3.8% from FY 2013/14 and continues to include the statutory pass-through payment from the County of San Bernardino, formerly paid by the now dissolved Redevelopment Agency. The Fire District General Fund property tax revenue has increased by$1,986,300 or 10.6%from FY 2013/14,partially due to the County's annual inflation adjustment combined with new secured properties being added to the tax roll and positive home buying activity. Additionally,a larger percentage of the Post-RDA property tax revenues are being allocated to the Fire General Fund resulting in a corresponding decrease in these revenues being l�C[I� L..11 'Hi I \ ! Li NI Li.2.c1 I'.r'L `,_i CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Revenue and Resource Estimates allocated to the District's Capital Reserve Fund. Property tax revenue for the Fire District's two Community Facilities Districts (CFDs) decreased $238,730, or 3.1% from FY 2013/14 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$1,083,130 (excluding special services fees),or 37.9%, from FY 2013/14. 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. Business Licenses revenues are projected to remain at the FY 2013/14 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$454,470 or 21.4% from FY 2013/14. The revenues discussed above total $87,755,540 and represent 83.8% of the City's Operating Budget and 51.1%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 $13,481,870, or 8.19% 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$6,141,440, or 3.6 % 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, these revenues are now distributed directly to the Fire District and will be used for the same capital expenditure purposes. • kt,11 1 L.;u Ti 1 1s- \(I,,I'ic,1 1>, _I_c[ J CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Revenue and Resource Estimates Charges for services are received for Community Services recreational and community activities, in the amount of $2,950,150, as well as for the City's Municipal Utility, in the amount of $11,492,840, which provides electrical service to a portion of the City. Together,these revenues represent 8.8% 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$14,100,480, or 8.6%,of the City's overall budget. Other sources of revenue include interest earnings,reimbursements from other funds,and transfers in. 1 iscal Year 2014/15 Adopted Budget — Page 96 44... ..- THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2014/15 Adopted Budget— Page 97 City of Rancho Cucamonga,California Revenue Summary by Category Operating Budget* Fiscal Year 2014/15 Adopted Budget Intergovernmental Other Charges for Services 0.17% 3.32% 3.59% Use of Money&Prop Transfer In P 2..25%25% 0.94% Fines&Forfeitures 0.93% \\ Licenses&Permits 3.72% • • Taxes 85.08° Taxes: Property Tax** $ 52,420,270 Sales Tax 26,561,740 Franchise Fees 6,332,880 Transient Occupancy Tax 2,579,170 Admissions Tax 55,970 Subtotal-Taxes 87,950,030 Licenses&Permits 3,845,550 Fines&Forfeitures 956,880 Use of Money& Property 973,010 Charges for Services 3,713,160 Intergovernmental 172,860 Other 3,438,600 Transfer In 2,330,100 Total Operating Budget $ 103,380,190 *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$14,914,310 for the City General Fund (Fund 001). I Year !I 14 15 .\Jopted Budget — Page 98 City of Rancho Cucamonga Revenue Summary by Category li Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 Adopted 2012/13 Ado p Adopted Actual Budget Budget 001-GENERAL FUND TAXES $ 54,922,963 $ 54,888,180 $ 56,325,300 LICENSES&PERMITS 3,327,979 3,441,820 3,815,550 FINES&FORFEITURES 717,341 635,710 737,080 USE OF MONEY&PROPERTY 316,428 376,740 487,420 CHARGES FOR SERVICES 2,773,226 2,691,030 3,512,120 INTERGOVERNMENTAL 208,610 170,770 157,860 OTHER 3,552,435 1,937,810 2,516,210 TRANSFER IN 1,618,200 1,002,400 1,349,440 TOTAL 001-GENERAL FUND $ 67,437,181 $ 65,144,460 $ 68,900,980 281-FIRE FUND TAXES $ 16,559,737 $ 18,710,210 $ 20,696,510 LICENSES&PERMITS 544,927 0 30,000 FINES&FORFEITURES 53,350 49,620 39,800 USE OF MONEY&PROPERTY 70,863 100,290 316,590 CHARGES FOR SERVICES 46,952 40,010 78,820 OTHER 776,759 654,870 731,970 TRANSFER IN 368,400 0 0 TOTAL 281-FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 282-COMMUNITY FACILITIES DIST 85-1 TAXES $ 6,367,441 $ 6,383,630 $ 6,197,700 USE OF MONEY&PROPERTY (34,982) 19,280 30,200 CHARGES FOR SERVICES 2,931 3,600 3,600 OTHER 65,880 30,000 30,000 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,401,270 $ 6,436,510 $ 6,261,500 283-COMMUNITY FACILITIES DIST 88-1 TAXES $ 1,239,307 $ 1,282,540 $ 1,229,740 USE OF MONEY&PROPERTY (2,421) 0 0 CHARGES FOR SERVICES 1,120 1,120 1,120 OTHER 6,638 10,000 10,000 TRANSFER IN 598,550 729,770 980,660 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,843,194 $ 2,023,430 $ 2,221,520 290-LIBRARY FUND TAXES $ 2,736,286 $ 3,371,560 $ 3,500,780 FINES&FORFEITURES 190,229 175,000 180,000 USE OF MONEY&PROPERTY 83,023 178,380 138,800 CHARGES FOR SERVICES 109,173 76,500 117,500 INTERGOVERNMENTAL 1,040 0 15,000 OTHER 115,000 140,000 150,420 TOTAL 290-LIBRARY FUND $ 3,234,751 $ 3,941,440 $ 4,102,500 TOTAL OPERATING BUDGET $ 97,337,385 $ 97,100,840 $ 103,380,190 I i,c;tl L';ii 2014 1 s \dopi,kl Iiu,l:,,,I l',1.2,. 0() City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 001-GENERAL FUND TAXES 4101 Property Taxes-CY Secured $ 3,686,876 $ 3,199,490 $ 3,406,830 4102 Property Taxes-CY Unsecured 143,078 145,980 155,530 4103 Property Taxes-PY Sec&Unsec 135,621 114,800 109,860 4104 Property Taxes-Penalties/Int. 171,177 175,500 184,080 4105 Property Taxes-Supplemental 91,801 78,800 147,820 4106 Property Taxes-Unitary 281,959 295,600 343,670 4107 Property Transfer Tax 886,956 827,300 722,960 4111 Property Tax In-Lieu of VLF 14,354,651 14,771,100 14,914,310 4112 Property Tax-Post RDA 525,043 810,480 0 4113 Property Tax-Post RDA Res Blc 0 0 810,480 4120 Sales and Use Tax 19,265,796 19,403,250 19,561,770 4121 Prop 172-Half Cent Sales Tax 444,509 430,170 479,380 4122 Sales Tax In-Lieu(Triple FIp) 6,870,670 6,467,750 6,520,590 4125 Transient Occupancy Tax 2,056,597 2,124,700 2,579,170 4126 Admissions Tax 78,508 78,860 55,970 4130 Franchise Fee-Gas&Electric 2,384,295 2,468,140 2,684,720 4131 Franchise Fee-Resid.Refuse 947,597 941,310 988,560 4132 Franchise Fee-Comm.Refuse 1,212,271 1,228,840 1,255,830 4133 Franchise Fee-Cable 1,385,558 1,326,110 1,403,770 TOTAL TAXES $ 54,922,963 $ 54,888,180 $ 56,325,300 LICENSES&PERMITS 4201 Business Licenses $ 2,110,275 $ 2,251,140 $ 2,174,510 4203 Electrical Permit 40,647 0 0 4204 Mechanical Permit 32,648 0 0 4205 Plumbing Permit 30,624 0 0 4206 Grading Permit 11,758 0 0 4207 Building Permits 804,132 885,000 1,166,810 4209 Mobile Home Permit 5,149 2,800 5,940 4210 Bldg Permits-SB1473(90%to CA) (1,023) 550 670 4215 Animal Licenses 265,824 280,000 295,000 4216 Parking Permits 0 0 55,000 • 4220 Other Licenses&Permits - 27,944 22,330 40,990 4231 Business Licenses-P/Y 0 0 13,310 4232 Business Licenses-Penalties 0 0 63,320 TOTAL LICENSES&PERMITS $ 3,327,979 $ 3,441,820 $ 3,815,550 )FINES&FORFEITURES 4301 Vehicle Code Fines $ 137,314 $ 127,370 $ 124,910 4302 Parking Citations 173,749 165,360 272,540 4306 Vehicle Release Fees 165,400 170,990 185,930 4307 Citation Proof of Corr Fees 3,060 3,200 2,420 4308 General Ordinance Fines 39,405 38,830 41,260 4309 False Alarm Fees 7,600 4,110 35,950 4310 Loud Party Ordinance Fines 0 400 200 4313 Other Fines&Forfeitures 187,325 125,450 73,870 4314 Red Light Fines 3,489 0 0 i��, 1 kcal Yew 2(11 1 1' .\.I1)I,tc(1 I111+_1Lkl I';i,.e 11111 L_ . City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL FINES&FORFEITURES $ 717,341 $ 635,710 $ 737,080 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 476,940 $ 322,230 $ 394,020 4402 Unrealized Gain (284,489) 0 0 4419 Other Rental/Lease Income 84,099 31,960 38,770 4440 Sale of Fixed Assets 39,877 22,550 54,630 TOTAL USE OF MONEY&PROPERTY $ 316,428 $ 376,740 $ 487,420 CHARGES FOR SERVICES 4501 Plan Check Fees $ 0 $ 800,000 $ 976,320 4502 Building Plan Check 806,852 0 0 4503 Electrical Plan Check 3,065 0 0 4504 Mechanical Plan Check 853 0 0 4505 Plumbing Plan Check 2,433 0 0 4506 Grading Plan Check 18,743 0 0 4508 Planning Fees 594,356 575,000 650,000 4509 Planning-Special Services Fee 398,989 440,000 440,000 4510 Engineering Fees 680,293 600,000 1,150,000 4511 Engineering-Special Services 0 50,000 50,000 4560 Fingerprint Fees 29,339 27,680 33,380 4563 Candidates Filing Fees 9,828 0 10,000 4564 Returned Item Charge 235 250 650 4565 Passport Processing Fees 200 0 0 4567 Passport Photo Fees 108 0 0 4570 Sale of Printed Materials 17,627 17,100 16,270 4571 Sale of Taxable Items 559 0 0 4580 Stadium Security Reimbursement 75 0 0 4602 Commodity Fee-Electric Util. 853 0 0 4630 Animal Adoption Fees 145,488 125,000 125,000 4631 Animal Spay/Neuter Fees 810 7,000 7,000 4633 Animal Boarding Fees 10,354 9,000 9,000 4634 Animal Impound Fees 26,730 18,000 18,000 4636 Owner Surrender Fees 11,808 13,000 13,000 4637 Animal Pick-Up Fee 6.716 5,000 5,000 4638 Microchipping Fee 4,852 4,000 4,000 4639 Rabies Vaccination Fee 60 0 0 4640 Vaccination Services 0 0 4,500 4670 REGIS Connect Service Fees 2,000 0 0 TOTAL CHARGES FOR SERVICES $ 2,773,226 $ 2,691,030 $ 3,512,120 INTERGOVERNMENTAL 4701 Motor Vehicle In-Lieu Fees $ 91,710 $ 92,720 $ 76,720 4710 Homeowners Property Tax Relief 75,603 78,050 81,140 4740 Grant Income 31,127 0 0 4745 Other Intergov'tl Reimbursemnt 10,170 0 0 TOTAL INTERGOVERNMENTAL $ 208,610 $ 170,770 $ 157,860 DEVELOPMENT FEES I i',L:f l 1 c.ir "W I 1 - \<loplc,I I>u,l,, I';I"c I H I I City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL DEVELOPMENT FEES $ 0 $ 0 $ 0 OTHER 4901 Other Revenue $ 1,757,507 $ 590,740 $ 591,870 4905 Contributions/Fundraising 99,260 43,930 45,430 4911 Reimbursement from Other Funds 111,556 182,390 808,160 4913 State Mandate Reimbursement 83,098 0 0 4914 Non-Abated Reimbursements 137,978 83,250 53,030 4915 Bad Debt Recovery 0 35,440 17,720 4917 RDASA Admin Allowance 1,363,036 1,002,060 1,000,000 TOTAL OTHER $ 3,552,435 $ 1,937,810 $ 2,516,210 TRANSFER IN 8006 Transfer In-Fund 006 $ 0 $ 0 $ 50,000 8017 Transfer In-Law Enforcment Rsv 0 60,000 114,080 8025 Transfer In-Capital Rsry Fund 398,990 0 0 8073 Transfer In-Fund 073 33,970 0 0 8622 Transfer In-RDA Housing 242,840 0 0 8705 Transfer In-Municipal Utility 942,400 942,400 1,185,360 TOTAL TRANSFER IN $ 1,618,200 $ 1,002,400 $ 1,349,440 TOTAL 001-GENERAL FUND $ 67,437,181 $ 65,144,460 $ 68,900,980 281-FIRE FUND TAXES 4101 Property Taxes-CY Secured $ 12,085,914 $ 12,215,700 $ 13,076,230 4102 Property Taxes-CY Unsecured 542,219 562,400 593,150 4103 Property Taxes-PY Sec&Unsec 428,557 390,220 377,670 4104 Property Taxes-Penalties/Int. 167,587 308,250 148,330 4105 Property Taxes-Supplemental 110,585 83,440 118,810 4106 Property Taxes-Unitary 458,992 483,270 525,970 4110 Homeowners Exemption 172,123 172,940 170,180 4112 Property Tax-Post RDA 2,593,762 2,537,690 5,686,170 4113 Property Tax-Post RDA Res Blc 0 1,956,300 0 TOTAL TAXES $ 16,559,737 $ 18,710,210 $ 20,696,510 LICENSES&PERMITS 4211 Fire Permits $ 544,927 $ 0 $ 30,000 TOTAL LICENSES&PERMITS $ 544,927 $ 0 $ 30,000 FINES&FORFEITURES 4309 False Alarm Fees $ 13,625 $ 11,320 $ 3,000 4313 Other Fines&Forfeitures 7,500 3,700 2,200 4316 Weed Abatement 32,225 34,600 34,600 TOTAL FINES&FORFEITURES $ 53,350 $ 49,620 $ 39,800 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 8,899 $ 15,230 $ 231,530 I ical 1 car -2U14/1 5 Adopted Budget- Page 102 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain (45,265) 0 0 4419 Other Rental/Lease Income 89,405 85,060 85,060 4440 Sale of Fixed Assets 17,824 0 0 TOTAL USE OF MONEY&PROPERTY $ 70,863 $ 100,290 $ 316,590 CHARGES FOR SERVICES 4501 Plan Check Fees $ 40,846 $ 36,190 $ 75,000 4502 Building Plan Check 116 0 0 4511 Engineering-Special Services 304 0 0 4546 FSD Fees 1,808 140 140 4548 D.U.I.Recovery 0 280 280 4549 Hazmat Recovery 2,474 900 900 4551 Fire Setters Recovery 0 500 500 4553 Fire Maintenance Fees 1,404 2,000 2,000 TOTAL CHARGES FOR SERVICES $ 46,952 $ 40,010 $ 78,820 DEVELOPMENT FEES TOTAL DEVELOPMENT FEES $ 0 $ 0 $ 0 OTHER 4901 Other Revenue $ 27,605 $ 11,400 $ 11,400 4905 Contributions/Fundraising 0 3,000 3,000 4914 Non-Abated Reimbursements 327,564 138,560 210,300 4916 Reimbursement from OPEB Trust 421,590 501,910 507,270 TOTAL OTHER $ 776,759 $ 654,870 $ 731,970 TRANSFER IN 8001 Transfer In-General Fund $ 179,840 $ 0 $ 0 8288 Transfer In-Fund 288 188,560 0 0 TOTAL TRANSFER IN $ 368,400 $ 0 $ 0 TOTAL 281-FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 282-COMMUNITY FACILITIES DIST 85-1 TAXES 4101 Property Taxes-CY Secured $ 6,225,187 $ 6,296,420 $ 6,129,670 4103 Property Taxes-PY Sec&Unsec 102,135 64,020 46,060 4104 Property Taxes-Penalties/Int. 40,118 23,190 21,970 TOTAL TAXES $ 6,367,441 $ 6,383,630 $ 6,197,700 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 17,624 $ 19,280 $ 30,200 4402 Unrealized Gain (52,605) 0 0 TOTAL USE OF MONEY&PROPERTY $ (34,982) $ 19,280 $ 30,200 CHARGES FOR SERVICES 4517 Technology Fee-Permit $ 271 $ 0 $ 0 4552 CFD Annexation Fees 2,660 3,600 3,600 1 i,k..,1 1 L,u :III I 1-, V IIII,E,.l I`L14.: I',1:1, III', City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL CHARGES FOR SERVICES $ 2,931 $ 3,600 $ 3,600 DILLER 4914 Non-Abated Reimbursements $ 65,880 $ 30,000 $ 30,000 TOTAL OTHER $ 65,880 $ 30,000 $ 30,000 TRANSFER IN TOTAL TRANSFER IN $ 0 $ 0 $ 0 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,401,270 $ 6,436,510 $ 6,261,500 283-COMMUNITY FACILITIES DIST 88-1 TAXES 4101 Property Taxes-CY Secured $ 1,205,352 $ 1,249,490 $ 1,210,560 4103 Property Taxes-PY Sec&Unsec 25,840 25,150 15,950 4104 Property Taxes-Penalties/Int. 8,114 7,900 3,230 TOTAL TAXES $ 1,239,307 $ 1,282,540 $ 1,229,740 USE OF MONEY&PROPERTY 4402 Unrealized Gain $ (2,421) $ 0 $ 0 TOTAL USE OF MONEY&PROPERTY $ (2,421) $ 0 $ 0 CHARGES FOR SERVICES 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 $ 6,638 $ 10,000 $ 10,000 TOTAL OTHER $ 6,638 $ 10,000 $ 10,000 TRANSFER IN 8281 Transfer In-Fire Fund $ 598,550 $ 729,770 $ 980,660 TOTAL TRANSFER IN $ 598,550 $ 729,770 $ 980,660 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,843,194 $ 2,023,430 $ 2,221,520 290-LIBRARY FUND TAXES 4101 Property Taxes-CY Secured $ 2,489,954 $ 3,044,810 $ 3,166,790 4102 Property Taxes-CY Unsecured 77,004 80,130 81,760 4103 Property Taxes-PY Sec&Unsec 32,564 63,020 30,480 4105 Property Taxes-Supplemental 45,776 43,260 81,410 4112 Property Tax-Post RDA 90,988 140,340 0 4113 Property Tax-Post RDA Res Blc 0 0 140,340 TOTAL TAXES $ 2,736,286 $ 3,371,560 $ 3,500,780 FINES&FORFEITURES 4312 Library Fines and Fees $ 190,229 $ 175,000 $ 180,000 I i,.■;il 1 Lnr .'.III-I I- .1 loptcd IiuLH..t l'.1:2L. Iii 1 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL FINES&FORFEITURES $ 190,229 $ 175,000 $ 180,000 USE OF MONEY&PROPERTY 4401 Interest Earnings $ 57,168 $ 58,380 $ 48,800 4402 Unrealized Gain (72,179) 0 0 4410 Media Rentals 98,033 120,000 90,000 TOTAL USE OF MONEY&PROPERTY $ 83,023 $ 178,380 $ 138,800 CHARGES FOR SERVICES 4515 Information Service Fees $ 715 $ 500 $ 500 4565 Passport Processing Fees 69,334 46,000 75,000 4567 Passport Photo Fees 14,612 10,000 18,000 4570 Sale of Printed Materials 24,513 20,000 24,000 TOTAL CHARGES FOR SERVICES $ 109,173 $ 76,500 $ 117,500 INTERGOVERNMENTAL 4740 Grant Income $ 1,040 $ 0 $ 15,000 TOTAL INTERGOVERNMENTAL $ 1,040 $ 0 $ 15,000 OTHER 4901 Other Revenue $ 0 $ 0 $ 420 4907 Private Contributions Library 115,000 130,000 130,000 4909 RC Library Foundation Support 0 10,000 20,000 TOTAL OTHER $ 115,000 $ 140,000 $ 150,420 TOTAL 290-LIBRARY FUND $ 3,234,751 $ 3,941,440 $ 4,102,500 TOTAL OPERATING BUDGET $ 97,337,385 $ 97,100,840 $ 103,380,190 1 1�c,11 Year 201 1 1 ; ■,101,1,,1 N,i,l :L't 1',1`.‘: li)� City of Rancho Cucamonga,California Revenue Summary by Category All Funds Fiscal Year 2014/15 Adopted Budget Development Fees Other 1.13% 3.32% Transfer In 3.15% Intergovernmental 8.57% Charges for Services 11.78% Use of Money& Property 2.59% Fines&Forfeitures 0.85% Licenses&Permits 2.49% Taxes $ 108,785,530 Licenses&Permits 4,098,150 Fines &Forfeitures 1,392,240 Use of Money&Property 4,264,200 Charges for Services 19,382,710 Intergovernmental 14,100,480 Development Fees 1,855,950 Other 5,464,390 Transfer In 5,188,650 Total All Funds Budget $ 164,532,300 • I veal l L.,ir 20 14'15 Adopted Budget - Page 106 . • City of Rancho Cucamonga Revenue Summary by Category All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA TAXES $ 82,155,963 $ 72,385,120 $ 74,520,140 LICENSES&PERMITS 3,347,063 3,453,110 4,068,150 FINES&FORFEITURES 1,272,693 1,198,740 1,352,440 USE OF MONEY&PROPERTY 965,845 3,156,230 3,482,680 CHARGES FOR SERVICES 17,141,147 18,571,160 19,281,830 INTERGOVERNMENTAL 11,656,724 12,417,410 14,100,480 DEVELOPMENT FEES 3,320,867 858,900 1,855,950 OTHER 24,940,271 3,916,960 4,692,420 TRANSFER IN 7,703,350 3,044,820 4,207,990 TOTAL CITY OF RANCHO CUCAMONGA $ 152,503,924 $ 119,002,450 $ 127,562,080 RANCHO CUCAMONGA REDEVELOPMENT AGENCY TAXES $ 34,580,146 $ 0 $ 0 USE OF MONEY&PROPERTY 1,014,746 0 0 CHARGES FOR SERVICES 223 0 0 OTHER 57,164 0 0 TRANSFER IN 14,576,553 0 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 50,228,831 $ 0 $ 0 R.C.FIRE PROTECTION DISTRICT TAXES $ 93,055,623 $ 35,512,350 $ 34,265,390 LICENSES&PERMITS 544,927 0 30,000 FINES&FORFEITURES 53,350 49,620 39,800 USE OF MONEY&PROPERTY (489,933) 200,990 781,520 CHARGES FOR SERVICES 55,715 91,100 100,880 OTHER 849,278 694,870 771,970 TRANSFER IN 966,950 729,770 980,660 TOTAL R.C.FIRE PROTECTION DISTRICT $ 95,035,909 $ 37,278,700 $ 36,970,220 TOTAL ALL FUNDS BUDGET $ 297,768,664 $ 156,281,150 $ 164,532,300 t _ I kcal 1 edi 'I I I I I .\dopted Budget — Page 107 1_•. ::J City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA 001-GENERAL FUND 4101 Property Taxes-CY Secured $ 3,686,876 $ 3,199,490 $ 3,406,830 4102 Property Taxes-CY Unsecured 143,078 145,980 155,530 4103 Property Taxes-PY Sec&Unsec 135,621 114,800 109,860 4104 Property Taxes-Penalties/Int. 171,177 175,500 184,080 4105 Property Taxes-Supplemental 91,801 78,800 147,820 4106 Property Taxes-Unitary 281,959 295,600 343,670 4107 Property Transfer Tax 886,956 827,300 722,960 4111 Property Tax In-Lieu of VLF 14,354,651 14,771,100 14,914,310 4112 Property Tax-Post RDA 525,043 810,480 0 4113 Property Tax-Post RDA Res Blc 0 0 810,480 4120 Sales and Use Tax 19,265,796 19,403,250 19,561,770 4121 Prop 172-Half Cent Sales Tax 444,509 430,170 479,380 4122 Sales Tax In-Lieu(Triple Flp) 6,870,670 6,467,750 6,520,590 4125 Transient Occupancy Tax 2,056,597 2,124,700 2,579,170 4126 Admissions Tax 78,508 78,860 55,970 4130 Franchise Fee-Gas&Electric 2,384,295 2,468,140 2,684,720 4131 Franchise Fee-Resid.Refuse 947,597 941,310 988,560 4132 Franchise Fee-Comm.Refuse 1,212,271. 1,228,840 1,255,830 4133 Franchise Fee-Cable 1,385,558 1,326,110 1,403,770 4201 Business Licenses 2,110,275 2,251,140 2,174,510 4203 Electrical Permit 40,647 0 0 4204 Mechanical Permit 32,648 0 0 4205 Plumbing Permit 30,624 0 0 4206 Grading Permit 11,758 0 0 4207 Building Permits 804,132 885,000 1,166,810 4209 Mobile Home Permit 5,149 2,800 5,940 4210 Bldg Permits-SB 1473(90%to CA) (1,023) 550 670 4215 Animal Licenses 265,824 280,000 295,000 4216 Parking Permits 0 0 55,000 4220 Other Licenses&Permits 27,944 22,330 40,990 4231 Business Licenses-P/Y 0 0 13,310 4232 Business Licenses-Penalties 0 0 63,320 4301 Vehicle Code Fines 137,314 127,370 124,910 4302 Parking Citations 173,749 165,360 272,540 4306 Vehicle Release Fees 165,400 170,990 185,930 4307 Citation Proof of Corr Fees 3,060 3,200 2,420 4308 General Ordinance Fines 39,405 38,830 41,260 4309 False Alarm Fees 7,600 4,110 35,950 4310 Loud Party Ordinance Fines 0 400 200 4313 Other Fines&Forfeitures 187,325 125,450 73,870 4314 Red Light Fines 3,489 0 0 4401 Interest Earnings 476,940 322,230 394,020 4402 Unrealized Gain (284,489) 0 0 4419 Other Rental/Lease Income 84,099 31,960 38,770 4440 Sale of Fixed Assets 39,877 22,550 54,630 4501 Plan Check Fees 0 800,000 976,320 4502 Building Plan Check 806,852 0 0 I 1,11 1 ,,ir 21)1 11 - \kloptci I,tILLcI 1',!_, I'Iti City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4503 Electrical Plan Check 3,065 0 0 4504 Mechanical Plan Check 853 0 0 4505 Plumbing Plan Check 2,433 0 0 4506 Grading Plan Check 18,743 0 0 4508 Planning Fees 594,356 575,000 650,000 4509 Planning-Special Services Fee 398,989 440,000 440,000 4510 Engineering Fees 680,293 600,000 1,150,000 4511 Engineering-Special Services 0 50,000 50,000 4560 Fingerprint Fees 29 339 27 680 33 380 ngerp > 4563 Candidates Filing Fees 9,828 0 10,000 4564 Returned Item Charge 235 250 650 4565 Passport Processing Fees 200 0 0 4567 Passport Photo Fees 108 0 0 4570 Sale of Printed Materials 17,627 17,100 16,270 4571 Sale of Taxable Items 559 0 0 4580 Stadium Security Reimbursement 75 0 0 4602 Commodity Fee-Electric Util. 853 0 0 4630 Animal Adoption Fees 145,488 125,000 125,000 4631 Animal Spay/Neuter Fees 810 7,000 7,000 4633 Animal Boarding Fees 10,354 9,000 9,000 4634 Animal Impound Fees 26,730 18,000 18,000 4636 Owner Surrender Fees 11,808 13,000 13,000 4637 Animal Pick-Up Fee 6,716 5,000 5,000 4638 Microchipping Fee 4,852 4,000 4,000 4639 Rabies Vaccination Fee 60 0 0 4640 Vaccination Services 0 0 4,500 4670 REGIS Connect Service Fees 2,000 0 0 4701 Motor Vehicle In-Lieu Fees 91,710 92,720 76,720 4710 Homeowners Property Tax Relief 75,603 78,050 81,140 4740 Grant Income 31,127 0 0 4745 Other Intergov'tl Reimbursemnt 10,170 0 0 4901 Other Revenue 1,757,507 590,740 591,870 4905 Contributions/Fundraising 99,260 43,930 45,430 4911 Reimbursement from Other Funds 111,556 182,390 808,160 4913 State Mandate Reimbursement 83,098 0 0 4914 Non-Abated Reimbursements 137,978 83,250 53,030 4915 Bad Debt Recovery 0 35,440 17,720 4917 RDASA Admin Allowance 1,363,036 1,002,060 1,000,000 8006 Transfer In-Fund 006 0 0 50,000 8017 Transfer In-Law Enforcment Rsv 0 60,000 114,080 8025 Transfer In-Capital Rsry Fund 398,990 0 0 8073 Transfer In-Fund 073 33,970 0 0 8622 Transfer In-RDA Housing 242,840 0 0 8705 Transfer In-Municipal Utility 942,400 942,400 1,185,360 TOTAL 001-GENERAL FUND S 67,437,181 $ 65,144,460 $ 68,900,980 003-REIMB ST/COUNTY PARKING CIT 4303 Parking Cit Surcharge-State 6,090 12,930 14,650 4304 Parking Cit Surchrge-County 4,568 0 0 1 i• al 1'Lai '.Hl-1 1 � VI(∎pk 1 Iiu.l,L'l I'„, u. In'I 1 _', J City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4305 Parking Cit Surcharge-Cnty Crt 18,248 16,900 25,140 4402 Unrealized Gain (162) 0 0 4901 Other Revenue 28,653 25,220 32,820 TOTAL 003-REIMB ST/COUNTY PARKING CIT $ 57,396 $ 55,050 $ 72,610 006-CVWD REIMBURSEMENTS 4402 Unrealized Gain $ (2,648) $ 0 $ 0 4745 Other Intergov'tl Reimbursemnt 270,195 242,050 275,000 TOTAL 006-CVWD REIMBURSEMENTS $ 267,548 $ 242,050 $ 275,000 007-CAL TRANS REIMBURSEMENTS 4402 Unrealized Gain $ 151 $ 0 $ 0 TOTAL 007-CAL TRANS REIMBURSEMENTS $ 151 $ 0 $ 0 008-CNTY OF S.B.REIMBURSEMENTS 4402 Unrealized Gain $ 193 $ 0 $. 0 4745 Other Intergov'tl Reimbursemnt 90,225 86,680 86,680 4914 Non-Abated Reimbursements 0 2,610 2,610 8001 Transfer In-General Fund 4,800 4,800 4,800 TOTAL 008-CNTY OF S.B.REIMBURSEMENTS $ 95,219 $ 94,090 $ 94,090 016-COMM DEV TECHNICAL SRVCS FUND 4401 Interest Earnings 11,658 11,350 18,580 4402 Unrealized Gain (13,965) 0 0 4518 General Plan Update Fee 24,745 23,400 30,270 TOTAL 016-COMM DEV TECHNICAL SRVCS FUND $ 22,438 $ 34,750 $ 48,850 017-LAW ENFORCEMENT RESERVE 4401 Interest Earnings $ 33,846 $ 60,340 $ 69,400 4402 Unrealized Gain (71,384) 0 0 TOTAL 017-LAW ENFORCEMENT RESERVE $ (37,538) $ 60,340 $ 69,400 018-TRAFFIC SAFETY 4301 Vehicle Code Fines $ 326,287 $ 358,200 $ 395,570 4314 Red Light Fines 9,930 0 0 4401 Interest Earnings (203) 0 0 4402 Unrealized Gain (1,001) 0 0 TOTAL 018-TRAFFIC SAFETY $ 335,014 $ 358,200 $ 395,570 019-INFO TECHNOLOGY-DEVELOPMENT 4401 Interest Earnings $ 5,762 $ 4,850 $ 4,900 4402 Unrealized Gain (4,322) 0 0 4519 Information Technology Revenue 126,961 120,060 155,330 TOTAL 019-INFO TECHNOLOGY-DEVELOPMENT $ 128,401 $ 124,910 $ 160,230 020-CITY TECHNOLOGY FEE FUND 4203 Electrical Permit 63 0 0 4207 Building Permits 80 0 0 4401 Interest Earnings 71 0 0 11.k;il l cdr 'III-1 I " V1,111,,1 litiLI CI. I',t2L. I lii City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain (303) 0 0 4517 Technology Fee-Permit 30,940 208,250 135,070 4650 SB1186 Cert Access Spec Prog 2 0 0 TOTAL 020-CITY TECHNOLOGY FEE FUND $ 30,854 $ 208,250 $ 135,070 022-MOBILE HOME PARK PROGRAM 4218 Mobile Home Lot Fees-City $ 14,916 $ 8,140 $ 14,910 4219 Mobile Home Lot Fees-State 3,150 3,150 3,150 4401 Interest Earnings 688 720 650 4402 Unrealized Gain (794) 0 0 4901 Other Revenue 1,120 0 1,120 TOTAL 022-MOBILE HOME PARK PROGRAM $ 19,080 $ 12,010 $ 19,830 023-SB1186 CERT ACCESS SPEC PROG 4401 Interest Earnings $ 12 $ 0 $ 0 4402 Unrealized Gain (14) 0 0 4517 Technology Fee-Permit 2 0 0 4601 Monthly Srvc Fee-Electric Util 1 0 0 4650 SB1186 Cert Access Spec Prog 3,482 4,190 6,570 TOTAL 023-SB1186 CERT ACCESS SPEC PROG $ 3,484 $ 4,190 $ 6,570 025-CAPITAL RESERVE 4112 Property Tax-Post RDA $ 9,355,456 $ 0 $ 0 4401 Interest Earnings 148,705 268,690 413,800 4402 Unrealized Gain (454,625) 0 0 4745 Other Intergov'tl Reimbursemnt 842,590 0 0 4901 Other Revenue 0 0 19,900 4911 Reimbursement from Other Funds 19,292,698 0 0 TOTAL 025-CAPITAL RESERVE $ 29,184,825 $ 268,690 $ 433,700 073-BENEFITS CONTINGENCY 4401 Interest Earnings $ 50,108 $ 37,060 $ 61,610 4402 Unrealized Gain (52,445) 0 0 8620 Transfer In-Administration RDA 81,000 0 0 8622 Transfer In-RDA Housing 34,379 0 0 TOTAL 073-BENEFITS CONTINGENCY $ 113,041 $ 37,060 $ 61,610 100-ASSESSMENT DISTRICTS ADMIN 4401 Interest Earnings $ 9,949 $ 11,150 $ 7,990 4402 Unrealized Gain (12,133) 0 0 4901 Other Revenue 907,616 1,049,170 1,049,170 TOTAL 100-ASSESSMENT DISTRICTS ADMIN $ 905,432 $ 1,060,320 $ 1,057,160 101-AD 93-1 MASI COMMERCE CENTER 4401 Interest Earnings $ 103 $ 100 $ 100 4402 Unrealized Gain (1 12) 0 0 TOTAL 101-AD 93-1 MASI COMMERCE CENTER $ (9) $ 100 $ 100 105-AB2766 AIR QUALITY IMPROVEMENT 1 kccdI l'eLti 2014 1 \c opk'd I 1 u c l.!c t I'J'Ic 1 1 l 1 .. City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4401 Interest Earnings $ 5,277 $ 6,410 $ 4,890 4402 Unrealized Gain (5,562) 0 0 4740 Grant Income 301,583 203,320 224,730 TOTAL 105-AB2766 AIR QUALITY IMPROVEMENT $ 301,297 $ 209,730 $ 229,620 110-BEAUTIFICATION 4401 Interest Earnings $ 10,893 $ 9,340 $ 10,120 4402 Unrealized Gain (13,166) 0 0 4801 Beautification Fees 144,954 80,000 0 TOTAL 110-BEAUTIFICATION $ 142,682 $ 89,340 $ 10,120 112-DRAINAGE FAC/GENERAL 4401 Interest Earnings $ 18,372 $ 21,430 $ 20,060 4402 Unrealized Gain (32,726) 0 0 4806 Storm Drain Fees 356,033 160,000 200,000 TOTAL 112-DRAINAGE FAC/GENERAL $ 341,679 $ 181,430 $ 220,060 114-DRAINAGE-ETIWANDA/SAN SEVAINE 4401 Interest Earnings $ 8,227 $ 8,200 $ 8,030 4402 Unrealized Gain (9,733) 0 0 4807 Secondary Regional Fee 276,818 26,000 30,000 TOTAL 114-DRAINAGE-ETIWANDA/SAN SEVAINE $ 275,312 $ 34,200 $ 38,030 115-HENDERSON/WARDMAN DRAINAGE 4402 Unrealized Gain $ (9,949) $ 0 $ 0 TOTAL 115-HENDERSON/WARDMAN DRAINAGE $ (9,949) $ 0 $ 0 116-ETIWANDA DRAINAGE 4401 Interest Earnings $ 17,806 $ 18,110 $ 18,760 4402 Unrealized Gain (21,547) 0 0 4807 Secondary Regional Fee 355,723 80,000 80,000 TOTAL 116-ETIWANDA DRAINAGE $ 351,981 $ 98,110 $ 98,760 118-UPPER ETIWANDA DRAINAGE 4401 Interest Earnings $ 5,386 $ 5,650 $ 5,380 4402 Unrealized Gain (6,491) 0 0 TOTAL 118-UPPER ETIWANDA DRAINAGE $ (1,105) $ 5,650 $ 5,380 120-PARK DEVELOPMENT 4401 Interest Earnings $ 114,175 $ 118,560 $ 115,650 4402 Unrealized Gain (139,501) 0 0 4800 Park Development Fees 984,625 89,000 693,030 8677 Transfer In-RD Oblig Retiremnt 40,000 0 0 TOTAL 120-PARK DEVELOPMENT $ 999,299 $ 207,560 $ 808,680 122-SOUTH ETIWANDA DRAINAGE 4401 Interest Earnings $ 3,080 $ 3,230 $ 3,070 4402 Unrealized Gain (3,700) 0 0 Fiscal Year 2014/15 Adopted Budget - Page 112 ' 4 ,. City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL 122-SOUTH ETIWANDA DRAINAGE $ (620) $ 3,230 $ 3,070 124-TRANSPORTATION 4401 Interest Earnings $ 178,288 $ 152,660 $ 163,480 4402 Unrealized Gain (218,511) 0 0 4804 Transportation Fee/Backbone 815,355 280,000 510,000 4805 Transportation Fee/EV Preemptn 33,005 3,000 8,250 4810 Trans Fee/Arrow I-15 Int 167,168 50,000 126,750 4811 Trans Fee/Base Line I-15 Int 119,104 33,000 90,000 4812 Trans Fee/Haven RxR Grade Sep 19,864 5,000 15,000 TOTAL 124-TRANSPORTATION $ 1,114,272 $ 523,660 $ 913,480 126-LOWER ETIWANDA DRAINAGE 4401 Interest Earnings $ 4,821 $ 5,080 $ 5,230 4402 Unrealized Gain (5,861) 0 0 TOTAL 126-LOWER ETIWANDA DRAINAGE $ (1,040) $ 5,080 $ 5,230 128-ETIWANDA NO.EQUESTRIAN FACIL. 4401 Interest Earnings $ 1,588 $ 0 $ 0 4402 Unrealized Gain (3,975) 0 0 8120 Transfer In-Fund 120 632,000 0 0 TOTAL 128-ETIWANDA NO.EQUESTRIAN FACIL. $ 629,613 $ 0 $ 0 129-UNDERGROUND UTILITIES 4401 Interest Earnings $ 112,510 $ 48,260 $ 108,920 4402 Unrealized Gain (98,727) 0 0 4813 Underground Utilities Fee 46,261 50,000 100,000 TOTAL 129-UNDERGROUND UTILITIES $ 60,043 $ 98,260 $ 208,920 130-LMD#1 GENERAL CITY 4101 Property Taxes-CY Secured $ 1,178,589 $ 1,149,870 $ 1,179,890 4103 Property Taxes-PY Sec&Unsec 14,623 11,900 11,900 4104 Property Taxes-Penalties/mt. 5,012 1,190 1,190 4401 Interest Earnings 5,447 4,000 4,020 4402 Unrealized Gain (9,087) 0 0 4419 Other Rental/Lease Income 25,619 15,000 15,000 4901 Other Revenue 0 0 700 TOTAL 130-LMD#1 GENERAL CITY S 1,220,203 $ 1,181,960 $ 1,212,700 131-LMD#2 VICTORIA 4101 Property y Taxes-CY Secured $ 2,942,866 $ 2,854,630 $ 3,117,980 4103 Property Taxes-PY Sec&Unsec 40,541 29,730 29,730 4104 Property Taxes-Penalties/Int. 14,517 2,970 2,970 4401 Interest Earnings 23,868 21,310 21,750 4402 Unrealized Gain (36,551) 0 0 8001 Transfer In-General Fund 0 301,440 301,440 TOTAL 131-LMD#2 VICTORIA $ 2,985,240 $ 3,210,080 $ 3,473,870 132-LMD#3A HYSSOP I i' •,t1 Yc,n 2_O 14 I ;. :\dopied Budget - Page 1 1 J City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4101 Property Taxes-CY Secured $ 3,724 $ 3,720 $ 3,720 4401 Interest Earnings 447 460 420 4402 Unrealized Gain (547) 0 0 TOTAL 132-LMD#3A HYSSOP $ 3,624 $ 4,180 $ 4,140 133-LMD#3B MEDIANS 4101 Property Taxes-CY Secured $ 986,493 $ 954,750 $ 988,000 4103 Property Taxes-PY Sec&Unsec 11,856 9,730 9,730 4104 Property Taxes-Penalties/Int. 4,722 970 970 4216 Parking Permits - 0 0 234,540 4401 Interest Earnings 7,065 5,460 7,040 4402 Unrealized Gain (11,130) 0 0 4901 Other Revenue 0 0 340 TOTAL 133-LMD#3B MEDIANS $ 999,006 $ 970,910 $ 1,240,620 134-LMD#4R TERRA VISTA 4101 Property Taxes-CY Secured $ 2,538,216 $ 2,455,860 $ 2,552,410 4103 Property Taxes-PY Sec&Unsec 24,123 25,480 25,480 4104 Property Taxes-Penalties/Int. 8,589 2,550 2,550 4401 Interest Earnings 28,210 26,370 27,080 4402 Unrealized Gain (40,214) 0 0 TOTAL 134-LMD#4R TERRA VISTA $ 2,558,924 $ 2,510,260 $ 2,607,520 135-LMD#5 TOT LOT 4101 Property Taxes-CY Secured $ 4,985 $ 2,500 $ 2,490 4401 Interest Earnings 820 850 630 4402 Unrealized Gain (985) 0 0 TOTAL 135-LMD#5 TOT LOT $ 4,819 $ 3,350 $ 3,120 136-LMD#6R CARYN COMMUNITY 4101 Property Taxes-CY Secured $ 442,915 $ 467,600 $ 452,640 4103 Property Taxes-PY Sec&Unsec 8,086 4,470 4,470 4104 Property Taxes-Penalties/Int. 1,906 470 470 4401 Interest Earnings 0 100 0 4402 Unrealized Gain (2,582) 0 0 TOTAL 136-LMD#6R CARYN COMMUNITY $ 450,326 $ 472,640 $ 457,580 137-LMD#7 NORTH ETIWANDA 4101 Property Taxes-CY Secured $ 851,287 $ 827,120 $ 844,070 4103 Property Taxes-PY Sec&Unsec 16,904 8,610 8,610 4104 Property Taxes-Penalties/Int. 4,454 860 860 4401 Interest Earnings 8,335 7,230 7,070 4402 Unrealized Gain (12,289) 0 0 4419 Other Rental/Lease Income 25,936 15,000 15,000 8868 Transfer In-Fund 868 0 0 50,000 TOTAL 137-LMD#7 NORTH ETIWANDA $ 894,627 $ 858,820 $ 925,610 138-LMD#8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured $ 32,519 $ 27,530 $ 31,830 I itiL•,tI 1 �,u _2D)1-I I .1(It ik.k1 Ilu,l_kt I'..i:_� I I 1 L City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4103 Property Taxes-PY Sec&Unsec 228 290 290 4104 Property Taxes-Penalties/Int. 75 30 30 4401 Interest Earnings 580 740 600 4402 Unrealized Gain (736) 0 0 TOTAL 138-LMD#8 SOUTH ETIWANDA $ 32,666 $ 28,590 $ 32,750 139-LMD#9 LOWER ETIWANDA 4101 Property Taxes-CY Secured $ 375,596 $ 161,890 $ 165,940 4103 Property Taxes-PY Sec&Unsec 8,838 3,790 3,790 4104 Property Taxes-Penalties/Int. 2,811 380 380 4401 Interest Earnings 26,897 27,420 23,720 4402 Unrealized Gain (33,559) 0 0 TOTAL 139-LMD#9 LOWER ETIWANDA $ 380,583 $ 193,480 $ 193,830 140-LMD#10 RANCHO ETIWANDA 4101 Property Taxes-CY Secured $ 470,466 $ 455,620 $ 483,410 4103 Property Taxes-PY Sec&Unsec 8,939 4,770 4,770 4104 Property Taxes-Penalties/Int. 2,153 470 470 4401 Interest Earnings 10,479 10,070 9,010 4402 Unrealized Gain (13,968) 0 0 4901 Other Revenue 0 200 200 TOTAL 140-LMD#10 RANCHO ETIWANDA $ 478,069 $ 471,130 $ 497,860 150-GENERAL CITY STREET LIGHTS 4401 Interest Earnings $ 685 $ 710 $ 680 4402 Unrealized Gain (809) 0 0 TOTAL 150-GENERAL CITY STREET LIGHTS $ (125) $ 710 $ 680 151 -SLD#1 ARTERIAL 4101 Property Taxes-CY Secured $ 778,548 $ 757,680 $ 768,400 4103 Property Taxes-PY Sec&Unsec 9,679 7,850 7,850 4104 Property Taxes-Penalties/Int. 3,239 790 790 4401 Interest Earnings 10,014 9,820 9,080 4402 Unrealized Gain (13,611) 0 0 4808 Developer Energizing Fee 0 2,800 2,800 TOTAL 151 -SLD#1 ARTERIAL $ 787,870 $ 778,940 $ 788,920 152-SLD#2 RESIDENTIAL 4101 Property Taxes-CY Secured $ 344,896 $ 339,340 $ 342,070 4103 Property Taxes-PY Sec&Unsec 5,528 3,480 3,480 4104 Property Taxes-Penalties/Int. 1,819 350 350 4401 Interest Earnings 0 150 0 4402 Unrealized Gain (543) 0 0 4808 Developer Energizing Fee 782 100 120 8172 Transfer In-Gas Tax 0 0 240,540 TOTAL 152-SLD#2 RESIDENTIAL $ 352,483 $ 343,420 $ 586,560 153-SLD#3 VICTORIA 4101 Property Taxes-CY Secured $ 347,176 $ 336,780 $ 341,060 I kc,il 1 cat 2011 I- .\,I,.11)cci I))t LILCt Psi, � I I L• .•.. City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4103 Property Taxes-PY Sec&Unsec 4,555 3,510 3,510 4104 Property Taxes-Penalties/Int. 1,630 350 350 4401 Interest Earnings 10,728 11,190 11,200 4402 Unrealized Gain (13,703) 0 0 TOTAL 153-SLD#3 VICTORIA $ 350,386 $ 351,830 $ 356,120 154-SLD#4 TERRA VISTA 4101 Property Taxes-CY Secured $ 158,839 $ 153,610 $ 155,200 4103 Property Taxes-PY Sec&Unsec 1,904 1,600 1,600 4104 Property Taxes-Penalties/Int. 709 160 160 4401 Interest Earnings 4,969 5,200 4,760 4402 Unrealized Gain (6,813) 0 0 TOTAL 154-SLD#4 TERRA VISTA $ 159,608 $ 160,570 $ 161,720 155-SLD#5 CARYN COMMUNITY 4101 Property Taxes-CY Secured $ 43,399 $ 42,420 $ 42,870 4103 Property Taxes-PY Sec&Unsec 1,169 440 440 4104 Property Taxes-Penalties/Int. 214 40 40 4401 Interest Earnings 321 250 20 4402 Unrealized Gain (482) 0 0 TOTAL 155-SLD#5 CARYN COMMUNITY $ 44,621 $ 43,150 $ 43,370 156-SLD#6 INDUSTRIAL AREA 4101 Property Taxes-CY Secured $ 128,565 $ 124,440 $ 127,620 4103 Property Taxes-PY Sec&Unsec 1,325 1,300 1,300 4104 Property Taxes-Penalties/Int. 1,102 130 130 4401 Interest Earnings 3,482 3,530 3,600 4402 Unrealized Gain (4,451) 0 0 TOTAL 156-SLD#6 INDUSTRIAL AREA $ 130,023 $ 129,400 $ 132,650 157-SLD#7 NORTH ETIWANDA 4101 Property Taxes-CY Secured $ 118,639 $ 115,360 $ 117,840 4103 Property Taxes-PY Sec&Unsec 1,832 1,200 1,200 1 4104 Property Taxes-Penalties/Int. 583 120 120 4401 interest Earnings 62 0 0 4402 Unrealized Gain (470) 0 0 4808 Developer Energizing Fee 782 0 0 8174 Transfer In-Fund 174 0 94,420 81,950 TOTAL 157-SLD#7 NORTH ETIWANDA $ 121,429 $ 211,100 $ 201,110 158-SW#8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured $ 132,091 $ 66,580 $ 67,990 4103 Property Taxes-PY Sec&Unsec 2,964 1,330 1,330 4104 Property Taxes-Penalties/Int. 1,038 130 130 4401 Interest Earnings 24,416 25,800 19,320 4402 Unrealized Gain (30,539) 0 0 4808 Developer Energizing Fee 393 0 0 TOTAL 158-SLD#8 SOUTH ETIWANDA $ 130,363 $ 93,840 $ 88,770 I kcal 1L.,1r _'111 I I 1LloptLLI 1;11L1,2Ct I',L,_ I h I L. 1 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 170-GAS TAX 2105/PROP111 4401 Interest Earnings $ 17,652 $ 19,000 $ 18,420 4402 Unrealized Gain (21,732) 0 0 4720 Gas Tax 2105-Prop 111 774,070 835,750 859,480 4745 Other Intergov'tl Reimbursemnt 3,099 0 0 TOTAL 170-GAS TAX 2105/PROP111 $ 773,090 $ 854,750 $ 877,900 172-GAS TAX 2106-2107 4401 Interest Earnings $ 3,689 $ 1,530 $ 0 4402 Unrealized Gain (8,026) 0 0 4721 State Gas Tax-2106 560,896 558,840 673,680 4722 State Gas Tax-2107 1,268,420 1,244,300 1,056,070 4723 State Gas Tax-2107.5 10,000 10,000 10,000 TOTAL 172-GAS TAX 2106-2107 $ 1,834,979 $ 1,814,670 $ 1,739,750 174-GAS TAX R&T7360 4401 Interest Earnings $ 36,270 $ 35,480 $ 40,490 4402 Unrealized Gain (42,038) 0 0 4725 Gas Tax R&T7360 1,405,517 2,532,210 1,870,220 TOTAL 174-GAS TAX R&T7360 $ 1,399,749 $ 2,567,690 $ 1,910,710 176-MEASURE 1 1990-2010 4401 Interest Earnings $ 18,558 $ 18,710 $ 13,930 4402 Unrealized Gain (23,712) 0 0 TOTAL 176-MEASURE 1 1990-2010 $ (5,155) $ 18,710 $ 13,930 177-MEASURE I 2010-2040 4401 Interest Earnings $ 36,446 $ 41,940 $ 38,980 4402 Unrealized Gain (41,277) 0 0 4715 Measure I Local St Allotment 2,470,548 2,339,030 2,621,000 4901 Other Revenue 7,659 0 0 4914 Non-Abated Reimbursements 29,000 0 0 TOTAL 177-MEASURE I 2010-2040 $ 2,502,376 $ 2,380,970 $ 2,659,980 178-SB 140 4402 Unrealized Gain $ (435) $ 0 $ 0 TOTAL 178-SB 140 $ (435) $ 0 $ 0 182-AB 2928 TRAFFIC CONGEST RELIEF 4101 Property Taxes-CY Secured $ 294,506 $ 0 $ 0 4402 Unrealized Gain (1,843) 0 0 TOTAL 182-AB 2928 TRAFFIC CONGEST RELIEF $ 292,663 $ 0 $ 0 186-FOOTHILL BLVD MAINTENANCE 4402 Unrealized Gain $ (441) $ 0 $ 0 TOTAL 186-FOOTHILL BLVD MAINTENANCE $ (441) $ 0 $ 0 188-INTEGRATED WASTE MANAGEMENT 4134 Integrated Waste Mgmt Fee $ 1,079,934 $ 1,107,220 $ 1,122,190 I.,211 1 Car 201-1 I \■101,(LtI I tftL�Ct H'a/c I I ; I I City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4220 Other Licenses&Permits 875 0 0 4401 Interest Earnings 20,520 24,010 17,340 4402 Unrealized Gain (27,578) 0 0 4590 Administrative Fee-C&D Program 28,250 15,000 15,000 TOTAL 188-INTEGRATED WASTE MANAGEMENT $ 1,102,000 $ 1,146,230 $ 1,154,530 190-PROP 42-TRAFFIC CONGESTION MIT 4401 Interest Earnings $ 11,982 $ 13,470 $ 5,280 4402 Unrealized Gain (16,682) 0 0 TOTAL 190-PROP 42-TRAFFIC CONGESTION MIT $ (4,700) $ 13,470 $ 5,280 194-PROPOSITION 1B STATE FUNDING 4401 Interest Earnings $ 2,370 $ 2,480 $ 2,360 4402 Unrealized Gain (2,852) 0 0 TOTAL 194-PROPOSITION 1B STATE FUNDING $ (482) $ 2,480 $ 2,360 195-STATE ASSET SEIZURE 4402 Unrealized Gain $ (4,933) $ 0 $ 0 4740 Grant Income 3,593 0 0 TOTAL 195-STATE ASSET SEIZURE $ (1,340) $ 0 $ 0 196-CA ASSET SEIZURE 15% 4401 Interest Earnings $ 10 $ 0 $ 0 4402 Unrealized Gain (57) 0 0 4740 Grant Income 634 0 0 TOTAL 196-CA ASSET SEIZURE 15% $ 588 $ 0 $ 0 197-FEDERAL ASSET SEIZURE 4401 Interest Earnings $ 1,447 $ 1,510 $ 1,160 4402 Unrealized Gain (1,744) 0 0 TOTAL 197-FEDERAL ASSET SEIZURE $ (297) $ 1,510 $ 1,160 198-CITYWIDE INFRASTRUCTURE IMPRV 4401 Interest Earnings $ 48,469 $ 60,860 $ 62,370 4402 Unrealized Gain (73,660) 0 0 4745 Other Intergov'tl Reimbursemnt • 1,265,840 1,850,000 4,000,000' 4901 Other Revenue 85,72$$ 0 0 4923 Misc.Other Financing Sources 138,500 0 0 TOTAL 198-CITYWIDE INFRASTRUCTURE IMPRV $ 1,464,877 $ 1,910,860 $ 4,062,370 204-COMMUNITY DEVELOPMENT BLK GRNT 4402 Unrealized Gain $ (533) $ 0 $ 0 4740 Grant Income 996,802 807,950 862,700 4741 Program Income 21,044 579,330 350,000 TOTAL 204-COMMUNITY DEVELOPMENT BLK GRNT $ 1,017,313 $ 1,387,280 $ 1,212,700 215-ENRGY EFFICNCY/CONSRVATN GRNT 4402 Unrealized Gain $ (325) $ 0 $ 0 4740 Grant Income 11,514 18,480 0 I 1-*,11 1 L,:ti 2/H4 15 Adopted Budget - Page 118 L,:• .:J City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4741 Program Income 10,529 0 0 TOTAL 215-ENRGY EFFICNCY/CONSRVATN GRNT $ 21,718 $ 18,480 $ 0 218-PUBLIC RESRCE GRNTS/HEALTHY RC 4402 Unrealized Gain $ (883) $ 0 $ 0 4740 Grant Income 101,742 0 63,170 4905 Contributions/Fundraising 109,957 123,840 332,110 4914 Non-Abated Reimbursements 10,440 0 0 TOTAL 218-PUBLIC RESRCE GRNTS/HEALTHY RC $ 221,256 $ 123,840 $ 395,280 225-CA RECYC/LITTER REDUCTION GRNT 4402 Unrealized Gain $ (770) $ 0 $ 0 4740 Grant Income 23,857 44,750 44,300 TOTAL 225-CA RECYC/LITTER REDUCTION GRNT $ 23,087 $ 44,750 $ 44,300 226-USED OIL RECYCLING GRANT 4402 Unrealized Gain $ (705) S 0 $ 0 TOTAL 226-USED OIL RECYCLING GRANT $ (705) $ 0 $ 0 227-USED OIL RECYCLING PROGRAM 4401 Interest Earnings $ (134) $ 0 $ 0 4402 Unrealized Gain (91) 0 0 4740 Grant Income 48,033 32,930 48,230 TOTAL 227-USED OIL RECYCLING PROGRAM $ 47,808 $ 32,930 $ 48,230 234-SAFE ROUTES TO SCHOOL PROGRAM 4402 Unrealized Gain $ 215 $ 0 $ 0 4740 Grant Income 63,156 0 0 TOTAL 234-SAFE ROUTES TO SCHOOL PROGRAM $ 63,371 $ 0 $ 0 235-PROP 84 PARK BOND ACT 4402 Unrealized Gain $ 23 $ 0 $ 0 4740 Grant Income 0 283,500 283,500 TOTAL 235-PROP 84 PARK BOND ACT $ 23 $ 283,500 $ 283,500 239-FEDERAL GRANT FUNDS-DREIER 4402 Unrealized Gain $ (162) $ 0 $ 0 TOTAL 239-FEDERAL GRANT FUNDS-DREIER $ (162) $ 0 $ 0 250-RECREATION SERVICES 4401 Interest Earnings 15,064 19,480 22,400 4402 Unrealized Gain (30,961) 0 0 4419 Other Rental/Lease Income 889,257 890,930 908,280 4520 Recreation Fees 2,170,143 2,321,310 2,276,850 4522 Processing Fees 72,352 57,810 62,150 4523 Web Sales Fees 3,891 0 0 4571 Sale of Taxable Items 32,026 22,500 28,500 4581 Ticket Sales 557,522 672,730 575,250 4586 Advertising Revenue 9,425 7,300 7,400 1 i,cul 1 cal _'ti 1 1 1 • .1■I(0.■1 Iiu,NN),i I'd ,. I 1') City of Rancho Cucamonga • Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4588 Theatre Rental Ticket Sales 30,421 0 0 4901 Other Revenue 141,889 166,800 183,600 4905 Contributions/Fundraising 358,894 398,260 282,580 4914 Non-Abated Reimbursements 7,880 13,370 20,000 TOTAL 250-RECREATION SERVICES $ 4,257,802 $ 4,570,490 $ 4,367,010 258-SENIOR OUTREACH GRANT 4740 Grant Income $ 8,168 $ 6,920 $ 6,920 TOTAL 258-SENIOR OUTREACH GRANT $ 8,168 $ 6,920 $ 6,920 271 -COUNTY SENIOR TRANSPORT.GRANT 4401 Interest Earnings $ 1 $ 0 $ 0 TOTAL 271-COUNTY SENIOR TRANSPORT.GRANT $ I $ 0 $ 0 272-FREEDOM COURTYARD RSRC GRANTS 4401 Interest Earnings $ (264) $ 0 $ 0 4402 Unrealized Gain (385) 0 0 4740 Grant Income (11,107) 0 0 TOTAL 272-FREEDOM COURTYARD RSRC GRANTS $ (11,756) $ 0 $ 0 290-LIBRARY FUND 4101 Property Taxes-CY Secured $ 2,489,954 $ 3,044,810 $ 3,166,790 4102 Property Taxes-CY Unsecured 77,004 80,130 81,760 4103 Property Taxes-PY Sec&Unsec 32,564 63,020 30,480 4105 Property Taxes-Supplemental 45,776 43,260 81,410 4112 Property Tax-Post RDA 90,988 140,340 0 4113 Property Tax-Post RDA Res Blc 0 0 140,340 4312 Library Fines and Fees 190,229 175,000 180,000 4401 Interest Earnings 57,168 58,380 48,800 4402 Unrealized Gain (72,179) 0 0 4410 Media Rentals 98,033 120,000 90,000 4515 Information Service Fees 715 500 500 4565 Passport Processing Fees 69,334 46,000 75,000 4567 Passport Photo Fees 14,612 10,000 18,000 4570 Sale of Printed Materials 24,513 20,000 24,000 4740 Grant Income 1,040 0 15,000 4901 Other Revenue 0 0 420 4907 Private Contributions Library 115,000 130,000 130,000 4909 RC Library Foundation Support 0 10,000 20,000 TOTAL 290-LIBRARY FUND $ 3,234,751 $ 3,941,440 $ 4,102,500 291-CA STATE LIBRARY 4402 Unrealized Gain $ (276) $ 0 $ 0 4740 Grant Income 18,016 0 0 TOTAL 291-CA STATE LIBRARY $ 17,740 $ 0 $ 0 292-STAFF INNOVATION FD(CA ST LB) 4401 Interest Earnings 346 0 0 4402 Unrealized Gain (524) 0 0 i c:il l L:u ..-‘1)14 1 \j d liu is t 'arc 120 .• '..'J L. City of Rancho Cucamonga Revenue Detail MI Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4740 Grant Income 34,088 0 0 TOTAL 292-STAFF INNOVATION FD(CA ST LB) $ 33,910 $ 0 $ 0 298-CALIFORNIA LITERACY CAMPAIGN 4402 Unrealized Gain $ 23 $ 0 $ 0 8290 Transfer In-Library Fund 8,178 0 0 TOTAL 298-CALIFORNIA LITERACY CAMPAIGN $ 8,201 $ 0 $ 0 301-THE BIG READ LIBRARY GRANT 4402 Unrealized Gain $ (203) $ 0 $ 0 4740 Grant Income 9,412 0 0 TOTAL 301-THE BIG READ LIBRARY GRANT $ 9,209 $ 0 $ 0 302-LIBRARY SERVICES&TECH.ACT 4402 Unrealized Gain $ (503) $ 0 $ 0 4740 Grant Income 2,500 0 0 TOTAL 302-LIBRARY SERVICES&TECH.ACT $ 1,997 $ 0 $ 0 310-PUBLIC LIBRARY BOND ACT-2000 4402 Unrealized Gain $ (5,100) $ 0 $ 0 4740 Grant Income (7) 0 0 TOTAL 310-PUBLIC LIBRARY BOND ACT-2000 $ (5,107) $ 0 $ 0 329-LIBRARY CAPITAL FUND 4401 Interest Earnings $ 274 $ 0 $ 0 4402 Unrealized Gain (3,164) 0 0 8290 Transfer In-Library Fund 502,900 0 0 TOTAL 329-LIBRARY CAPITAL FUND $ 500,011 $ 0 $ 0 354-COP'S PROGRAM GRANT-STATE 4402 Unrealized Gain $ (2,609) $ 0 $ 0 4740 Grant Income 201,328 200,000 200,000 TOTAL 354-COP'S PROGRAM GRANT-STATE $ 198,719 $ 200,000 $ 200,000 356-JUSTICE ASSIST GRNT(JAG)ARRA 4401 Interest Earnings $ 1,616 $ 0 $ 70 4402 Unrealized Gain (1,389) 0 0 4740 Grant Income 164,504 0 0 TOTAL 356-JUSTICE ASSIST GRNT(JAG)ARRA $ 164,731 $ 0 $ 70 361-JUSTICE ASSISTANCE GRANT(JAG) 4402 Unrealized Gain $ (1,161) $ 0 $ 0 4740 Grant Income 22,144 40,000 23,460 TOTAL 361-JUSTICE ASSISTANCE GRANT(JAG) $ 20,983 $ 40,000 S 23,460 370-OTS-"DRINK,DRIVE,LOSE"GRANT 4402 Unrealized Gain $ (187) $ 0 $ 0 TOTAL 370-OTS-"DRINK,DRIVE,LOSE"GRANT $ (187) $ 0 $ 0 Ii,, al ) Lai 2.01 i 15 Adopted Budget — Page 121 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 372-OTS 2005 STATE SEAT BELT GRANT 4402 Unrealized Gain $ (34) $ 0 $ 0 TOTAL 372-OTS 2005 STATE SEAT BELT GRANT $ (34) $ 0 $ 0 373-COPS SECURE OUR SCHOOLS GRANT 4402 Unrealized Gain $ (708) S 0 $ 0 4740 Grant Income 13,670 2,660 0 8017 Transfer In-Law Enforcment Rsv 30,160 12,720 0 TOTAL 373-COPS SECURE OUR SCHOOLS GRANT $ 43,122 $ 15,380 $ 0 374-COPS HIRING PROGRAM GRANT 4740 Grant Income $ 30,000 $ 40,000 $ 39,720 8001 Transfer In-General Fund 43,979 75,000 116,960 TOTAL 374-COPS HIRING PROGRAM GRANT $ 73,979 $ 115,000 $ 156,680 380-DEPT OF HOMELAND SECURITY GRNT 4402 Unrealized Gain $ 18 $ 0 $ 0 4740 Grant Income 83,294 37,940 49,760 TOTAL 380-DEPT OF HOMELAND SECURITY GRNT $ 83,312 $ 37,940 $ 49,760 381-HOMELAND SECURITY GRANT 2005 4402 Unrealized Gain $ (34) $ 0 $ 0 4740 Grant Income 90,680 0 0 TOTAL 381-HOMELAND SECURITY GRANT 2005 $ 90,646 $ 0 $ 0 600-AD 82-1 6TH ST INDUSTRIAL 4401 Interest Earnings $ 130 $ 130 $ 120 4402 Unrealized Gain (137) 0 0 TOTAL 600-AD 82-1 6TH ST INDUSTRIAL $ (7) $ 130 $ 120 602-AD 84-1 DAY CREEK/MELLO 4401 Interest Earnings $ 11,018 $ 11,560 $ 11,010 4402 Unrealized Gain (13,305) 0 0 TOTAL 602-AD 84-1 DAY CREEK/MELLO $ (2,288) $ 11,560 $ 11,010 607-CFD 2000-01 SOUTH ETIWANDA 4401 Interest Earnings $ 0 $ 10 $ 0 TOTAL 607-CFD 2000-01 SOUTH ETIWANDA $ 0 $ 10 $ 0 608-CFD 2000-02 RC CORPORATE PARK 4401 Interest Earnings $ 3 $ 60 $ 0 TOTAL 608-CFD 2000-02 RC CORPORATE PARK $ 3 $ 60 $ 0 610-CFD 2000-03 RANCHO SUMMIT 4401 Interest Earnings $ 0 $ 1,200 $ 0 4402 Unrealized Gain (223) 0 0 TOTAL 610-CFD 2000-03 RANCHO SUMMIT $ (223) $ 1,200 $ 0 612-CFD 2001-01 I i,,cal 1 —Li 2_1114 1" \.1(,1)t�,i IIii,1�,1 i',L 1 ' ; . City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4401 Interest Earnings $ 4,861 $ 5,110 $ 4,850 4402 Unrealized Gain (5,868) 0 0 TOTAL 612-CFD 2001-01 $ (1,008) $ 5,110 $ 4,850 614-CFD 2003-01 PROJECT FUND 4401 Interest Earnings $ 3 $ 100 $ 0 4402 Unrealized Gain (50) 0 0 TOTAL 614-CFD 2003-01 PROJECT FUND $ (47) $ 100 $ 0 615-CFD 2003-01 CULTURAL CENTER 4401 Interest Earnings $ 3 $ 130 $ 0 4402 Unrealized Gain 1,054 0 0 TOTAL 615-CFD 2003-01 CULTURAL CENTER $ 1,057 $ 130 $ 0 617-CFD 2004-01 RANCHO ETIWANDA ES 4401 Interest Earnings $ 145 $ 170 $ 50 4402 Unrealized Gain (50) 0 0 TOTAL 617-CFI)2004-01 RANCHO ETIWANDA ES $ 95 $ 170 $ 50 680-CFD 2006-01 VINTNER'S GROVE 4401 Interest Earnings $ 81 $ 320 $ 10 TOTAL 680-CFD 2006-01 VINTNER'S GROVE $ 81 $ 320 $ 10 681-CFD 2006-02 AMADOR ON ROUTE 66 4401 Interest Earnings $ 60 $ 180 $ 60 4402 Unrealized Gain (62) 0 0 TOTAL 681-CFD 2006-02 AMADOR ON ROUTE 66 $ (2) $ 180 $ 60 700-SPORTS COMPLEX 4126 Admissions Tax $ 105,839 $ 90,000 $ 90,000 4402 Unrealized Gain (530) 0 0 4411 Special Event Rental 18,750 15,000 8,500 4419 Other Rental/Lease Income 72,107 66,000 56,390 4426 Stadium Lease-Minimum Rent 78,000 83,000 88,000 4520 Recreation Fees 244,848 260,130 261,550 4562 Maintenance Fees 6,057 10,000 8,000 4580 Stadium Security Reimbursement 40,980 34,150 34,150 4583 Baseball Security Reimb. 27,879 44,240 47,320 4901 Other Revenue 11,209 4,000 4,580 8001 Transfer In-General Fund 1,179,054 1,345,790 1,927,790 TOTAL 700-SPORTS COMPLEX $ 1,784,193 $ 1,952,310 $ 2,526,280 702-REGIS CONNECT 4670 REGIS Connect Service Fees 0 251,600 104,500 TOTAL 702-REGIS CONNECT $ 0 $ 251,600 $ 104,500 705-MUNICIPAL UTILITY 4401 Interest Earnings $ 53,571 $ 48,200 $ 52,210 4402 Unrealized Gain (61,818) 0 0 I PA-11 1 c.0 _'()I 1 I .1lJoopIcd iiilli l't 1',ThC I • City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4601 Monthly Srvc Fee-Electric Util 502,462 402,000 436,240 4602 Commodity Fee-Electric Util. 8,765,640 10,000,000 10,568,720 4603 New Srvc Activation Fee-Util. 4,658 3,000 45,100 4604 Dist Line Ext Fee-Elec Utility 114,191 0 252,490 4605 Wholesale Energy Sales&Cntrt 1,179,170 1,000,000 93,710 4608 Standby Demand Fee 0 0 91,320 4610 Late Fee-Electric Utility 9,518 9,500 5,260 4735 ARB-Cap and Trade Revenue 236,496 250,000 279,000 4901 Other Revenue 0 0 29,630 4915 Bad Debt Recovery 2,388 0 0 4921 Long-Term Debt Proceeds 269 0 0 ' TOTAL 705-MUNICIPAL UTILITY $ 10,806,546 $ 11,712,700 $ 11,853,680 706-UTILITY PUBLIC BENEFIT FUND 4401 Interest Earnings $ 8,390 $ 7,300 $ 5,520 4402 Unrealized Gain (11,148) 0 0 4609 Public Benefit Fund-Elec Util 273,180 296,460 296,460 TOTAL 706-UTILITY PUBLIC BENEFIT FUND $ 270,422 $ 303,760 $ 301,980 707-MUNICIPAL DEPARTING LOAD FUND 4401 Interest Earnings $ 196 $ 0 $ 0 4402 Unrealized Gain (223) 0 0 TOTAL 707-MUNICIPAL DEPARTING LOAD FUND $ (27) $ 0 $ 0 708-RCMU CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 9,967 $ 9,630 $ 16,810 4402 Unrealized Gain (10,440) 0 0 TOTAL 708-RCMU CAPITAL REPLACEMENT FUND $ (472) $ 9,630 $ 16,810 712-EQUIP/VEHICLE REPLACEMENT 4401 Interest Earnings $ 79,494 $ 72,190 $ 82,390 4402 Unrealized Gain (92,698) 0 0 4901 Other Revenue 38,440 0 0 8001 Transfer In-General Fund 1,400,000 0 0 TOTAL 712-EQUIP/VEHICLE REPLACEMENT $ 1,425,235 $ 72,190 $ 82,390 714-COMP EQUIP/TECH REPLCMENT FUND 4401 Interest Earnings $ 29,898 $ 22,830 $ 33,250 4402 Unrealized Gain (33,860) 0 0 4419 Other Rental/Lease Income 0 24,000 24,200 4540 Intragovernmental User Fees 0 40,000 115,000 4911 Reimbursement from Other Funds 98,330 45,680 45,680 8001 Transfer In-General Fund 1,200,000 0 0 8020 Transfer In-Fund 020 0 208,250 135,070 8288 Transfer In-Fund 288 928,700 0 0 TOTAL 714-COMP EQUIP/TECH REPLCMENT FUND $ 2,223,068 $ 340,760 $ 353,200 838-AD 91-2 REDEMPTION-DAY CANYON 4101 Property Taxes-CY Secured $ 32,028 $ 30,960 $ 31,290 I Hk.:ii 1 cal -2()14 15 .\d p;,A1 I>t;d.l,.:LI l' p.:, 1 ' I City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4103 Property Taxes-PY Sec&Unsec 878 320 320 4104 Property Taxes-Penalties/Int. 399 30 30 4401 Interest Earnings 1,280 1,230 960 4402 Unrealized Gain (1,634) 0 0 TOTAL 838-AD 91-2 REDEMPTION-DAY CANYON $ 32,952 $ 32,540 $ 32,600 848-PD 85 REDEMPTION FUND 4101 Property Taxes-CY Secured $ 1,136,351 $ 1,106,240 $ 1,116,910 4103 Property Taxes-PY Sec&Unsec 17,021 11,500 11,500 4104 Property Taxes-Penalties/Int. 5,941 1,500 1,500 4401 Interest Earnings 10,131 7,050 8,070 4402 Unrealized Gain (16,573) 0 0 4419 Other Rental/Lease Income 109,011 107,450 107,450 4901 Other Revenue 2,167 10,000 20,750 TOTAL 848-PD 85 REDEMPTION FUND $ 1,264,050 $ 1,243,740 $ 1,266,180 868-CFD 2000-03 PARK MAINTENANCE 4101 Property Taxes-CY Secured $ 359,869 $ 344,910 $ 399,490 4103 Property Taxes-PY Sec&Unsec 8,999 3,600 3,600 4104 Property Taxes-Penalties/Int. 2,017 360 360 4401 Interest Earnings 7,382 7,010 4,910 4402 Unrealized Gain (10,074) 0 0 TOTAL 868-CFD 2000-03 PARK MAINTENANCE $ 368,194 $ 355,880 $ 408,360 TOTAL CITY OF RANCHO CUCAMONGA $ 152,503,923 $ 119,002,450 $ 127,562,080 RANCHO CUCAMONGA REDEVELOPMENT AGENCY 500-TAX INCREMENT FUND 4402 Unrealized Gain (2,560) 0 0 4921 Long-Term Debt Proceeds 43,745 0 0 TOTAL 500-TAX INCREMENT FUND $ 41,185 $ 0 S 0 502-REGIONAL FACILITIES 4401 Interest Earnings 152,294 0 0 4402 Unrealized Gain (139,773) 0 0 TOTAL 502-REGIONAL FACILITIES $ 12,522 $ 0 $ 0 504-SEWER&WATER FACILITIES 4401 Interest Earnings 1 0 0 TOTAL 504-SEWER&WATER FACILITIES $ 1 $ 0 $ 0 505-FIRE PROTECTION-RDA 4401 Interest Earnings 101,924 0 0 4402 Unrealized Gain (74,818) 0 0 TOTAL 505-FIRE PROTECTION-RDA $ 27,106 $ 0 $ 0 506-TAX ALLOCATION BONDS-SPECIAL 4401 Interest Earnings $ 10,124 $ 0 $ 0 8677 Transfer In-RD Oblig Retiremnt 10,400,000 0 0 I i,c.,t1 1 cdi 'ti l.I 15 .1,I(Ttcd 13u.1(c•1. I'aw:,: 1. 5 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL 506-TAX ALLOCATION BONDS-SPECIAL $ 10,410,124 $ 0 $ 0 510-ANIMAL CARE AND ADOPTION CENTR 4401 Interest Earnings $ 48,251 $ 0 $ 0 4402 Unrealized Gain (25,449) 0 0 TOTAL 510-ANIMAL CARE AND ADOPTION CENTR $ 22,802 $ 0 $ 0 511-CENTRAL PARK 4401 Interest Earnings $ 12,205 $ 0 $ 0 4402 Unrealized Gain (6,427) 0 0 TOTAL 511-CENTRAL PARK $ 5,778 $ 0 $ 0 512-CITY YARD 4401 Interest Earnings $ 154,872 $ 0 $ 0 4402 Unrealized Gain (81,692) 0 0 TOTAL 512-CITY YARD $ 73,181 $ 0 $ 0 513-CIVIC CENTER PROJECTS 4401 Interest Earnings $ 39,508 $ 0 $ 0 4402 Unrealized Gain (20,827) 0 0 TOTAL 513-CIVIC CENTER PROJECTS $ 18,681 $ 0 $ 0 514-CULTURAL CENTER 4401 Interest Earnings $ 154,252 $ 0 $ 0 4402 Unrealized Gain (81,365) 0 0 TOTAL 514-CULTURAL CENTER $ 72,887 $ 0 $ 0 515-METROLINK STATION 4401 Interest Earnings $ 64,334 $ 0 $ 0 4402 Unrealized Gain (33,921) 0 0 TOTAL 515-METROLINK STATION $ 30,413 $ 0 $ 0 516-RAILS TO TRAILS 4401 Interest Earnings $ 32,167 $ 0 $ 0 4402 Unrealized Gain (16,960) 0 0 TOTAL 516-RAILS TO TRAILS $ 15,207 $ 0 $ 0 517-RC FAMILY SPORTS CENTER 4401 Interest Earnings $ 66,036 $ 0 $ 0 4402 Unrealized Gain (34,831) 0 0 TOTAL 517-RC FAMILY SPORTS CENTER $ 31,205 $ 0 $ 0 518-RC FAMILY RESOURCE CENTER 4401 Interest Earnings $ 32,167 $ 0 $ 0 4402 Unrealized Gain (16,960) 0 0 TOTAL 518-RC FAMILY RESOURCE CENTER $ 15,207 $ 0 $ 0 520-SPORTS COMPLEX PROJECTS 4401 Interest Earnings $ 34,210 $ 0 $ 0 I iutl fear 2 0 1-i I S. 1kIc,p■cd t ttJHct l',i�L I?r, City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain (18,043) 0 0 TOTAL 520-SPORTS COMPLEX PROJECTS $ 16,167 $ 0 $ 0 522-ARCHIBALD&BIANE LIBRARIES 4401 Interest Earnings $ 60,562 $ 0 $ 0 4402 Unrealized Gain (31,945) 0 0 TOTAL 522-ARCHIBALD&BIANE LIBRARIES $ 28,618 $ 0 $ 0 620-ADMINISTRATION 4401 Interest Earnings 876,685 0 0 4402 Unrealized Gain (645,181) 0 0 4571 Sale of Taxable Items 223 0 0 TOTAL 620-ADMINISTRATION $ 231,727 $ 0 $ 0 622-AFFORDABLE HOUSING 4401 Interest Earnings 150,246 0 0 4402 Unrealized Gain (352,885) 0 0 TOTAL 622-AFFORDABLE HOUSING $ (202,639) $ 0 $ 0 623-2007 HOUSING SET-ASIDE BONDS 4401 Interest Earnings $ 35,976 $ 0 $ 0 TOTAL 623-2007 HOUSING SET-ASIDE BONDS $ 35,976 $ 0 $ 0 624-CIVIC CENTER RESERVE 4401 Interest Earnings $ 65,969 $ 0 $ 0 4402 Unrealized Gain (34,797) 0 0 TOTAL 624-CIVIC CENTER RESERVE $ 31,172 $ 0 $ 0 630-LIBRARY 4401 Interest Earnings $ 26,383 $ 0 $ 0 4402 Unrealized Gain (13,902) 0 0 TOTAL 630-LIBRARY $ 12,481 $ 0 $ 0 632-LOAN PROGRAM 4402 Unrealized Gain (16,462) 0 0 TOTAL 632-LOAN PROGRAM $ (16,462) $ 0 $ 0 634-NON-TAX LOAN 4402 Unrealized Gain $ (2,234) $ 0 $ 0 TOTAL 634-NON-TAX LOAN $ (2,234) $ 0 S 0 640-RDA INFRASTRUCTURE 4402 Unrealized Gain $ (1,375) $ 0 $ 0 TOTAL 640-RDA INFRASTRUCTURE $ (1,375) $ 0 $ 0 642-REGIONAL SHOPPING CENTER 4402 Unrealized Gain (12,716) 0 0 TOTAL 642-REGIONAL SHOPPING CENTER $ (12,716) $ 0 $ 0 i ` . \ 1 ',Lai 1 cdi 2014"I Vioilkdl liu�l_ct 11,t2■ 127 L• City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 644-REGIONAL PROJECT FUND 4401 Interest Earnings $ 83,109 $ 0 $ 0 4402 Unrealized Gain (43,939) 0 0 TOTAL 644-REGIONAL PROJECT FUND S 39,171 $ 0 $ 0 646-SPORTS COMPLEX CAPITAL IMPRVMT 4401 Interest Earnings $ 17,277 $ 0 $ 0 4402 Unrealized Gain (9,107) 0 0 TOTAL 646-SPORTS COMPLEX CAPITAL IMPRVMT $ 8,170 $ 0 $ 0 660-2004 TAX ALLOCATION BONDS 4401 Interest Earnings $ 120,113 $ 0 $ 0 4402 Unrealized Gain 81,973 0 0 TOTAL 660-2004 TAX ALLOCATION BONDS $ 202,086 $ 0 $ 0 661-2004 TAB-FIRE DIST SUB-FUND 4402 Unrealized Gain (979) 0 0 TOTAL 661-2004 TAB-FIRE DIST SUB-FUND $ (979) $ 0 $ 0 676-RDASA HOUSING 4401 Interest Earnings $ 313,254 $ 0 $ 0 4901 Other Revenue 13,419 0 0 TOTAL 676-RDASA HOUSING $ 326,673 $ 0 $ 0 677-RD OBLIGATION RETIREMENT FUND 4112 Property Tax-Post RDA $ 34,580,146 $ 0 $ 0 8620 Transfer In-Administration RDA 4,176,553 0 0 TOTAL 677-RD OBLIGATION RETIREMENT FUND $ 38,756,699 $ 0 $ 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 50,228,831 $ 0 $ 0 B.C.FIRE PROTECTION DISTRICT 281-FIRE FUND 4101 Property Taxes-CY Secured $ 12,085,914 $ 12,215,700 $ 13,076,230 4102 Property Taxes-CY Unsecured 542,219 562,400 593,150 4103 Property Taxes-PY Sec&Unsec 428,557 390,220 377,670 4104 Property Taxes-Penalties/Int. 167,587 308,250 148,330 4105 Property Taxes-Supplemental 110,585 83,440 118,810 4106 Property Taxes-Unitary 458,992 483,270 525,970 4110 Homeowners Exemption 172,123 172,940 170,180 4112 Property Tax-Post RDA 2,593,762 2,537,690 5,686,170 4113 Property Tax-Post RDA Res Blc 0 1,956,300 0 4211 Fire Permits 544,927 0 30,000 4309 False Alarm Fees 13,625 11,320 3,000 4313 Other Fines&Forfeitures 7,500 3,700 2,200 4316 Weed Abatement 32,225 34,600 34,600 4401 Interest Earnings 8,899 15,230 231,530 4402 Unrealized Gain (45,265) 0 0 4419 Other Rental/Lease Income 89,405 85,060 85,060 I•Hcal 1'cat 21)1 i l :\LlopicLJ kLi ct 1),t,. .. I .N City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 4440 Sale of Fixed Assets 17,824 0 0 4501 Plan Check Fees 40,846 36,190 75,000 4502 Building Plan Check 116 0 0 4511 Engineering-Special Services 304 0 0 4546 FSD Fees 1,808 140 140 4548 D.U.I.Recovery 0 280 280 4549 Hazmat Recovery 2,474 900 900 4551 Fire Setters Recovery 0 500 500 4553 Fire Maintenance Fees 1,404 2,000 2,000 4901 Other Revenue 27,605 11,400 11,400 4905 Contributions/Fundraising 0 3,000 3,000 4914 Non-Abated Reimbursements 327,564 138,560 210,300 4916 Reimbursement from OPEB Trust 421,590 501,910 507,270 8001 Transfer In-General Fund 179,840 0 0 8288 Transfer In-Fund 288 188,560 0 0 TOTAL 281-FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 282-COMMUNITY FACILITIES DIST 85-1 4101 Property Taxes-CY Secured $ 6,225,187 $ 6,296,420 $ 6,129,670 4103 Property Taxes-PY Sec&Unsec 102,135 64,020 46,060 4104 Property Taxes-Penalties/Int. 40,118 23,190 21,970 4401 Interest Earnings 17,624 19,280 30,200 4402 Unrealized Gain (52,605) 0 0 4517 Technology Fee-Permit 271 0 0 4552 CFD Annexation Fees 2,660 3,600 3,600 4914 Non-Abated Reimbursements 65,880 30,000 30,000 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,401,270 $ 6,436,510 $ 6,261,500 283-COMMUNITY FACILITIES DIST 88-1 4101 Property Taxes-CY Secured $ 1,205,352 $ 1,249,490 $ 1,210,560 4103 Property Taxes-PY Sec&Unsec 25,840 25,150 15,950 4104 Property Taxes-Penalties/Int. 8,114 7,900 3,230 4402 Unrealized Gain (2,421) 0 0 4552 CFD Annexation Fees 1,120 1,120 1,120 4914 Non-Abated Reimbursements 6,638 10,000 10,000 8281 Transfer In-Fire Fund 598,550 729,770 980,660 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 1,843,194 $ 2,023,430 $ 2,221,520 285-FIRE TECHNOLOGY FEE FUND 4401 Interest Earnings $ 4 $ 0 S 0 4402 Unrealized Gain (43) 0 0 1 4517 Technology Fee-Permit 4,711 46,370 17,340 TOTAL 285-FIRE TECHNOLOGY FEE FUND $ 4,672 S 46,370 $ 17,340 I 288-FIRE PROTECTION CAPITAL FUND 4112 Property Tax-Post RDA $ 67,385,328 $ 8,771,090 $ 6,141,440 4113 Property Tax-Post RDA Res Blc 1,503,810 364,880 0 4401 Interest Earnings 101,228 81,420 434,730 4402 Unrealized Gain (615,885) 0 0 I i,c.al 1'r:ii -�(i,.i I \(101)1ctJ Iillhel RIL•L' I '", L. J City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL 288-FIRE PROTECTION CAPITAL FUND $ 68,374,481, $ 9,217,390 $ 6,576,170 289-FIRE DISTRICT CAPITAL RESERVE 4401 Interest Earnings $ 8,789 $ 0 $ 0 4402 Unrealized Gain (17,486) 0 0 TOTAL 289-FIRE DISTRICT CAPITAL RESERVE $ (8,697) $ 0 $ 0 TOTAL R.C.FIRE PROTECTION DISTRICT $ 95,035,909 $ 37,278,700 $ 36,970,220 TOTAL ALL FUNDS $ 297,768,664 $ 156,281,150 $ 164,532,300 I i-.cuI l'e,u '014/15 Adopted 13uc1 �t 1'ii 130 L•,�:; City of Rancho Cucamonga Revenues by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA, GENERAL FUND 001 -GENERAL FUND $ 67,437,181 $ 65,144,460 $ 68,900,980 TOTAL GENERAL FUND $ 67,437,181 $ 65,144,460 $ 68,900,980 OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT $ 57,396 $ 55,050 $ 72,610 006-CVWD REIMBURSEMENTS 267,548 242,050 275,000 007-CAL TRANS REIMBURSEMENTS 151 0 0 008-CNTY OF S.B.REIMBURSEMENTS 95,219 94,090 94,090 016-COMM DEV TECHNICAL SRVCS FUND 22,438 34,750 48,850 017-LAW ENFORCEMENT RESERVE (37,538) 60,340 69,400 018-TRAFFIC SAFETY 335,014 358,200 395,570 019-INFO TECHNOLOGY-DEVELOPMENT 128,401 124,910 160,230 020-CITY TECHNOLOGY FEE FUND 30,854 208,250 135,070 022-MOBILE HOME PARK PROGRAM 19,080 12,010 19,830 023-SB 1186 CERT ACCESS SPEC PROG 3,484 4,190 6,570 025-CAPITAL RESERVE 29,184,825 268,690 433,700 073-BENEFITS CONTINGENCY 113,041 37,060 61,610 TOTAL OTHER GENERAL FUNDS $ 30,219,913 $ 1,499,590 $ 1,772,530 SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 905,432 $ 1,060,320 $ 1,057,160 101 -AD 93-1 MASI COMMERCE CENTER (9) 100 100 105-AB2766 AIR QUALITY IMPROVEMENT 301,297 209,730 229,620 110-BEAUTIFICATION 142,682 89,340 10,120 112-DRAINAGE FAC/GENERAL 341,679 181,430 220,060 114-DRAINAGE-ETIWANDA/SAN SEVAINE 275,312 34,200 38,030 115-HENDERSON/WARDMAN DRAINAGE (9,949) 0 0 116-ETIWANDA DRAINAGE 351,981 98,110 98,760 118-UPPER ETIWANDA DRAINAGE (1,105) 5,650 5,380 120-PARK DEVELOPMENT 999,299 207,560 808,680 122-SOUTH ETIWANDA DRAINAGE (620) 3,230 3,070 124-TRANSPORTATION 1,114,272 523,660 913,480 126-LOWER ETIWANDA DRAINAGE (1,040) 5,080 5,230 128-ETIWANDA NO.EQUESTRIAN FACIL. 629,613 0 0 129-UNDERGROUND UTILITIES 60,043 98,260 208,920 130-LMD#1 GENERAL CITY 1,220,203 1,181,960 1,212,700 131 -LMD#2 VICTORIA 2,985,240 3,210,080 3,473,870 132-LMD#3A HYSSOP 3,624 4,180 4,140 133-LMD#3B MEDIANS 999,006 970,910 1,240,620 134-LMD#4R TERRA VISTA 2,558,924 2,510,260 2,607,520 135-LMD#5 TOT LOT 4,819 3,350 3,120 136-LMD#6R CARYN COMMUNITY 450,326 472,640 457,580 137-LMD#7 NORTH ETIWANDA 894,627 858,820 925,610 138-LMD#8 SOUTH ETIWANDA 32,666 28,590 32,750 139-LMD#9 LOWER ETIWANDA 380,583 193,480 193,830 140-LMD#10 RANCHO ETIWANDA 478,069 471,130 497,860 150-GENERAL CITY STREET LIGHTS (125) 710 680 151 -SLD#1 ARTERIAL 787,870 778,940 788,920 I 1;L.t1 1"r:it '_(i11 IS. \,1,,},,cd Ilti ct I':1 c 1 1 IL. •. .:J City of Rancho Cucamonga Revenues by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 152-SLD#2 RESIDENTIAL 352,483 343,420 586,560 153-SLD#3 VICTORIA 350,386 351,830 356,120 154-SLD#4 TERRA VISTA 159,608 160,570 161,720 155-SLD#5 CARYN COMMUNITY 44,621 43,150 43,370 156-SLD#6 INDUSTRIAL AREA 130,023 129,400 132,650 157-SLD#7 NORTH ETIWANDA 121,429 211,100 201,110 158-SLD#8 SOUTH ETIWANDA 130,363 93,840 88,770 170-GAS TAX 2105/PROP111 773,090 854,750 877,900 172-GAS TAX 2106-2107 1,834,979 1,814,670 1,739,750 174-GAS TAX R&T7360 1,399,749 2,567,690 1,910,710 176-MEASURE 1 1990-2010 (5,155) 18,710 13,930 177-MEASURE I 2010-2040 2,502,376 2,380,970 2,659,980 178-SB 140 (435) 0 0 182-AB 2928 TRAFFIC CONGEST RELIEF 292,663 0 0 186-FOOTHILL BLVD MAINTENANCE (441) 0 0 188-INTEGRATED WASTE MANAGEMENT 1,102,000 1,146,230 1,154,530 190-PROP 42-TRAFFIC CONGESTION MIT (4,700) 13,470 5,280 194-PROPOSITION 1B STATE FUNDING (482) 2,480 2,360 195-STATE ASSET SEIZURE (1,340) 0 0 196-CA ASSET SEIZURE 15% 588 0 0 197-FEDERAL ASSET SEIZURE (297) 1,510 1,160 198-CITYWIDE INFRASTRUCTURE IMPRV 1,464,877 1,910,860 4,062,370 204-COMMUNITY DEVELOPMENT BLK GRNT 1,017,313 1,387,280 1,212,700 215-ENRGY EFFICNCY/CONSRVATN GRNT 21,718 18,480 0 218-PUBLIC RESRCE GRNTS/HEALTHY RC 221,256 123,840 395,280 225-CA RECYC/LITTER REDUCTION GRNT 23,087 44,750 44,300 226-USED OIL RECYCLING GRANT (705) 0 0 227-USED OIL RECYCLING PROGRAM 47,808 32,930 48,230 234-SAFE ROUTES TO SCHOOL PROGRAM 63,371 0 0 235-PROP 84 PARK BOND ACT 23 283,500 283,500 239-FEDERAL GRANT FUNDS-DREIER (162) 0 0 250-RECREATION SERVICES 4,257,802 4,570,490 4,367,010 258-SENIOR OUTREACH GRANT 8,168 6,920 6,920 271 -COUNTY SENIOR TRANSPORT.GRANT 1 0 0 272-FREEDOM COURTYARD RSRC GRANTS (11,756) 0 0 290-LIBRARY FUND 3,234,751 3,941,440 4,102,500 291 -CA STATE LIBRARY 17,740 0 0 292-STAFF INNOVATION FD(CA ST LB) 33,910 0 0 298-CALIFORNIA LITERACY CAMPAIGN 8,201 0 0 301 -THE BIG READ LIBRARY GRANT 9,209 0 0 302-LIBRARY SERVICES&TECH.ACT 1,997 0 0 310-PUBLIC LIBRARY BOND ACT-2000 (5,107) 0 0 329-LIBRARY CAPITAL FUND 500,011 0 0 354-COP'S PROGRAM GRANT-STATE 198,719 200,000 200,000 356-JUSTICE ASSIST GRNT(JAG)ARRA 164,731 0 70 361 -JUSTICE ASSISTANCE GRANT(JAG) 20,983 40,000 23,460 370-OTS-"DRINK,DRIVE,LOSE"GRANT (187) 0 0 372-OTS 2005 STATE SEAT BELT GRANT (34) 0 0 373-COPS SECURE OUR SCHOOLS GRANT 43,122 15,380 0 374-COPS HIRING PROGRAM GRANT 73,979 115,000 156,680 380-DEPT OF HOMELAND SECURITY GRNT 83,312 37,940 49,760 i; ,I1 1"cdi 2111 I I \(1(,ptL•J I1u,.1__L'I RI I :' City of Rancho Cucamonga Revenues by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 381 -HOMELAND SECURITY GRANT 2005 90,646 0 0 838-AD 91-2 REDEMPTION-DAY CANYON 32,952 32,540 32,600 848-PD 85 REDEMPTION FUND 1,264,050 1,243,740 1,266,180 868-CFD 2000-03 PARK MAINTENANCE 368,194 355,880 408,360 TOTAL SPECIAL REVENUE $ 38,340,203 $ 37,696,480 $ 41,633,630 CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL $ (7) $ 130 $ 120 602-AD 84-1 DAY CREEK/MELLO (2,288) 11,560 11,010 607-CFD 2000-01 SOUTH ETIWANDA 0 10 0 608-CFD 2000-02 RC CORPORATE PARK 3 60 0 610-CFD 2000-03 RANCHO SUMMIT (223) 1,200 0 612-CFD 2001-01 (1,008) 5,110 4,850 614-CFD 2003-01 PROJECT FUND (47) 100 0 615-CFD 2003-01 CULTURAL CENTER 1,057 130 0 617-CFD 2004-01 RANCHO ETIWANDA ES 95 170 50 680-CFD 2006-01 VINTNER'S GROVE 81 320 10 681 -CFD 2006-02 AMADOR ON ROUTE 66 (2) 180 60 TOTAL CAPITAL PROJECTS $ (2,338) $ 18,970 $ 16,100 ENTERPRISE FUNDS 700-SPORTS COMPLEX $ 1,784,193 $ 1,952,310 $ 2,526,280 702-REGIS CONNECT 0 251,600 104,500 705-MUNICIPAL UTILITY 10,806,546 11,712,700 11,853,680 706-UTILITY PUBLIC BENEFIT FUND 270,422 303,760 301,980 707-MUNICIPAL DEPARTING LOAD FUND (27) 0 0 708-RCMU CAPITAL REPLACEMENT FUND (472) 9,630 16,810 TOTAL ENTERPRISE FUNDS $ 12,860,662 $ 14,230,000 $ 14,803,250 INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 1,425,235 $ 72,190 $ 82,390 714-COMP EQUIP/TECH REPLCMENT FUND 2,223,068 340,760 353,200 TOTAL INTERNAL SERVICE FUNDS $ 3,648,304 $ 412,950 $ 435,590 TOTAL CITY OF RANCHO CUCAMONGA $ 152,503,923 $ 119,002,450 $ 127,562,080 RANCHO CUCAMONGA REDEVELOPMENT AGENCY DEBT SERVICE 500-TAX INCREMENT FUND $ 41,185 $ 0 $ 0 502-REGIONAL FACILITIES 12,522 0 0 504-SEWER&WATER FACILITIES 1 0 0 505-FIRE PROTECTION-RDA 27,106 0 0 506-TAX ALLOCATION BONDS-SPECIAL 10,410,124 0 0 510-ANIMAL CARE AND ADOPTION CENTR 22,802 0 0 511 -CENTRAL PARK 5,778 0 0 512-CITY YARD 73,181 0 0 513-CIVIC CENTER PROJECTS 18,681 0 0 514-CULTURAL CENTER 72,887 0 0 515-METROLINK STATION 30,413 0 0 I i,,cal Year 2011 15 Adopted Budget- Page 133 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 516-RAILS TO TRAILS 15,207 0 0 517-RC FAMILY SPORTS CENTER 31,205 0 0 518-RC FAMILY RESOURCE CENTER 15,207 0 0 520-SPORTS COMPLEX PROJECTS 16,167 0 0 522-ARCHIBALD&INANE LIBRARIES 28,618 0 0 TOTAL DEBT SERVICE $ 10,821,083 $ 0 $ 0 CAPITAL PROJECTS 620-ADMINISTRATION $ 231,727 $ 0 $ 0 622-AFFORDABLE HOUSING (202,639) 0 0 623-2007 HOUSING SET-ASIDE BONDS 35,976 0 0 624-CIVIC CENTER RESERVE 31,172 0 0 630-LIBRARY 12,481 0 0 632-LOAN PROGRAM (16,462) 0 0 634-NON-TAX LOAN (2,234) 0 0 640-RDA INFRASTRUCTURE (1,375) 0 0 642-REGIONAL SHOPPING CENTER (12,716) 0 0 644-REGIONAL PROJECT FUND 39,171 0 0 646-SPORTS COMPLEX CAPITAL IMPRVMT 8,170 0 0 660-2004 TAX ALLOCATION BONDS 202,086 0 0 661 -2004 TAB-FIRE DIST SUB-FUND (979) 0 0 676-RDASA HOUSING 326,673 0 0 677-RD OBLIGATION RETIREMENT FUND 38,756,699 0 0 TOTAL CAPITAL PROJECTS $ 39,407,748 $ 0 $ 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 50,228,831 $ 0 $ 0 B.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND $ 18,420,989 $ 19,555,000 $ 21,893,690 282-COMMUNITY FACILITIES DIST 85-1 6,401,270 6,436,510 6,261,500 283-COMMUNITY FACILITIES DIST 88-1 1,843,194 2,023,430 2,221,520 285-FIRE TECHNOLOGY FEE FUND 4,672 46,370 17,340 288-FIRE PROTECTION CAPITAL FUND 68,374,481 9,217,390 6,576,170 289-FIRE DISTRICT CAPITAL RESERVE (8,697) 0 0 TOTAL SPECIAL REVENUE $ 95,035,909 $ 37,278,700 $ 36,970,220 TOTAL R.C.FIRE PROTECTION DISTRICT $ 95,035,909 $ 37,278,700 $ 36,970,220 TOTAL ALL FUNDS $ 297,768,664 $ 156,281,150 $ 164,532,300 1 I isc;il 1 ..0 2111 -1 1 5 .\dlopt d1 IiUll`',l 1'ac, 1..-1 AO% • • -'' •# • .4 II L . : J . RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Expenditure Summaries 7.--.? Fiscal Year 2014/15 Adopted Budget Page 135 L:•.;i City of Rancho Cucamonga,California Expenditure Summary by Department Operating Budget* Fiscal Year 2014/15 Adopted Budget Library Services Community Services 4.03% Governance 4.61% 1.79% Public Works Services 9.40% Planning Fire District 1.98% 29.88% Engineering Services 1.94% Building&Safety 2.42% Econ.and Comm. Dev. 0.50% Human Resources 0,64% Finan 1.41% Administrative Animal Care and Services Services Police 8.37% 2.68% 30.35% Governance $ 1,873,190 Fire District 31,274,530 Police 31,759,200 Animal Care and Services 2,809,120 Administrative Services 8,758,790 Finance 1,473,720 Human Resources 668,730 Econ. and Comm. Dev. 522,320 Building& Safety 2,533,700 Engineering Services 2,028,030 Planning 2,074,130 Public Works Services 9,836,020 Community Services 4,826,040 Library Services 4,222,020 Total Operating Budget $ 104,659,540 *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 i kca l Year 2(114'15 Adopted Budget — Page 136 City of Rancho Cucamonga Expenditure Summary by Category Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget QQI-GENERAL FUND PERSONNEL SERVICES $ 21,888,938 $ 23,979,090 $ 24,791,080 OPERATIONS&MAINTENANCE 40,501,076 43,847,420 46,394,370 CAPITAL OUTLAY 32,825 81,610 109,610 DEBT SERVICE 1,858 16,440 13,750 COST ALLOCATION (3,397,570) (4,919,800) (5,104,290) TRANSFER OUT 4,007,673 2,235,710 2,958,470 TOTAL GENERAL FUND $ 63,034,801 $ 65,240,470 $ 69,162,990 Z1-FIRE FUND PERSONNEL SERVICES $ 14,486,504 $ 14,519,680 $ 15,808,370 OPERATIONS&MAINTENANCE 2,566,604 3,901,780 4,300,080 CAPITAL OUTLAY 0 0 0 DEBT SERVICE 400,638 403,770 804,580 TRANSFER OUT 598,550 729,770 980,660 TOTAL FIRE FUND $ 18,052,297 $ 19,555,000 $ 21,893,690 212-COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES $ 5,465,050 $ 5,658,250 $ 5,971,110 OPERATIONS&MAINTENANCE 1,408,673 1,212,540 1,188,210 DEBT SERVICE 0 0 0 TRANSFER OUT 0 0 0 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,873,723 $ 6,870,790 $ 7,159,320 2.81 FACILITIES DIST 88-1 PERSONNEL SERVICES $ 1,675,034 $ 1,740,520 $ 1,922,480 OPERATIONS&MAINTENANCE 167,022 282,910 299,040 DEBT SERVICE 0 0 0 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,842,056 $ 2,023,430 $ 2,221,520 Q-LIBRARY FUND PERSONNEL SERVICES $ 2,762,348 $ 3,049,610 $ 3,095,840 OPERATIONS&MAINTENANCE 751,605 1,079,080 1,115,680 CAPITAL OUTLAY 0 0 0 DEBT SERVICE 1,692 9,500 10,500 TRANSFER OUT 511,078 0 0 TOTAL LIBRARY FUND $ 4,026,724 $ 4,138,190 $ 4,222,020 TOTAL OPERATING BUDGET $ 93,829,605 $ 97,827,880 $ 104,659,540 Vilimaismaww Stt. I i,� d i(11 1 1 Adopted Budget —Page 137 L�•44 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 021-GENERAL FUND PERSONNEL SERVICES, 5000-Regular Salaries $ 13,712,101 $ 15,141,940 $ 15,172,270 5005-Overtime Salaries 252,032 309,000 297,600 5010-Part Time Salaries 1,388,067 1,591,750 1,949,180 Fringe Benefits 6,581,303 7,182,300 7,714,330 5060-Tuition Reimbursement 24,642 24,000 24,000 5061 -Employee Development 44,952 159,250 118,420 5065-Coffee Fund 5,132 3,500 4,500 5093-Other Funds-Salary Reimbursmnt (119,290) (432,650) (489,220) TOTAL PERSONNEL SERVICES $ 21,888,938 $ 23,979,090 $ 24,791,080 OPERATIONS&MAINTENANCE 5100-Travel and Meetings $ 83,601 $ 124,310 $ 146,710 5102-Training 95,527 149,600 157,160 5105-Mileage 3,662 5,200 5,400 5150-Office Supplies&Equipment 212,397 242,700 247,500 5151 -Postage 58,160 82,320 88,120 5152-Computer Software 44;134 40,660 51,900 5160-Membership Dues 100,988 129,110 135,730 5161 -Publications&Subscriptions 13,207 57,230 58,100 5165-Licenses,Permits&Fees 205,029 259,000 233,000 5200-Operations&Maintenance 1,312,900 1,517,340 1,624,600 5201 -O&M/Volunteer Program 18,614 20,000 20,000 5204-O&M/Facilities 472,383 479,780 517,180 5207-0&M/Capital Supplies 0 70,300 23,300 5210-O&M/Crime Prevention 11,629 17,000 21,000 5215-0&M/Computer Equipment 9,894 2,830 12,400 5220-Cellular Technology 156,048 140,740 153,090 5250-Vehicle Operations&Maint. 397,059 524,100 524,600 5252-Emergency Equipment&Veh Rntl 20,786 38,670 33,670 5253-Vehicle Collision Repair 60,588 135,000 135,000 5255-Gasoline 719,897 751,850 751,850 5256-Diesel Fuel 29,091 65,000 40,000 5257-CNG Fuel 14,870 21,000 24,000 5260-O&M/Animal Care 181,163 138,330 138,330 5262-O&M/Community&Info Programs 4,968 2,000 2,000 5263-O&M/Field Services 8,317 5,000 5,000 5264-O&M/Veterinarian Services 108,313 102,000 102,000 5280-Equip Operations&Maint 22;287 30,430 30,430 5283-Depreciation-Computer Equip 0 40,000 115,000 5285-Safety Gear&Equipment 28,179 28,130 28,130 5300-Contract Services 31,419,106 33,104,670 35,119,070 5303-Contract Serv/Reimbursable 322,145 512,500 523,380 5304-Contract Serv/Facilities 1,333,358 1,667,470 1,521,930 5310-Tree Maintenance 0 400,000 500,000 ` F I fiscal \'car 2(114 1 \diuh1Cti Ilu;i 'ct I':wc 1.',S :.J City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5312-Legal Services 455,920 322,270 414,810 5320-Hazardous Waste Removal 16,957 24,320 24,320 5360-Contract Sery/Animal Care 69,849 70,910 70,910 5362-Contract Serv/Comm&Info Prgm 5,950 9,990 9,990 5363-Contract Serv/Field Services 16,215 16,500 16,500 5364-Contract ServNet Services 107,772 123,400 73,400 5365-Cont Srv-Spay/Neuter Program 0 0 50,000 5400-Telephone Utilities 268;098 243,820 293,100 5401 -Gas Utilities 94,128 129,970 115,000 5402-Water Utilities 400,805 409,900 445,960 5403-Electric Utilities 1,357,926 1,324,740 1,518,790 5410-Property Insurance 147,717 173,000 189,280 5510-Property Tax Admin.Fee 75,799 94,330 82,730 5725-Other Expenditures 15,637 0 0 TOTAL OPERATIONS&MAINTENANCE $ 40,501,076 $ 43,847,420 $ 46,394,370 CAPITAL OUTLAY 5602-Capital Outlay-Bldg&Imprvmnt $ 32,826 $ 0 $ 0 5603-Capital Outlay-Equipment 0 81,610 21,610 5604-Capital Outlay-Vehicles 0 0 83,000 5605-Capital Outlay-Computer Equip 0 0 5,000 TOTAL CAPITAL OUTLAY $ 32,825 $ 81,610 S 109,610 DEBT SERVICE 5703-Capital Lease Payment $ 1,858 $ 16,440 $ 13,750 TOTAL DEBT SERVICE S 1,858 S 16,440 $ 13,750 COST ALLOCATION 5990-Cost Allocation Plan Offset $ (3,397,570) $ (4,919,800) $ (5,104,290) TOTAL COST ALLOCATION $ (3,397,570) $ (4,919,800) S (5,104,290) TRANSFER OUT 9008-Transfer Out-Fund 008 $ 4,800 $ 4,800 $ 4,800 9131 -Transfer Out-LMD2 0 301,440 301,440 9281 -Transfer Out-Fire Fund 179,840 0 0 9374-Transfer Out-Fund 374 43,979 75,000 116,960 9700-Transfer Out-Sports Complex 1,179,054 1,345,790 1,927,790 9712-T/O Equipment/Vehicle Replacem 1,400,000 0 0 9714-Transfer Out-Computer Resery 1,200,000 0 0 9900-Transfer Out-Reserves 0 508,680 607,480 TOTAL TRANSFER OUT $ 4,007,673 $ 2,235,710 $ 2,958,470 TOTAL GENERAL FUND $ 63,034,801 S 65,240,470 S 69,162,990 2,$j-FIRE FUND PERSONNEL SERVICES I1---1'' I Nk.,il l ,,ir 014 15 .\JoI111cJI It!IJ. l I'.P.2, I ,u L,:-.• City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2014/15 Adopted Budget . 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5000-Regular Salaries $ 7,016,036 $ 6,821,930 $ 7,518,580 5005-Overtime Salaries 2,217,793 2,057,330 2,413,580 5010-Part Time Salaries 74,807 91,840 79,570 Fringe Benefits 5,161,068 5,528,580 5,786,640 5060-Tuition Reimbursement 16,801 20,000 10,000 TOTAL PERSONNEL SERVICES $ 14,486,504 $ 14,519,680 $ 15,808,370 OPERATIONS&MAINTENANCE 5100-Travel and Meetings $ 16,468 $ 15,800 $ 26,540 5102-Training 55,995 92,240 126,120 5150-Office Supplies&Equipment 25,453 30,230 22,030 5151 -Postage 1,118 500 800 5152-Computer Software 0 25,000 0 5155-Public Relations/Educ Material 20,180 23,500 24,000 5160-Membership Dues 4,513 5,050 5,210 5161 -Publications&Subscriptions 2,695 6,600 4,360 5165-Licenses,Permits&Fees 5,163 8,840 9,120 5200-Operations&Maintenance 164;956 241,110 266,310 5215-0&M/Computer Equipment 572 0 0 5220-Cellular Technology 20,237 24,170 34,800 5250-Vehicle Operations&Maint. 84,151 139,860 139,860 5255-Gasoline 21,333 30,770 35,770 5256-Diesel Fuel 58,289 91,480 91,480 5280-Equip Operations&Maint 13,222 22,600 24,200 5285-Safety Gear&Equipment 47,633 53,140 73,690 5290-Specialized Tools&Equipment 22,513 29,440 28,940 5291 -Equipment Supplies&Repairs 35,949 31,080 27,450 5300-Contract Services 584,203 677,440 734,040 5312-Legal Services 29,934 50,000 50,000 5320-Hazardous Waste Removal 2,086 2,500 2,500 5321 -Fire Incident Costs 359 2,500 2,500 5400-Telephone Utilities 25,611 36,900 34,670 5401 -Gas Utilities 9,507 13,060 11,040 5402-Water Utilities ' 13,332 15,990 16,750 5403-Electric Utilities 69,335 85,770 94,910 5416-General Liability Insurance 53,111 58,900 58,900 5501 -Admin./General Overhead 956,570 1,689,520 1,940,320 5510-Property Tax Admin.Fee 128,279 172,040 138,790 5720-Misc Contributions to City 166,490 225,750 274,980 5999-Prior Period Adjustment (72,650) 0 0 TOTAL OPERATIONS&MAINTENANCE $ 2,566,604 $ 3,901,780 $ 4,300,080 CAPITAL OUTLAY TOTAL CAPITAL OUTLAY $ 0 $ 0 $ 0 DEBT SERVICE I i,,,,t1 1 L,u 2' i4 1:' .\doptc,I Iiu,.l_:t I':i:._ I ill City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5700-Interest Expense $ 200,972 $ 191,830 S 173,930 5701 -Principal Repayments 199,013 208,160 626,050 5703-Capital Lease Payment 654 3,780 4,600 TOTAL DEBT SERVICE $ 400,638 $ 403,770 $ 804,580 TRANSFER OUT 9283-Transfer Out-CFD 88-1 $ 598,550 $ 729,770 S 980,660 TOTAL TRANSFER OUT $ 598,550 $ 729,770 $ 980,660 TOTAL FIRE FUND $ 18,052,297 $ 19,555,000 $ 21,893,690 ?I-COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES 5000-Regular Salaries $ 2,889,836 $ 2,909,070 $ 3,076,310 5005-Overtime Salaries 675,980 778,880 830,060 5010-Part Time Salaries 31,075 49,250 38,060 TOTAL PERSONNEL SERVICES $ 5,465,050 $ 5,658,250 $ 5,971,110 OPERATIONS&MAINTENANCE Fringe Benefits 1,868,160 1,921,050 2,026,680 5100-Travel and Meetings $ 0 $ 120 $ 1,120 5150-Office Supplies&Equipment 7,352 14,110 14,110 5160-Membership Dues 0 140 140 5161 -Publications&Subscriptions 0 220 220 5165-Licenses,Permits&Fees 3,410 4,680 4,770 5200-Operations&Maintenance 44,866 50,880 52,180 5215-O&M/Computer Equipment 1,213 0 0 5250-Vehicle Operations&Maint. 52,042 69,940 69,940 5255-Gasoline 12,741 15,160 17,160 5256-Diesel Fuel 49,749 45,060 50,060 5280-Equip Operations&Maint 1,490 6,000 6,000 5285-Safety Gear&Equipment 12,134 15,640 15,640 5290-Specialized Tools&Equipment 1,272 . 3,130 3,130 5300-Contract Services 385,538 398,980 434,260 5400-Telephone Utilities 14,325 18,660 17,710 5401 -Gas Utilities 5,274 8,390 7,620 5402-Water Utilities 16,032 16,940 17,860 5403-Electric Utilities 37,719 49,110 57,840 5416-General Liability Insurance 41,699 46,270 46,270 5501 -Admin./General Overhead 101,030 408,010 331,080 5720-Misc Contributions to City 34,090 41,100 41,100 5725-Other Expenditures 626,325 0 0 5999-Prior Period Adjustment (39,627) 0 0 TOTAL OPERATIONS&MAINTENANCE $ 1,408,673 $ 1,212,540 $ 1,188,210 DEBT SERVICE I i',Lal 1 cat 2)114 i s VI(11t,:.1 INl.kL i I':::', 1 I 1 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL DEBT SERVICE $ 0 $ 0 $ 0 TRANSFER OUT TOTAL TRANSFER OUT $ 0• $ 0 $ 0 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,873,723 $ 6,870,790 $ 7,159,320 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES 5000-Regular Salaries $ 787,549 $ 839,690 $ 943,240 5005-Overtime Salaries 329,341 313,460 344,870 TOTAL PERSONNEL SERVICES $ 1,675,034 $ 1,740,520 $ 1,922,480 OPERATIONS&MAINTENANCE Fringe Benefits 558,144 587,370 634,370 5150-Office Supplies&Equipment $ 1,591 $ 3,420 $ 3,420 5165-Licenses,Permits&Fees 1,289 1,830 1,920 5200-Operations&Maintenance 16,523 17,480 17,980 5300-Contract Services 92,692 98,860 105,510 5400-Telephone Utilities 9,728 9,840 9,840 5401 -Gas Utilities 1,625 1,860 2,080 5402-Water Utilities 3,753 5,020 4,250 5403-Electric Utilities 11,821 13,760 15,820 5416-General Liability Insurance 10,109 11,230 11,230 5501 -Admin./General Overhead 9,770 99,770 107,150 5720-Misc Contributions to City 17,040 19,840 19,840 5999-Prior Period Adjustment (8,918) 0 0 TOTAL OPERATIONS&MAINTENANCE $ 167,022 $ 282,910 $ 299,040 DEBT SERVICE TOTAL DEBT SERVICE $ 0 $ 0 $ 0 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,842,056 $ 2,023,430 $ 2,221,520 790-LIBRARY FUND PERSONNEL SERVICES 5000-Regular Salaries $ 1,413,762 $ 1,538,000 $ 1,535,130 5010-Part Time Salaries 613,845 734,340 777,900 Fringe Benefits 734,741 777,270 782,810 TOTAL PERSONNEL SERVICES $ 2,762,348 $ 3,049,610 $ 3,095,840 OPERATIONS&MAINTENANCE 5100-Travel and Meetings $ 14,077 $ 13,700 $ 16,700 5102-Training 315 2,000 2,000 5105-Mileage 758 1,900 1,900 5150-Office Supplies&Equipment 20,706 22,500 2,550 1 I II 1"L•,u 'OI4 I . .\dopicd liuk1;2C l',E L• 1-L • City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5152-Computer Software 0 6,000 32,700 5160-Membership Dues 3,560 5,550 5,550 5200-Operations&Maintenance 400,689 571,000 617,420 5207-0&M/Capital Supplies 0 13,000 6,850 5215-0&M/Computer Equipment 0 0 5,000 5220-Cellular Technology 1,495 1,610 1,610 5300-Contract Services 165,767 286,360 247,440 5400-Telephone Utilities 9,114 10,000 10,500 5402-Water Utilities 5,141 4,500 4,500 5403-Electric Utilities 59,073 70,050 70,050 5501 -AdminJGeneral Overhead 70,910 70,910 70,910 TOTAL OPERATIONS&MAINTENANCE $ 751,605 $ 1,079,080 $ 1,115,680 CAPITAL OUTLAY TOTAL CAPITAL OUTLAY $ 0 $ 0 $ 0 DEBT SERVICE 5703-Capital Lease Payment $ 1,693 $ 9,500 $ 10,500 TOTAL DEBT SERVICE $ 1,692 $ 9,500 $ 10,500 TRANSFER OUT 9298-Transfer Out-CA Literacy Cmpgn $ 8,178 $ 0 $ 0 9329-Transfer Out-Library Cap Fund 502,900 0 0 TOTAL TRANSFER OUT $ 511,078 $ 0 $ 0 TOTAL LIBRARY FUND $ 4,026,724 $ 4,138,190 $ 4,222,020 TOTAL OPERATING BUDGET $ 93,829,605 $ 97,827,880 $ 104,659,540 •1 ke Yc it :2014 15 .\d ptcd Ilikh2 •t 1',ILI, 1-1 L,: RCA City of Rancho Cucamonga, California Expenditure Summary by Department All Funds Fiscal Year 2014/15 Adopted Budget Library Services Governance Community Services 1.33% o 1.33 6.02% 2.65/o Fire District 21.02% Public Works Services 13.88% Planning 2.01% Engineering Services Police 18.18% 19.32% Building&Safety 1.50% Econ.and Comm.Dev. Animal Care and Services 0.41% Finance 1.63% Human Resources 0.86% Administrative 0.39% Services 10.80% Governance $ 2,280,960 Fire District 36,130,770 Police 33,206,940 Animal Care and Services 2,809,120 Administrative Services 18,558,660 Finance 1,473,720 Human Resources 668,730 Econ. and Comm. Dev. 709,730 Building& Safety 2,575,090 Engineering Services 31,255,770 Planning 3,452,490 Public Works Services 23,864,550 Community Services 10,348,260 Library Services 4,548,810 Total All Funds Budget $ 171,883,600 1 isc,iI l gar 2014 15 Adopted Budget — Page 144 City of Rancho Cucamonga Expenditure Summary by Category All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA PERSONNEL SERVICES $ 38,650,245 $ 40,941,430 $ 41,559,470 OPERATIONS&MAINTENANCE 67,090,027 76,394,150 78,593,290 OUTLAY C APITAL OUTL 17,941,776 19,619,860 15,360,880 DEBT SERVICE 4,915 2 577,7 0 577,770 COST ALLOCATION (3,397,570) (4,919,800) (5,104,290) TRANSFER OUT 7,100,118 3,653,500 4,815,470 TOTAL CITY OF RANCHO CUCAMONGA $ 127,389,512 $ 136,266,860 $ 135,802,590 RANCHO CUCAMONGA REDEVELOPMENT AGENCY PERSONNEL SERVICES $ 0 $ 0 $ 0 OPERATIONS&MAINTENANCE 235,739,710 0 0 CAPITAL OUTLAY 4,062,618 0 0 DEBT SERVICE 31,183,794 0 0 TRANSFER OUT 14,974,771 0 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 285,960,893 $ 0 $ 0 R.C.FIRE PROTECTION DISTRICT PERSONNEL SERVICES $ 21,626,589 $ 21,918,450 $ 23,701,960 OPERATIONS&MAINTENANCE 23,976,790 7,059,840 6,967,810 CAPITAL OUTLAY 398,348 3,524,500 3,626,000 DEBT SERVICE 400,638 403,770 804,580 TRANSFER OUT 1,715,810 729,770 980,660 TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,118,177 $ 33,636,330 $ 36,081,010 TOTAL ALL FUNDS $ 461,468,584 $ 169,903,190 $ 171,883,600 Neal l edi 2111-1 15 .Ad1opicti 11u4L`1 1--Ir, City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA 001-GENERAL FUND 5000-Regular Salaries $ 13,712,101 $ 15,141,940 $ 15,172,270 5005-Overtime Salaries 252,032 309,000 297,600 5010-Part Time Salaries 1,388,067 1,591,750 1,949,180 Fringe Benefits 6,581,303 7,182,300 7,714,330 5060-Tuition Reimbursement 24,642 24,000 24,000 5061 -Employee Development 44,952 159,250 118,420 5065-Coffee Fund 5,132 3,500 4,500 5093-Other Funds-Salary Reimbursmnt (119,290) (432,650) (489,220) 5100-Travel and Meetings 83,601 124,310 146,710 5102-Training 95,527 149,600 157,160 5105-Mileage 3,662 5,200 5,400 5150-Office Supplies&Equipment 212,397 242,700 247,500 5151 -Postage 58,160 82,320 88,120 5152-Computer Software 44,134 40,660 51,900 III 5160-Membership Dues 100,988 129,110 135,730 5161 -Publications&Subscriptions 13,207 57,230 58,100 5165-Licenses,Permits&Fees 205,029 259,000 233,000 5200-Operations&Maintenance 1,312,900 1,517,340 1,624,600 5201 -0&M/Volunteer Program 18,614 20,000 20,000 5204-O&M/Facilities 472,383 479,780 517,180 5207-0&M/Capital Supplies 0 70,300 23,300 5210-0&M/Crime Prevention 11,629 17,000 21,000 5215-0&M/Computer Equipment 9,894 2,830 12,400 5220-Cellular Technology 156,048 140,740 153,090 5250-Vehicle Operations&Maint. 397,059 524,100 524,600 5252-Emergency Equipment&Veh Rntl 20,786 38,670 33,670 5253-Vehicle Collision Repair 60,588 135,000 135,000 5255-Gasoline 719,897 751,850 751,850 5256-Diesel Fuel 29,091 65,000 40,000 5257-CNG Fuel 14,870 21,000 24,000 5260.-O&M/Animal Care 181,163 138,330 138,330 5262-O&M/Community&Info Programs 4;968 2,000 2,000 5263-O&M/Field Services 8,317 5,000 5,000 5264-O&M/Veterinarian Services 108,313 102,000 102,000 5280-Equip Operations&Maint 22,287 30,430 30,430 5283-Depreciation-Computer Equip 0 40,000 115,000 5285-Safety Gear&Equipment 28,179 28,130 28,130 5300-Contract Services 31,419,106 33,104,670 35,119,070 5303-Contract Serv/Reimbursable 322,145 512,500 523,380 5304-Contract Serv/Facilities 1,333,358 1,667,470 1,521,930 5310-Tree Maintenance 0 400,000 500,000 5312-Legal Services 455,920 322,270 414,810 5320-Hazardous Waste Removal 16,957 24,320 24,320 5360-Contract Sery/Animal Care 69,849 70,910 70,910 Fiscal Year 2014/15 Adopted Budget - Page 146 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5362-Contract Serv/Comm&Info Prgm 5,950 9,990 9,990 5363-Contract Serv/Field Services 16,215 16,500 16,500 5364-Contract ServNet Services 107,772 123,400 73,400 5365-Cont Srv-Spay/Neuter Program 0 0 50,000 5400-Telephone Utilities 268,098 243,820 293,100 5401 -Gas Utilities 94,128 129,970 115,000 5402-Water Utilities 400,805 409,900 445,960 5403-Electric Utilities 1,357,926 1,324,740 1,518,790 5410-Property Insurance 147,717 173,000 189,280 5510-Property Tax Admin.Fee 75,799 94,330 82,730 5602-Capital Outlay-Bldg&Imprvmnt 32,826 0 0 5603-Capital Outlay-Equipment 0 81,610 21,610 5604-Capital Outlay-Vehicles 0 0 83,000 5605-Capital Outlay-Computer Equip 0 0 5,000 5703-Capital Lease Payment 1,858 16,440 13,750 5725-Other Expenditures 15,637 0 0 5990-Cost Allocation Plan Offset (3,397,570) (4,919,800) (5,104,290) 9008-Transfer Out-Fund 008 4,800 4,800 4,800 9131 -Transfer Out-LMD2 0 301,440 301,440 9281 -Transfer Out-Fire Fund 179,840 0 0 9374-Transfer Out-Fund 374 43,979 75,000 116,960 9700-Transfer Out-Sports Complex 1,179,054 1,345,790 1,927,790 9712-T/O EquipmentNehicle Replacem 1,400,000 0 0 9714-Transfer Out-Computer Resery 1,200,000 0 0 9900-Transfer Out-Reserves 0 508,680 607,480 TOTAL GENERAL FUND $ 63,034,801 $ 65,240,470 $ 69,162,990 003-REIMB ST/COUNTY PARKING CIT 5200-Operations&Maintenance $ 52,446 $ 55,050 $ 72,610 TOTAL REIMB ST/COUNTY PARKING CIT $ 52,446 $ 55,050 $ 72,610 QM-CVWD REIMBURSEMENTS 5000-Regular Salaries $ 109,625 $ 99,140 $ 90,140 Fringe Benefits 52,488 45,330 42,200 5200-Operations&Maintenance 33,216 43,000 43,000 5250-Vehicle Operations&Maint. 10,269 10,000 10,000 5252-Emergency Equipment&Veh Rntl 1,000 1,000 1,000 5280-Equip Operations&Maint 480 500 500 9001 -Transfer Out-General Fund 0 0 50,000 TOTAL CVWD REIMBURSEMENTS $ 207,078 $ 198,970 $ 236,840 008-CNTY OF S.B.REIMBURSEMENTS 5300-Contract Services $ 88,298 $ 86,680 $ 86,680 TOTAL CNTY OF S.B.REIMBURSEMENTS $ 88,298 $ 86,680 $ 86,680 1 Hcal 1 11 .'HI-1 1 "; .\dui);■:,l Hi:,LH,t I'.;,,',. 1 i; City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget Q1 -COMM DEV TECHNICAL SRVCS FUND 5000-Regular Salaries $ 22,357 $ 0 $ 0 Fringe Benefits 10,705 0 0 5161 -Publications&Subscriptions 0 0 840 5200-Operations&Maintenance 0 35,500 1,500 5220-Cellular Technology 550 630 0 5300-Contract Services 124,449 50,000 50,000 TOTAL COMM DEV TECHNICAL SRVCS FUND $ 158,060 $ 86,130 $ 52,340 017-LAW ENFORCEMENT RESERVE 5501 -Admin./General Overhead $ .840 $ 3,940 $ 1,760 5602-Capital Outlay-Bldg&Imprvmnt 0 100,000 0 5603-Capital Outlay-Equipment 0 0 130,350 5650-Capital Project 35,723 0 100,000 9001 -Transfer Out-General Fund 0 60,000 114,080 9373-Transfer Out-Fund 373 30,160 12,720 0 TOTAL LAW ENFORCEMENT RESERVE $ 66,722 $ 176,660 $ 346,190 018-TRAFFIC SAFETY 5300-Contract Services $ 354,207 $ 358,200 $ 393,200 5501 -Admin./General Overhead 0 2,940 2,650 TOTAL TRAFFIC SAFETY $ 354,207 $ 361,140 $ 395,850 019-INFO TECHNOLOGY-DEVELOPMENT 5501 -Admin./General Overhead $ 196,860 $ 204,320 $ 204,320 TOTAL INFO TECHNOLOGY-DEVELOPMENT $ 196,860 $ 204,320 $ 204,320 020-CITY TECHNOLOGY FEE FUND 9714-Transfer Out-Computer Resery $ 0 $ 208,250 $ 135,070 TOTAL CITY TECHNOLOGY FEE FUND $ 0 $ 208,250 $ 135,070 022-MOBILE HOME PARK PROGRAM 5150-Office Supplies&Equipment $ 930 $ 0 $ 0 5152-Computer Software 343 0 0 5200-Operations&Maintenance 3,150 5,150 5,150 5300-Contract Services 0 31,000 31,000 5501 -Admin./General Overhead 30 60 280 TOTAL MOBILE HOME PARK PROGRAM $ 4,453 $ 36,210 $ 36,430 023-SB1186 CERT ACCESS SPEC PROG 5102-Training $ 0 $ 700 $ 700 5200-Operations&Maintenance 0 3,810 3,930 5501 -Admin./General Overhead 0 0 330 I ISL•ul Ycar 2014 1 :Vluhted IiuLJLci l t c I IX City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL SB1186 CERT ACCESS SPEC PROG $ 0 $ 4,510 $ 4,960 025-CAPITAL RESERVE 5152-Computer Software $ 599 $ 0 $ 0 5165-Licenses,Permits&Fees 169 0 0 5200-Operations&Maintenance 108,551 46,900 0 5204-0&M/Facilities 10,000 0 0 5207-0&M/Capital Supplies 59,878 0 13,500 5215-O&M/Computer Equipment 4,552 0 0 5252-Emergency Equipment&Veh Rntl 2,649 0 0 5300-Contract Services 271,274 58,250 147,000 5304-Contract Serv/Facilities 4,115 15,000 0 5320-Hazardous Waste Removal 0 0 20,000 5411 -Other Insurance 6,104 7,050 6,580 5416-General Liability Insurance 348,933 371,580 293,130 5417-General Liability Claims 450,919 350,000 650,000 5501 -Admin./General Overhead 13,420 25,320 13,390 5601 -Capital Outlay-Building 38,788 0 0 5602-Capital Outlay-Bldg&Imprvmnt 87,668 1,570,000 35,000 5603-Capital Outlay-Equipment 42,175 16,300 35,000 5607-Cap Outlay-Impry Oth Than Bldg 207,704 200,500 380,000 5650-Capital Project 3,766,277 0 885,000 9001 -Transfer Out-General Fund 398,990 0 0 TOTAL CAPITAL RESERVE $ 5,822,765 $ 2,660,900 $ 2,478,600 073-BENEFITS CONTINGENCY 5000-Regular Salaries $ 933,541 $ 300,000 $ 300,000 Fringe Benefits 169 0 0 5096-Supplementary Retirement Plan 275,686 0 0 5098-Vol.Sep.Program 3,633 0 0 5501 -Admin./General Overhead 2,760 7,550 3,650 9001 -Transfer Out-General Fund 33,970 0 0 TOTAL BENEFITS CONTINGENCY $ 1,249,758 $ 307,550 $ 303,650 IN-ASSESSMENT DISTRICTS ADMIN 5000-Regular Salaries $ 105,429 $ 108,600 $ 108,790 Fringe Benefits 50,479 50,740 50,830 5100-Travel and Meetings 52 2,040 2,750 5102-Training 12,025 11,500 13,550 5105-Mileage 1,534 1,750 1,750 5150-Office Supplies&Equipment 138 1,000 1,000 5151 -Postage 8,179 12,000 12,000 5152-Computer Software 5,424 2,000 11,950 5200-Operations&Maintenance 31,550 32,300 30,800 5215-0&NI/Computer Equipment 18,679 1,700 6,160 1 i■Lal liar 2111415 .\dark Li li*uki ct I'ac 1 IO City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5220-Cellular Technology 1,374 1,700 4,500 5300-Contract Services 131,473 185,530 112,150 5501 -Admin./General Overhead 720,640 784,560 775,790 TOTAL ASSESSMENT DISTRICTS ADMIN $ 1,086,975 $ 1,195,420 $ 1,132,020 105-AB2766 AIR QUALITY IMPROVEMENT 5102-Training $ 0 $ 2,500 $ 2,500 5200-Operations&Maintenance 18,597 27,690 21,160 5300-Contract Services 1,500 4,520 1,320 5501 -AdminJGeneral Overhead 9,260 1,000 640 5603-Capital Outlay-Equipment 0 238,000 0 5604-Capital Outlay-Vehicles 521,145 0 0 5607-Cap Outlay-Impry Oth Than Bldg 0 71,500 0 TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 550,501 $ 345,210 $ 25,620 j10-BEAUTIFICATION 5501 -Admin./General Overhead $ 4,850 $ 1,900 $ 670 5650-Capital Project 17,649 401,000 400,000 5999-Prior Period Adjustment (20,514) 0 0 TOTAL BEAUTIFICATION $ 1,984 $ 402,900 $ 400,670 112-DRAINAGE FAC/GENERAL 5000-Regular Salaries $ 82,299 $ 37,620 $ 38,600 5005-Overtime Salaries 22 0 0 Fringe Benefits 39,405 17,510 18,140 5300-Contract Services 0 35,000 25,000 5501 -Admin./General Overhead 9,040 11,590 6,270 5650-Capital Project 1,405;983 66,000 110,000 TOTAL DRAINAGE FAC/GENERAL $ 1,536,748 $ 167,720 $ 198,010 114-DRAINAGE-ETIWANDA/SAN SEVAINE 5501 -Admin./General Overhead $ 80 $ 580 $ 390 TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE $ 80 $ 580 $ 390 116-ETIWANDA DRAINAGE 5000-Regular Salaries $ 26,589 $ 7,710 $ 7,710 Fringe Benefits 12,731 3,620 3,620 5300-Contract Services 0 10,000 0 5501 -Admin./General Overhead 3,960 4,200 1,710 5650-Capital Project 53,372 40,000 40,000 TOTAL ETIWANDA DRAINAGE $ 96,651 $ 65,530 $ 53,040 11$-UPPER ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 80 $ 350 $ 160 I i;�•al 1 cn _'ul4 H .\,Ic ptci.l I tid-ci I',i,.. I ,i1 1 11 City hof Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL UPPER ETIWANDA DRAINAGE $ 80 $ 350 $ 160 120-PARK DEVELOPMENT 5000-Regular Salaries $ 88,260 $ 89,540 $ 77,770 Fringe Benefits 42,259 42,080 36,550 5100-Travel and Meetings 0 1,000 1,000 5150-Office Supplies&Equipment 0 1,000 200 5160-Membership Dues 550 170 150 5161 -Publications&Subscriptions 1,344 1,100 0 5200-Operations&Maintenance 7,450 430 500 5207-0&M/Capital Supplies 0 65,000 0 5300-Contract Services 32,283 55,000 5,000 5501 -AdminJGeneral Overhead 9,610 17,990 14,410 5650-Capital Project 343,717 50,000 412,250 9128-Transfer Out-Fund 128 632,000 0 0 TOTAL PARK DEVELOPMENT $ 1,157,472 $ 323,310 $ 547,830 1 -SOUTH ETIWANDA DRAIN GE 5501 -Admin./General Overhead $ 30 $ 250 $ 90 TOTAL SOUTH ETIWANDA DRAINAGE $ 30 $ 250 $ 90 124-TRANSPORTATION 5000-Regular Salaries $ 546,201 $ 574,510 $ 648,300 Fringe Benefits 261,521 269,770 304,190 5152-Computer Software 0 0 3,740 5160-Membership Dues 345 600 600 5215-O&M/Computer Equipment 4,714 0 2,480 5300-Contract Services 24,180 50,920 44,490 5501 -Admin./General Overhead 68,790 79,090 74,600 5650-Capital Project 567,600 5,012,200 2,268,000 5720-Misc Contributions to City 0 0 19,730 5999-Prior Period Adjustment (2,239) 0 0 TOTAL TRANSPORTATION $ 1,471,112 $ 5,987,090 $ 3,366,130 126-LOWER ETIWANDA DRAINAGE 5501 -AdminJGeneral Overhead $ 90 $ 330 $ 140 5650-Capital Project 8,525 0 0 TOTAL LOWER ETIWANDA DRAINAGE $ 8,615 $ 330 S 140 122-UNDERGROUND UTILITIES 5501 -Admin./General Overhead $ 11,810 $ 13,460 $ 12,950 5650-Capital Project 62,457 661,170 655,570 TOTAL UNDERGROUND UTILITIES $ 74,266 $ 674,630 S 668,520 , I 1,,1/4 al 1 L•;u 2(11 I t s .VI,Il icJ lillti L.1 I'aC H I City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 130-LMD#1 GENERAL CITY 5000-Regular Salaries $ 138,430 $ 150,990 $ 56,980 5005-Overtime Salaries 3 0 0 5010-Part Time Salaries 17,270 22,400 0 Fringe Benefits 68,557 73,430 26,540 5200-Operations&Maintenance 65,430 70,570 56,220 5204-0&M/Facilities 6,954 6,500 6,500 5250-Vehicle Operations&Maint. 14882 2,000 2,000 5252-Emergency Equipment&Veh Rntl 0 800 800 5280-Equip Operations&Maint 5,222 3,800 3,800 Ili 5300-Contract Services 557,663 492,600 455,570 5304-Contract Serv/Facilities 0 5,000 5,000 5310-Tree Maintenance 63,260 50,000 50,000 5400-Telephone Utilities 2,186 2,550 2,550 5402-Water Utilities 283,219 317,640 332,640 5403-Electric Utilities 60,618 68,630 68,630 5500-Assessment Administration 65,020 65,870 65,870 5501 -Admin./General Overhead 67,040 67,040 73,870 5603-Capital Outlay-Equipment 0 2,700 0 TOTAL LMD#1 GENERAL CITY $ 1,402,754 $ 1,402,520 $ 1,206,970 131-LMD#2 VICTORIA 5000-Regular Salaries $ 657,099 $ 611,460 $ 582,580 5005-Overtime Salaries 1,442 1,090 1,090 5010-Part Time Salaries 68,984 80,320 80,320 Fringe Benefits 323,567 296,150 283,800 5200-Operations&Maintenance 50,530 66,550 67,150 5250-Vehicle Operations&Maint. 4,481 5,000 5,000 5300-Contract Services 843,469 1,022,210 1,158,680 5310-Tree Maintenance 94,350 94,950 128,000 5400-Telephone Utilities 1,106 1,250 1,250 5402-Water Utilities 784,173 829,160 998,160 5403-Electric Utilities 81,855 90,880 90,880 5500-Assessment Administration 34,870 34,870 34,870 5501 -Admin./General Overhead 190,020 190,020 213,000 5504-Interfund Allocation 0 73,070 70,960 9900-Transfer Out-Reserves 0 100,000 0 TOTAL LMD#2 VICTORIA $ 3,135,945 $ 3,496,980 $ 3,715,740 131-LMD#3A HYSSOP 5200-Operations&Maintenance $ 452 $ 800 $ 1,100 5300-Contract Services 5,051 3,650 3,650 5402-Water Utilities 737 900 900 5403-Electric Utilities 582 600 800 5500-Assessment Administration 50 50 50 I kcal Year 2014 15 :\d ptcd lRuJ et I'Rt`e 1 L,.• :J City hof Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 40 190 90 TOTAL LMD#3A HYSSOP S 6,910 S 6,190 $ 6,590 l-LMD#3B MEDIANS 5000-Regular Salaries $ 310,945 $ 269,050 $ 60,710 5005-Overtime Salaries 183 2,630 0 5010-Part Time Salaries 47,550 42,100 11,600 Fringe Benefits 155,300 132,090 30,080 5152-Computer Software 0 0 500 5200-Operations&Maintenance 48,419 59,200 11,100 5204-0&M/Facilities 5,452 0 6,000 5250-Vehicle Operations&Maint. 1,312 1,500 0 5252-Emergency Equipment&Veh Rntl 0 2,000 0 5280-Equip Operations&Maint 8,829 12,000 0 5300-Contract Services 433,150 410,450 398,140 5304-Contract Serv/Facilities 96,000 0 108,410 5310-Tree Maintenance 21,834 21,850 21,850 5400-Telephone Utilities 387 0 530 5402-Water Utilities 89,328 84,720 116,930 5403-Electric Utilities 39,755 15,490 53,430 5500-Assessment Administration 6,170 6,270 6,270 5501 -AdminJGeneral Overhead 54,640 59,730 57,910 TOTAL LMD#3B MEDIANS $ 1,319,254 $ 1,119,080 $ 883,460 134-LMD#4R TERRA VISTA 5000-Regular Salaries $ 580,169 $ 564,330 $ 637,750 5005-Overtime Salaries 223 1,050 1,050 5010-Part Time Salaries 29,364 32,280 32,280 Fringe Benefits 281,643 268,270 303,210 5200-Operations&Maintenance 73,017 75,150 96,280 5250-Vehicle Operations&Maint. 5,966 6,000 6,000 5252-Emergency Equipment&Veh Rntl 0 1,700 1,700 5280-Equip Operations&Maint 3,722 3,750 3,750 5300-Contract Services 624,481 455,030 676,470 5310-Tree Maintenance 32,000 52,000 70,000 5400-Telephone Utilities 2,581 2,910 2,910 5402-Water Utilities 298,834 332,530 392,530 5403-Electric Utilities 34;407 39,360 31,360 5500-Assessment Administration 23,010 22,990 22,990 5501 -Admin./General Overhead 132,490 156,500 156,180 5603-Capital Outlay-Equipment 0 6,300 0 5607-Cap Outlay-Impry Oth Than Bldg 0 8,750 62,420 5650-Capital Project 173,054 300,000 550,000 TOTAL LMD#4R TERRA VISTA $ 2,294,962 $ 2,328,900 $ 3,046,880 . I i:c I ti"lw _OI._I I' \lInpkll IIu,l_CI I'ta L' I City of Rancho Cucamonga 1 Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget P g 2013/14 2014/15 2012/13 Adopted Adopted I Actual Budget Budget 135-LMD#5 TOT LOT 5010-Part Time Salaries $ 85 $ 0 $ 0 Fringe Benefits 1 0 0 5200-Operations&Maintenance 583 1,100 1,400 5250-Vehicle Operations&Maint. 0 70 70 5300-Contract Services 1;398 2,690 2,690 5402-Water Utilities 655 630 630 5403-Electric Utilities 296 320 400 5500-Assessment Administration 240 220 220 5501 -Admin./General Overhead 40 300 110 5607-Cap Outlay-Impry Oth Than Bldg 0 0 35,650 TOTAL LMD#5 TOT LOT $ 3,297 $ 5,330 $ 41,170 136-LMD#6R CARYN COMMUNITY 5000-Regular Salaries $ 7,189 $ 7,490 $ 7,590 Fringe Benefits 3,442 3,520 3,570 5200-Operations&Maintenance 7,845 16,060 16,360 5252-Emergency Equipment&Veh Rntl 0 200 200 5300-Contract Services 237,379 285,490 275,090 5310-Tree Maintenance 16,838 16,870 35,000 5402-Water Utilities 97,545 100,260 120,840 5403-Electric Utilities 6,837 8,310 8,310 5500-Assessment Administration 7,020 7,020 7,020 5501 -Admin./General Overhead 19,820 22,180 22,760 TOTAL LMD#6R CARYN COMMUNITY $ 403,914 $ 467,400 $ 496,740 137-LMD#7 NORTH ETIWANDA, 5000-Regular Salaries $ 162,135 $ 159,450 $ 165,060 5005-Overtime Salaries 4 0 0 5010-Part Time Salaries 7,592 10,380 10,380 Fringe Benefits 78,631 75,790 78,550 5200-Operations&Maintenance 44,300 46,960 47,260 5204-O&M/Facilities 378 1,000 1,000 5250-Vehicle Operations&Maint. 2,467 2,500 2,500 5252-Emergency Equipment&Veh Rntl 0 700 700 5300-Contract Services 299,988 354,440 341,150 5310-Tree Maintenance 6,950 6,950 6,950 5400-Telephone Utilities 1,000 1,050 1,220 5402-Water Utilities 284,057 295,540 239,540 5403-Electric Utilities 24,360 24,850 30,600 5500-Assessment Administration 15,080 15,430 15,430 5501 -AdminJGeneral Overhead 59,570 68,760 69,780 5603-Capital Outlay-Equipment 0 5,300 0 TOTAL LMD#7 NORTH ETIWANDA $ 986,511 $ 1,069,100 $ 1,010,120 I i c 1 I 1 ,2,11 2.n I-1 15 Adopted Budget - Page 154 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 138-LMD#8 SOUTH ETIWANDA 5000-Regular Salaries $ 1,439 $ 1,500 $ 1,520 Fringe Benefits 689 710 710 5200-Operations&Maintenance 547 2,300 2,600 5300-Contract Services 10,524 10,080 12,050 5310-Tree Maintenance 4,294 4,300 4,300 5402-Water Utilities 4,872 4,590 6,540 5403-Electric Utilities 929 1,030 1,300 5500-Assessment Administration 1,040 1,050 1,050 5501 -Admin./General Overhead 4,970 5,680 5,790 TOTAL LMD#8 SOUTH ETIWANDA $ 29,303 $ 31,240 $ 35,860 139-LMD#9 LOWER ETIWANDA 5000-Regular Salaries $ 148,409 $ 150,030 $ 162,100 5005-Overtime Salaries 7 0 0 5010-Part Time Salaries 7,315 7,860 7,860 Fringe Benefits 71,930 71,290 77,030 5200-Operations&Maintenance 32;815 20,850 23,370 5215-0&M/Computer Equipment 2,054 0 0 5220-Cellular Technology 960 1,080 1,370 5252-Emergency Equipment&Veh Rntl 0 1,200 1,200 5280-Equip Operations&Maint 1,490 0 0 5300-Contract Services 146,217 133,240 129,280 5310-Tree Maintenance 26,000 26,050 28,500 5402-Water Utilities 22,025 27,550 27,550 5403-Electric Utilities 6,835 8,730 8,730 5500-Assessment Administration 8,750 9,100 9,100 5501 -AdminJGeneral Overhead 21,860 32,700 30,550 5603-Capital Outlay-Equipment 0 6,200 0 TOTAL LMD#9 LOWER ETIWANDA $ 496,667 $ 495,880 $ 506,640 140-LMD#10 RANCHO ETIWANDA 5000-Regular Salaries $ 137,692 $ 133,920 $ 150,180 5005-Overtime Salaries 298 1,050 1,050 5010-Part Time Salaries 18,541 27,590 27,590 Fringe Benefits 68,000 66,490 74,330 5200-Operations&Maintenance 34,471 36,800 23,100 5204-O&M/Facilities 0 4,000 4,000 5215-0&M/Computer Equipment 684 0 0 5220-Cellular Technology 240 360 0 5252-Emergency Equipment&Veh Rntl 0 1,000 500 5280-Equip Operations&Maint 877 1,000 1,000 5300-Contract Services 128,005 140,280 119,880 5304-Contract Serv/Facilities 0 2,000 2,000 5310-Tree Maintenance 15,236 15,260 15,000 1,4,... I i„,,I 1 ,_w ,u14 I; \Ji ,,,i,ii Ik,,l: c I':,_c I „ L, City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5402-Water Utilities 77,076 87,160 97,730 5403-Electric Utilities 47,904 64,690 31,690 5500-Assessment Administration 4,130 4,260 4,260 5501 -Admin./General Overhead 42,580 48,750 49,210 5603-Capital Outlay-Equipment 0 6,200 0 TOTAL LMD#10 RANCHO ETIWANDA $ 575,732 $ 640,810 $ 601,520 151-SLD#1 ARTERIAL 5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170 5005-Overtime Salaries 181 0 0 5010-Part Time Salaries 10,329 0 0 Fringe Benefits 7,734 6,190 6,190 5102-Training 0 180 180 5160-Membership Dues 30 4,030 4,030 5200-Operations&Maintenance 1,414 4,940 7,990 5220-Cellular Technology 0 0 4,330 5280-Equip Operations&Maint 0 500 500 5400-Telephone Utilities 1,041 1,030 1,130 5403-Electric Utilities 625,478 628,470 628,470 5500-Assessment Administration 158,960 160,190 160,190 5501 -Admin./General Overhead 33,420 33,420 35,440 TOTAL SLD#1 ARTERIAL $ 851,710 $ 852,120 $ 861,620 152-SLD#2 RESIDENTIAL 5403-Electric Utilities $ 278,759 $ 280,870 $ 521,410 5500-Assessment Administration 36,330 37,110 37,400 5501 -Admin./General Overhead 2,150 2,950 2,500 TOTAL SLD#2 RESIDENTIAL $ 317,239 $ 320,930 $ 561,310 153-SLD#3 VICTORIA 5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170 5005-Overtime Salaries 22 0. 0 SOLO-Part Time Salaries 10,320 0 0 Fringe Benefits 7,733 6,190 6,190 5102-Training 0 180 180 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 9,225 11,440 9,940 5403-Electric Utilities 239,525 240,770 240,770 5500-Assessment Administration 35,190 35,360 35,450 5501 -AdminJGeneral Overhead 4,510 4,890 4,300 TOTAL SLD#3 VICTORIA $ 319,678 $ 312,030 $ 310,030 15¢-SLD#4 TERRA VISTA 5000-Regular Salaries $ 13,123 $ 13,170 S 13,170 5005-Overtime Salaries 22 0 0 I 1-,LsiI 1 ?.I11 I V \,I,,plL',1 Ii ll 'c'I l'.1 _, I 'l, j . City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5010-Part Time Salaries 10,320 0 0 Fringe Benefits 7,733 6,190 6,190 5102-Training 0 180 190 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 1,317 6,440 4,940 5280-Equip Operations&Maint 0 500 500 5403-Electric Utilities 111,770 111,900 111,900 5500-Assessment Administration 22,990 22,970 22,970 5501 -AdminJGeneral Overhead 3,380 3,770 3,110 5650-Capital Project 23,783 0 0 TOTAL SLD#4 TERRA VISTA $ 194,468 $ 165,150 $ 163,000 155-SLD#5 CARYN COMMUNITY 5000-Regular Salaries $ 4,129 $ 4,140 $ 4,140 Fringe Benefits 1,977 1,950 1,950 5102-Training 0 180 180 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 4,941 7,440 8,990 5403-Electric Utilities 45,414 45,390 45,390 5500-Assessment Administration 7,020 7,020 7,020 5501 -Admin./General Overhead 1,130 1,330 1,100 TOTAL SLD#5 CARYN COMMUNITY $ 64,640 $ 67,480 $ 68,800 1 -SLD#6 INDUSTRIAL AREA 5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170 5005-Overtime Salaries 22 0 0 5010-Part Time Salaries 10,329 0 0 Fringe Benefits 7,734 6,190 6,190 5102-Training 0 180 180 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 5,298 6,940 6,940 5280-Equip Operations&Maint 0 400 400 5403-Electric Utilities 79,913 82,370 82,370 5500-Assessment Administration 5,530 5,590 5,600 5501 -Admin./General Overhead 2,960 3,140 2,700 TOTAL SLD#6 INDUSTRIAL AREA $ 124,940 $ 118,010 $ 117,580 157-SLD#7 NORTH ETIWANDA 5000-Regular Salaries $ 13,123 $ 13,170 $ 13,170 5005-Overtime Salaries 22 0 0 5010-Part Time Salaries 10,356 0 0 Fringe Benefits 7,738 6,190 6,190 5102-Training 0 180 180 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 3,600 4,940 4,940 - \ I i;t.•ctl 1'cal _`.111 1 15 .\d ptc,1 litt,l c 1':i.2e 1 S City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5403-Electric Utilities 162,142 152,950 152,950 5500-Assessment Administration 19,830 19,840 20,060 5501 -Admin./General Overhead 3,640 3,590 3,190 TOTAL SLD#7 NORTH ETIWANDA $ 220,480 $ 200,890 $ 200,710 158-SLD#8 SOUTH ETIWANDA 5000-Regular Salaries $ 11,751 $ 11,780 $ 11,780 5005-Overtime Salaries 22 0 0 5010-Part Time Salaries 10,356 0 0 Fringe Benefits 7,081 5,540 5,540 5102-Training 0 180 180 5160-Membership Dues 30 30 30 5200-Operations&Maintenance 116 5,540 4,940 5403-Electric Utilities 55,274 55,750 55,750 5500-Assessment Administration 9,390 9,750 10,030 5501 -Admin./General Overhead 3,200 4,220 2,960 5650-Capital Project 31,987 1,000,000 0 TOTAL SLD#8 SOUTH ETIWANDA $ 129,206 $ 1,092,790 $ 91,210 IIQ-GAS TAX 2105/PROP111 5000-Regular Salaries $ 173,321 $ 178,970 $ 269,750 Fringe Benefits 82,986 82,350 124,710 5250-Vehicle Operations&Maint. 431 610 610 5300-Contract Services 268,607 288,600 192,400 5501 -Admin./General Overhead 24,500 25,220 27,150 5650-Capital Project 136,482 0 100,000 TOTAL GAS TAX 2105/PROP111 $ 686,328 $ 575,750 $ 714,620 172-GAS TAX 2106-2107 5000-Regular Salaries $ 716,670 $ 799,230 $ 778,680 5005-Overtime Salaries 68 10,500 10,500 5010-Part Time Salaries 49,928 88,340 88,340 Fringe Benefits 349,112 386,120 376,030 5200-Operations&Maintenance 0 4,580 4,580 5250-Vehicle Operations&Maint. 6,784 7,500 7,500 5280-Equip Operations&Maint 0 2,200 2,200 5300-Contract Services 7,500 7,500 36,000 5403-Electric Utilities 817,833 762,620 522,080 5501 -Admin./General Overhead 6,690 121,970 135,050 9152-Transfer Out-SLD2 0 0 240,540 TOTAL GAS TAX 2106-2107 $ 1,954,585 $ 2,190,560 $ 2,201,500 174-GAS TAX R&T7360 5000-Regular Salaries $ 0 $ 0 $ 20,510 Fringe Benefits 0 0 9,640 1.iseal 1"cal 21)14:15 :'\(Ioptc(1 I1u4c1 I'au 1 sti L,; City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5300-Contract Services 25,000 25,000 25,000 5501 -Admin./General Overhead 10 1,620 1,330 5650-Capital Project 691,333 2,476,040 1,950,640 5720-Misc Contributions to City 0 0 8,580 9157-Transfer Out-Fund 157 0 94,420 81,950 TOTAL GAS TAX R&T7360 $ 716,342 $ 2,597,080 $ 2,097,650 17§-MEASURE I 1990-2010 5501 -Admin./General Overhead $ 0 $ 1,640 $ 580 5650-Capital Project 20,634 205,000 499,000 5999-Prior Period Adjustment (26,472) 0 0 TOTAL MEASURE I 1990-2010 $ (5,837) $ 206,640 $1ll-MEASURE I 2010-2040 5000-Regular Salaries $ 243,146 $ 250,410 $ 164,770 Fringe Benefits 116,418 116,840 77,000 5300-Contract Services 899,410 818,810 873,190 5501 -AdminJGeneral Overhead 31,140 34,950 34,560 5650-Capital Project 980,760 222,000 1,254,500 5720-Misc Contributions to City 0 0 57,170 TOTAL MEASURE I 2010-2040 $ 2,270,874 $ 1,443,010 $ 2,461,190 112-AB 2928 TRAFFIC CONGEST RELIEF 5501-AdminJGeneral Overhead $ 0 $ 0 $ 90 TOTAL AB 2928 TRAFFIC CONGEST RELIEF $ 0 $ 0 $ 90 186-FOOTHILL BLVD MAINTENANCE 5000-Regular Salaries $ 20,948 $ 11,260 $ 0 Fringe Benefits 10,030 5,290 0 5501 -Admin./General Overhead 2,280 2,460 1,770 TOTAL FOOTHILL BLVD MAINTENANCE $ 33,257 $ 19,010 $ 1,770 1E-INTEGRATED WASTE MANAGEMENT 5000-Regular Salaries $ 466,910 $ 562,120 $ 557,550 5005-Overtime Salaries 34;007 65,000 65,000 5010-Part Time Salaries 0 0 11,370 Fringe Benefits 223,556 259,330 259,050 5100-Travel and Meetings 263 1,500 1,500 5102-Training 0 500 500 5105-Mileage 0 100 100 5150-Office Supplies&Equipment 535 2,000 2,000 5160-Membership Dues 400 920 920 5200-Operations&Maintenance 14,775 49,500 58,500 5300-Contract Services (12,183) 57,500 107,000 • 1 kcal 1 car 2(0 4 13 .1ddoptctI flu�l: ct I',1:c 1 �'> . City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5304-Contract Serv/Facilities 0 0 4,000 5501 -Admin./General Overhead 73,470 96,510 97,670 5650-Capital Project 1,084,335 0 5,000 TOTAL INTEGRATED WASTE MANAGEMENT $ 1,886,068 $ 1,094,980 $ 1,170,160 -PROP 42-TRAFFIC CONGESTION MIT 5501 -Admin./General Overhead $ 370 $ 1,430 $ 450 5650-Capital Project 333,629 71,390 109,000 5725-Other Expenditures 209,997 0 0 TOTAL PROP 42-TRAFFIC CONGESTION MIT $ 543,995 $ 72,820 $ 109,450 194-PROPOSITION 1B STATE FUNDING 5501 -Admin./General Overhead $ 430 $ 180 $ 70 TOTAL PROPOSITION lB STATE FUNDING $ 430 $ 180 $ 70 125-STATE ASSET SEIZURE 5200-Operations&Maintenance $ 0 $ 0 $ 18,200 5300-Contract Services 19,760 30,000 30,000 5501 -Admin./General Overhead 0 380 500 5603-Capital Outlay-Equipment 0 100,000 97,770 TOTAL STATE ASSET SEIZURE $ 19,760 $ 130,380 $ 146,470 196-CA ASSET SEIZURE 15% 5300-Contract Services $ 10,240 $ 0 $ 0 5501 -Admin./General Overhead 10 300 30 TOTAL CA ASSET SEIZURE 15% $ 10,250 $ 300 $ 30 197-FEDERAL ASSET SEIZURE 5501 -AdminJGeneral Overhead $ 60 $ 140 $ 220 5603-Capital Outlay-Equipment 0 55,000 33,810 TOTAL FEDERAL ASSET SEIZURE $ 60 $ 55,140 $ 34,030 198-CITYWIDE INFRASTRUCTURE IMPRV 5200-Operations&Maintenance $ 0 $ 2,500 $ 12,500 5300-Contract Services 0 10,000 0 5501 -Admin./General Overhead 480 4,790 1,800 5650-Capital Project 6,403,639 1,889,700 870,000 5720-Misc Contributions to City 0 0 24,390 TOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 6,404,119 $ 1,906,990 $ 908,690 ? -COMMUNITY DEVELOPMENT BLK GRNT 5000-Regular Salaries $ 254,550 $ 277,600 $ 269,390 5005-Overtime Salaries 1,284 0 0 1 i-.cal Year :i)14• I ' .\cd,)I1tCd 1iu�12k t l' L C IN) City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5010-Part Time Salaries 6,541 6,560 6,560 Fringe Benefits 122,798 130,740 126,800 5501 -Admin./General Overhead 22,720 33,130 36,050 5650-Capital Project 395,274 949,660 939,560 TOTAL COMMUNITY DEVELOPMENT BLK GRNT $ 803,167 $ 1,397,690 $ 1,378,360 MI-PEDESTRIAN GRANT/ART 3 5501 -Admin./General Overhead $ 80 $ 0 $ 0 5650-Capital Project 0 125,000 74,600 TOTAL PEDESTRIAN GRANT/ART 3 $ 80 $ 125,000 $ 74,600 215-ENRGY EFFICNCY/CONSRVATN GRNT 5010-Part Time Salaries $ 7,827 $ 0 $ 0 Fringe Benefits 1,164 0 0 TOTAL ENRGY EFFICNCY/CONSRVATN GRNT $ 8,991 $ 0 $ 0 all-PUBLIC RESRCE GRNTS/HEALTHY RC 5000-Regular Salaries $ 23,138 $ 30,320 $ 73,120 5010-Part Time Salaries 2,922 0 15,850 Fringe Benefits 11,128 14,250 36,730 5100-Travel and Meetings 12,496 10,000 16,000 5105-Mileage 570 0 0 5200-Operations&Maintenance 71,154 14,500 76,010 5300-Contract Services 102,080 53,980 184,500 5501 -Admin./General Overhead 790 3,510 5,560 TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 224,278 $ 126,560 $ 407,770 225-CA RECYC/LITTER REDUCTION GRNT 5005-Overtime Salaries $ 2,311 $ 3,430 $ 3,400 5100-Travel and Meetings 1,028 2,350 2,400 5102-Training 998 1,600 1,600 5200-Operations&Maintenance 7,380 26,110 24,420 5300-Contract Services 12,000 12,000 12,100 5501 -Admin./General Overhead 140 380 330 TOTAL CA RECYC/LITTER REDUCTION GRNT $ 23,857 $ 45,870 $ 44,250 BUSED OIL RECYCLING GRANT 5501 -Admin./General Overhead $ 0 $ 70 $ 0 TOTAL USED OIL RECYCLING GRANT $ 0 $ 70 $ 0 2n-USED OIL RECYCLING PROGRAM 5000-Regular Salaries $ 4 $ 0 $ 0 5005-Overtime Salaries 20,848 15,000 15,000 5100-Travel and Meetings 80 1,000 -� 1,300 I i:c,ul l c ii �()1-1!15 Adopted Budget- Page 161 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 1 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5102-Training 0 480 600 5200-Operations&Maintenance 31,406 31,350 30,930 5501 -AdminiGeneral Overhead 140 400 350 TOTAL USED OIL RECYCLING PROGRAM $ 52,477 $ 48,230 $224-SAFE ROUTES TO SCHOOL PROGRAM 5000-Regular Salaries $ 29,668 $ 57,890 $ 44,940 Fringe Benefits 14,205 27,210 21,120 5100-Travel and Meetings 465 5,750 4,300 5200-Operations&Maintenance 813 55,000 104,980 5215-0&M/Computer Equipment 0 0 2,500 5300-Contract Services 350 15,000 50,000 5501 -AdminiGeneral Overhead 9,550 15,110 15,860 5650-Capital Project 0 324,400 90,800 TOTAL SAFE ROUTES TO SCHOOL PROGRAM $ 55,051 $ 500,360 $ 334,500 222-PROP 84 PARK BOND ACT 5200-Operations&Maintenance $ 0 $ 0 $ 3,000 5300-Contract Services 0 0 2,000 5650-Capital Project 0 283,500 283,500 TOTAL PROP 84 PARK BOND ACT $ 0 $ 283,500 $ 288,500 25Q-RECREATION SERVICES 5000-Regular Salaries $ 509,925 $ 575,850 $ 614,620 5005-Overtime Salaries 686 1,000 1,000 5010-Part Time Salaries 1,343,638 1,626,310 1,556,700 Fringe Benefits 329,999 366,730 384,020 5150-Office Supplies&Equipment 4,208 6,020 6,000 5152-Computer Software 0 0 390 5200-Operations&Maintenance 370,468 481,770 499,970 5215-O&M/Computer Equipment 0 0 1,120 5300-Contract Services 1,383,368 1,550,110 1,453,820 5501 -Admin./General Overhead 41,010 41,010 41,010 5603-Capital Outlay-Equipment 0 0 29,000 TOTAL RECREATION SERVICES $ 3,983,302 $ 4,648,800 $ 4,587,650 2A-SENIOR OUTREACH GRANT 5300-Contract Services $ 6,920 $ 6,920 $ 6,920 5501 -Admin./General Overhead 0 210 90 TOTAL SENIOR OUTREACH GRANT $ 6,920 $ 7,130 $ 7,010 272-FREEDOM COURTYARD RSRC GRANTS 5650-Capital Project $ 138,277 $ 0 $ 0 ,. I HLal 1 raI 21114 lc Adopted Budget- Page 162 L_. City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL FREEDOM COURTYARD RSRC GRANTS $ 138,276 $ 0 $ 0 -LIBRARY FUND 5000-Regular Salaries $ 1,413,762 $ 1,538,000 $ 1,535,130 5010-Part Time Salaries 613,845 734,340 777,900 Fringe Benefits 734,741 777,270 782,810 5100-Travel and Meetings 14,077 13,700 16,700 5102-Training 315 2,000 2,000 5105-Mileage 758 1,900 1,900 5150-Office Supplies&Equipment 20,706 22,500 22,550 5152-Computer Software 0 6,000 32,700 5160-Membership Dues 3,560 5,550 5,550 5200-Operations&Maintenance 400,689 571,000 617,420 5207-0&M/Capital Supplies . 0 13,000 6,850 5215-0&M/Computer Equipment 0 0 5,000 III 5220-Cellular Technology 1,495 1,610 1,610 5300-Contract Services 165,767 286,360 247,440 5400-Telephone Utilities 9,114 10,000 10,500 5402-Water Utilities 5,141 4,500 4,500 5403-Electric Utilities 59,073 70,050 70,050 5501 -Admin./General Overhead 70,910 70,910 70,910 5703-Capital Lease Payment 1,693 9,500 10,500 9298-Transfer Out-CA Literacy Cmpgn 8,178 0 0 9329-Transfer Out-Library Cap Fund 502,900 0 0 TOTAL LIBRARY FUND $ 4,026,724 $ 4,138,190 $ 4,222,020 291-CA STATE LIBRARY 5010-Part Time Salaries $ 16,982 $ 7,000 $ 10,000 Fringe Benefits 2,020 1,000 1,500 5100-Travel and Meetings 7,473 1,500 3,000 5200-Operations&Maintenance 1,225 5,000 2,780 5300-Contract Services 0 3,400 0 5501 -Admin./General Overhead 20 110 1,240 TOTAL CA STATE LIBRARY $ 27,719 $ 18,010 $ 18,520 292-STAFF INNOVATION FD(CA ST LB) 5010-Part Time Salaries $ 4,718 $ 10,000 $ 15,000 Fringe Benefits 542 790 1,230 5100-Travel and Meetings 21,250 2,500 30,000 5200-Operations&Maintenance 80,106 31,000 10,000 5300-Contract Services 6,027 10,000 10,000 5501 -Admin./General Overhead 0 710 1,960 TOTAL STAFF INNOVATION FD(CA ST LB) $ 112,643 $ 55,000 $ 68,190 Z-CALIFORNIA LITERACY CAMPAIGN �� I l i�c,iI 1'c< t 2114 1: Adoptcd IULI CI 1),P,I It ; I I City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead $ 0 $ 920 $ 0 TOTAL CALIFORNIA LITERACY CAMPAIGN $ 0 $ 920 $ 0 301-THE BIG READ LIBRARY GRANT 5010-Part Time Salaries $ .392 $ 0 $ 0 Fringe Benefits 38 0 0 5200-Operations&Maintenance 7,183 3,000 5,000 5300-Contract Services 1,800 0 15,000 5501 -Admin./General Overhead 0 600 80 TOTAL THE BIG READ LIBRARY GRANT $ 9,412 $ 3,600 $ 20,080 312-LIBRARY SERVICES&TECH.ACT 5200-Operations&Maintenance $ 7,872 $ 0 $ 0 5300-Contract Services 3,801 0 0 5501 -Admin./General Overhead 0 110 0 TOTAL LIBRARY SERVICES&TECH.ACT $ 11,673 $ 110 $ 0 222-LIBRARY CAPITAL FUND 5650-Capital Project $ 0 $ 250,000 $ 220,000 TOTAL LIBRARY CAPITAL FUND $ 0 $ 250,000 $ 220,000 j4-COP'S PROGRAM GRANT-STATE 5300-Contract Services $ 0 $ 200,000 $ 200,000 5501 -Admin./General Overhead 1,200 3,010 1,470 5603-Capital Outlay-Equipment 0 0 70,000 TOTAL COP'S PROGRAM GRANT-STATE $ 1,200 $ 203,010 $ 271,470 25¢-JUSTICE ASSIST GRNT(JAG)ARRA 5501 -Admin./General Overhead $ 20 $ 130 $ 0 5603-Capital Outlay-Equipment 164,484 0 0 TOTAL JUSTICE ASSIST GRNT(JAG)ARRA $ 164,504 $ 130 $ 0 361-JUSTICE ASSISTANCE GRANT(JAG) 5300-Contract Services $ 1,112 $ 0 $ 0 5501 -Admin./General Overhead 260 30 110 5603-Capital Outlay-Equipment 20,772 0 23,460 TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 22,143 $ 30 $ 23,570 I73-COPS SECURE OUR SCHOOLS GRANT 5005-Overtime Salaries $ 12,762 $ 1,000 $ 0 5102-Training 797 3,100 0 5200-Operations&Maintenance 0 220 0 5300-Contract Services 14,255 1,000 0 I fiscal 1 c< i 2014 1 .s \tduplLd Il ij ct I',p.'c 10-1 1 City of Rancho Cucamonga Expenditure Detail All Funds . Fiscal Year 2014/15 Adopted Budget 1 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 9,880 10,060 0 5605-Capital Outlay-Computer Equip 6,136 0 0 TOTAL COPS SECURE OUR SCHOOLS GRANT $ 43,829 $ 15,380 $ 0 374-COPS HIRING PROGRAM GRANT 5300-Contract Services $ 73,979 $ 115,000 $ 156,680 5501 -Admin./General Overhead 0 0 820 TOTAL COPS HIRING PROGRAM GRANT $ 73,978 $ 115,000 $ 157,500 380-DEPT OF HOMELAND SECURITY GRNT 5000-Regular Salaries $ 0 $ 0 $ 67,020 5010-Part Time Salaries 23,895 28,870 0 Fringe Benefits 355 580 31,500 5093-Other Funds-Salary Reimbursmnt 0 0 (49,230) 5102-Training 2,607 0 0 5152-Computer Software 0 10,000 0 5207-0&M/Capital Supplies 40,356 0 0 5300-Contract Services 5,000 0 0 5501 -Admin./General Overhead 0 1,520 470 TOTAL DEPT OF HOMELAND SECURITY GRNT $ 72,212 $ 40,970 $ 49,760 1-HOMELAND SECURITY GRANT 2005 5501 -Admin./General Overhead $ 0 $ 0 $ 20 5604-Capital Outlay-Vehicles 75,838 0 0 TOTAL HOMELAND SECURITY GRANT 2005 $ 75,838 $ 0 $ 20 §92-AD 84-1 DAY CREEK/MELLO 5501 -Admin./General Overhead $ 150 $ 720 $ 2,420 TOTAL AD 84-1 DAY CREEK/MELLO $ 150 $ 720 $ 2,420 ¢Q$-CFD 2000-02 RC CORPORATE PARK 9857-Transer out to fund 857 $ 399,968 $ 0 $ 0 TOTAL CFD 2000-02 RC CORPORATE PARK $ 399,967 $ 0 $ 0 §12-CFD 2000-03 RANCHO SUMMIT 9858-Transfer out to Fund 858 $ 143,879 $ 0 $ 0 TOTAL CFD 2000-03 RANCHO SUMMIT $ 143,878 $ 0 $ 0 I2-CFD 2001-01 5501 -Admin./General Overhead $ 70 $ 320 $ 140 5999-Prior Period Adjustment (2,560,408) 0 0 TOTAL CFD 2001-01 $ (2,560,338) $ 320 $ 140 I i-L.,[1 1 `.:u 21)1-1 I- .\,I,,nt�cl ku Lci I' ,.■ ■„� City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 414-CFD 2003-01 PROJECT FUND 5999-Prior Period Adjustment $ (1,419,235) $ 0 $ 0 TOTAL CFD 2003-01 PROJECT FUND $ (1,419,235) $ 0 $ 0 615-CFD 2003-01 CULTURAL CENTER 5501 -AdminJGeneral Overhead $ 0 $ 50 $ 0 5650-Capital Project 0 0 5,000 TOTAL CFD 2003-01 CULTURAL CENTER $ 0 $ 50 $ 5,000 617-CFD 2004-01 RANCHO ETIWAND ES 5650-Capital Project $ 0 $ 500,000 $ 500,000 TOTAL CFD 2004-01 RANCHO ETIWANDA ES $ 0 $ 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 2Q-SPORTS COMPLEX 5000-Regular Salaries $ 481,744 $ 528,080 $ 776,280 5005-Overtime Salaries 10,154 34,650 37,280 5010-Part Time Salaries 204,755 257,130 301,080 Fringe Benefits 252,385 274,950 399,220 5150-Office Supplies&Equipment 588 600 600 5200-Operations&Maintenance (65) 0 52,600 5203-O&M/Complex Maintenance 34,385 34,000 34,000 5204-0&M/Facilities 38,814 49,800 49,000 5206-O&M/Recreation Programs 35,611 36,430 36,430 5250-Vehicle Operations&Maint. 0 0 1,500 5252-Emergency Equipment&Veh Rntl 970 2,500 9,500 5280-Equip Operations&Maint 3,448 4,000 16,000 5299-Depreciation Expense 543,490 0 0 5300-Contract Services 33,715 44,240 44,330 5302-Contract Serv/Complex Maint. 1,911 3,490 46,660 5304-Contract Serv/Facilities 113,099 182,920 180,100 5305-Contract Serv/Recreation Prgs 85,634 88,060 93,750 5400-Telephone Utilities 2,985 4,010 4,010 5401 -Gas Utilities 8,910 9,450 10,580 5402-Water Utilities 88,515 86,240 96,780 5403-Electric Utilities 285,478 285,280 311,580 5501 -AdminJGeneral Overhead 25,000 25,000 25,000 5699-Capital Proj Contra Acct(FS) (22,500) 0 0 TOTAL SPORTS COMPLEX $ 2,229,024 $ 1,950,830 $ 2,526,280 702-REGIS CONNECT I i• c,ii 1"<•,11 `O l I I 1<1uh(c<1 liuJ C[ N;i• r 166 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5100-Travel and Meetings $ 0 $ 14,600 $ 4,500 5200-Operations&Maintenance 0 4,000 0 5220-Cellular Technology 0 1,000 0 5501 -Admin./General Overhead 0 0 140 5720-Misc Contributions to City 0 232,000 100,000 TOTAL REGIS CONNECT $ 0 $ 251,600 $ 104,640 705-MUNICIPAL UTILITY 5000-Regular Salaries $ 189,735 $ 208,840 $ 218,870 5010-Part Time Salaries 19,515 42,190 30,820 Fringe Benefits 93,505 102,110 105,920 5100-Travel and Meetings 2,769 5,250 5,250 5102-Training 22,810 42,000 42,000 5150-Office Supplies&Equipment 1,000 1,000 1,000 5152-Computer Software 23,189 50,000 30,000 5160-Membership Dues 11,338 14,270 14,550 5161 -Publications&Subscriptions 1,295 1,350 1,420 5209-0&M/Electric Utility 6,529,272 9,556,300 8,012,300 5215-0&M/Computer Equipment 4,522 0 0 5299-Depreciation Expense 685,845 0 0 5309-Contract Srvc/Electric Utility 493,848 518,000 760,000 5312-Legal Services 33,967 40,000 40,000 5400-Telephone Utilities 7,248 7,500 7,500 5501 -Admin./General Overhead 110,579 123,420 142,880 5603-Capital Outlay-Equipment (51,655) 237,000 82,000 5650-Capital Project 101,368 569,040 461,000 5699-Capital Proj Contra Acct(FS) (199,435) 0 0 5720-Misc Contributions to City 0 37,760 37,760 5899-Clearing Acct-Electric Utility (1,500) 0 0 5900-Bad Debt Expense-Electric Util 7,227 0 0 9001 -Transfer Out-General Fund 942,400 942,400 1,185,360 TOTAL MUNICIPAL UTILITY $ 9,028,841 $ 12,498,430 $ 11,178,630 706-UTILITY PUBLIC BENEFIT FUND 5000-Regular Salaries $ 77,735 $ 97,150 $ 99,080 Fringe Benefits 37,220 44,960 45,860 5160-Membership Dues 928 3,500 3,530 5161 -Publications&Subscriptions 0 200 200 5209-O&M/Electric Utility 161,507 290,000 290,000 5300-Contract Services 7,301 100,000 100,000 5501 -Admin./General Overhead 3,810 12,360 12,890 5603-Capital Outlay-Equipment 150,000 0 0 TOTAL UTILITY PUBLIC BENEFIT FUND $ 438,501 $ 548,170 $ 551,560 zu-EOUIP/YEHICLE REPLACEMENT 11,,cal 1'car 2014 I \Joptc,I I;11,1..,L•1 1',iL2 I t,;' City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5165-Licenses,Permits&Fees $ 6,392 $ 0 S 0 5200-Operations&Maintenance 119,822 37,500 51,150 5299-Depreciation Expense 1,076,475 0 0 5300-Contract Services 128,463 107,030 131,640 5501 -Admin./General Overhead 3,240 7,420 3,530 5603-Capital Outlay-Equipment 128,380 372,000 552,880 5604-Capital Outlay-Vehicles 117,131 781,000 261,000 5699-Capital Proj Contra Acct(FS) (212,725) 0 0 5703-Capital Lease Payment 1,213 62,210 64,000 TOTAL EQUIP/VEHICLE REPLACEMENT $ 1,368,392 $ 1,367,160 $ 1,064,200 714-COMP EOUIP/TECH REPLCMENT FUND 5102-Training $ 25,077 $ 9,000 $ 0 5152-Computer Software 41,940 54,890 127,190 5161 -Publications&Subscriptions 35,000 0 0 5200-Operations&Maintenance 42,307 27,900 22,200 5215-O&M/Computer Equipment 52,199 110,030 5,110 5220-Cellular Technology 0 25,600 0 5299-Depreciation Expense 507,493 0 0 5300-Contract Services 376,355 445,020 305,920 5501 -Admin./General Overhead 1,230 7,750 10,590 5605-Capital Outlay-Computer Equip 99,255 224,000 539,510 5699-Capital Proj Contra Acct(FS) (99,656) 0 0 5700-Interest Expense 0 0 9,400 5701 -Principal Repayments 0 0 56,020 5703-Capital Lease Payment 152 489,570 424,100 5720-Misc Contributions to City 0 53,300 0 TOTAL COMP EQUIP/TECH REPLCMENT FUND $ 1,081;351 $ 1,447,060 $ 1,500,040 igji-AD 91-2 REDEMPTION-DAY CANYON 5000-Regular Salaries $ 30,513 $ 31,140 $ 31,460 Fringe Benefits 14,610 14,300 14,450 5500-Assessment Administration 1,930 1,930 1,930 5501 -Admin./General Overhead 4,640 4,590 4,600 TOTAL AD 91-2 REDEMPTION-DAY CANYON $ 51,692 $ 51,960 $ 52,440 848-PD 85 REDEMPTION FUND 5000-Regular Salaries $ 519,295 $ 587,460 $ 377,810 5005-Overtime Salaries 3,275 3,680 3,680 5010-Part Time Salaries 36,704 78,430 0 Fringe Benefits 252,256 286,250 176,790 5200-Operations&Maintenance 112,279 119,750 74,310 5204-O&M/Facilities 1,128 5,000 2,500 5250-Vehicle Operations&Maint. 987 1,000 0 5252-Emergency Equipment&Veh Rntl 1,793 3,000 0 l meal 1'car 21)14 I \dopt�'d I1LIJ4Lt l',I l tit City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5280-Equip Operations&Maint 6,859 10,000 8,000 5300-Contract Services 25,959 33,540 84,710 5310-Tree Maintenance 18,188 18,200 18,200 5400-Telephone Utilities 6,622 7,030 7,860 5402-Water Utilities 210,536 248,320 138,410 5403-Electric Utilities 92,951 93,330 93,330 5500-Assessment Administration 152,550 153,430 153,430 5501 -Admin./General Overhead 115,780 115,780 115,780 5607-Cap Outlay-Impry Oth Than Bldg 41,693 0 0 TOTAL PD 85 REDEMPTION FUND $ 1,598,856 $ 1,764,200 $ 1,254,810 68- 8CFD 2000-03 PARK MAINTENANCE 5000-Regular Salaries $ 199,527 $ 199,220 $ 185,310 5005-Overtime Salaries 3 0 0 Fringe Benefits 95,534 93,210 86,910 5200-Operations&Maintenance 25,556 29,000 29,000 5204-0&M/Facilities 1,385 4,000 4,000 5280-Equip Operations&Maint 1,025 0 0 5300-Contract Services 40,338 41,000 41,040 5400-Telephone Utilities 882 1,050 1,050 5402-Water Utilities 42,787 18,220 102,220 5403-Electric Utilities 2,328 2,560 2,560 5500-Assessment Administration 1,980 1,980 1,980 5501 -Admin./General Overhead 43,080 55,330 56,010 5603-Capital Outlay-Equipment 0 5,300 0 5607-Cap Outlay-Impry Oth Than Bldg 17,896 36,100 0 9137-Transfer Out-Fund 137 0 0 50,000 TOTAL CFD 2000-03 PARK MAINTENANCE $ 472,320 $ 486,970 $ 560,080 TOTAL CITY OF RANCHO CUCAMONGA $ 127,389,512 $ 136,266,860 $ 135,802,590 RANCHO CUCAMONGA REDEVELOPMENT AGE) 5Q9-TAX INCREMENT FUND 5300-Contract Services $ 1,181 $ 0 S 0 5650-Capital Project 240,900 0 0 5700-Interest Expense 43,745 0 0 5725-Other Expenditures 44,427,722 0 0 TOTAL TAX INCREMENT FUND $ 44,713,547 $ 0 $ 0 502-REGIONAL FACILITIES 5650-Capital Project $ 56,368 $ 0 $ 0 5725-Other Expenditures 9,833,475 0 0 TOTAL REGIONAL FACILITIES $ 9,889,843 $ 0 $ 0 504-SEWER&WATER FACILIT> f i,c,11 Yc.11 2(14'15 Adopted Budget - Page 169 L City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5725-Other Expenditures $ 131,572 $ 0 $ 0 TOTAL SEWER&WATER FACILITIES $ 131,572 $ 0 $ 0 505-FIRE PROTECTION-RDA 5200-Operations&Maintenance $ 19,508 $ 0 $ 0 5725-Other Expenditures 35,582,581 0 0 5999-Prior Period Adjustment (8,752) 0 0 TOTAL FIRE PROTECTION-RDA $ 35,593,336 $ 0 $ 0 506-TAX ALLOCATION BONDS-SPECIAL 5700-Interest Expense $ 34 $ 0 $ 0 5701 -Principal Repayments 1 0 0 5725-Other Expenditures 60,187 0 0 TOTAL TAX ALLOCATION BONDS-SPECIAL $ 60,221 $ 0 $ 0 510-ANIMAL CARE AND ADOPTION CENTR 5725-Other Expenditures $ 1,704,509 $ 0 $ 0 TOTAL ANIMAL CARE AND ADOPTION CENTR $ 1,704,509 $ 0 $ 0 511-CENTRAL PARK 5725-Other Expenditures $ 431,160 $ 0 $ 0 TOTAL CENTRAL PARK $ 431,159 $ 0 $ 0 512-CITY YARD 5725-Other Expenditures $ 5,614,416 $ 0 $ 0 TOTAL CITY YARD $ 5,614,416 $ 0 $ 0 55J -CIVIC CENTER PROJECTS 5725-Other Expenditures $ 1,461,107 $ 0 $ 0 TOTAL CIVIC CENTER PROJECTS $ 1,461,107 $ 0 $ 0 514-CULTURAL CENTER 5725-Other Expenditures $ 5,672,869 $ 0 $ 0 TOTAL CULTURAL CENTER $ 5,672,869 $ 0 $ 0 511-METROLINK STATION 5725-Other Expenditures $ 2,272,679 $ 0 $ 0 TOTAL METROLINK STATION $ 2,272,678 $ 0 $ 0 116-RAILS TO TRAIL$ 5725-Other Expenditures $ 1,136,339 $ 0 $ 0 Fiscal Year 20 14`15 Adopted Budget— Page 170 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget TOTAL RAILS TO TRAILS $ 1,136,339 $ 0 $ 0 517-RC FAMILY SPORTS CENTER 5725-Other Expenditures $ 2,332,796 $ 0 $ 0 TOTAL RC FAMILY SPORTS CENTER $ 2,332,795 $ 0 $ 0 518-RC FAMILY RESOURCE CENTER 5725-Other Expenditures $ 1,136,339 $ 0 $ 0 TOTAL RC FAMILY RESOURCE CENTER $ 1,136,339 $ 0 $ 0 520-SPORTS COMPLEX PROJECTS 5725-Other Expenditures $ 1,452,639 $ 0 $ 0 TOTAL SPORTS COMPLEX PROJECTS $ 1,452;638 $ 0 $ 0 522 ARCHIBALD&BIANE LIBRARIES 5725-Other Expenditures $ 2,139,435 $ 0 $ 0 TOTAL ARCHIBALD&BIANE LIBRARIES $ 2,139,434 $ 0 $ 0 620-ADMINISTRATION 5240-Operation of Acquired Property $ 431 $ 0 $ 0 5300-Contract Services 30,134 0 0 5725-Other Expenditures 77,683,357 0 0 5999-Prior Period Adjustment (4,823) 0 0 9073-Transfer out-Benefit Contingen 81,000 0 0 9677-Transfer Out-RD Oblig Retirmt 4,176,553 0 0 TOTAL ADMINISTRATION $ 81,966,652 $ 0 $ 0 622-AFFORDABLE HOUSING 5700-Interest Expense $ 3,977,147 $ 0 $ 0 5725-Other Expenditures 31,228,389 0 0 9001 -Transfer Out-General Fund 242,840 0 0 9073-Transfer out-Benefit Contingen 34,379 0 0 TOTAL AFFORDABLE HOUSING $ 35,482,753 $ 0 $ 0 624-CIVIC CENTER RESERVE 5725-Other Expenditures $ 2,330,438 $ 0 $ 0 TOTAL CIVIC CENTER RESERVE $ 2,330,437 $ 0 $ 0 628-HISTORIC PRESERVATION 5725-Other Expenditures $ 237,308 $ 0 $ 0 TOTAL HISTORIC PRESERVATION $ 237,308 $ 0 $ 0 . I i:cal YL.al 2H14"15 Adopted Budget — Page 171 J City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 ' 2012/13 Adopted Adopted Actual Budget Budget §n-LIBRARY 5725-Other Expenditures $ 1,363,699 $ 0 $ 0 TOTAL LIBRARY $ 1,363,698 $ 0 $ 0 02-LOAN PROGRAM 5725-Other Expenditures $ 1,058,774 $ 0 $ 0 TOTAL LOAN PROGRAM $ 1,058,774 $ 0 $ 0 634-NON-TAX LOAN 5725-Other Expenditures $ 144,532 $ 0 $ 0 TOTAL NON-TAX LOAN $ 144,532 $ 0 $ 0 642-REGIONAL SHOPPING CENTER 5725-Other Expenditures $ 817,865 $ 0 $ 0 5999-Prior Period Adjustment (420) 0 0 TOTAL REGIONAL SHOPPING CENTER $ 817,444 $ 0 $ 0 644-REGIONAL PROJECT FUND 5725-Other Expenditures $ 2,948,102 $ 0 $ 0 TOTAL REGIONAL PROJECT FUND $ 2,948,102 $ 0 $ 0 646-SPORTS COMPLEX CAPITAL IMPRVMT 5725-Other Expenditures $ 610,326 $ 0 $ 0 TOTAL SPORTS COMPLEX CAPITAL IMPRVMT $ 610,326 $ 0 $ 0 650-PUBLIC IMPROVEMENTS-2001 TAB 5650-Capital Project $ 47,721 $ 0 $ 0 TOTAL PUBLIC IMPROVEMENTS-2001 TAB $ 47,720 $ 0 $ 0 ¢¢Q-2004 TAX ALLOCA ON BONDS 5650-Capital Project $ 2,804,942 $ 0 $ 0 TOTAL 2004 TAX ALLOCATION BONDS $ 2,804,942 $ 0 $ 0 §2§-RDASA HOUSING 5200-Operations&Maintenance $ 39 $ 0 $ 0 5245-Subsidies To Low/Mod Housing 1,200 0 0 5620-Project Improvement Costs 800 0 0 TOTAL RDASA HOUSING $ 2,038 $ 0 $ 0 f 7-RD OBLIGATION RETIREMENT FUND 5240-Operation of Acquired Property $ 12,249 $ 0 $ 0 5245-Subsidies To Low/Mod Housing 145,620 0 0 isc,,I 1'cmr 21)14 I • •\J„p),J Ii iJHH,•i I':iyyc• I ' ' City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5300-Contract Services 367,690 0 0 5620-Project Improvement Costs 911,887 0 0 5700-Interest Expense 16,743,224 0 0 5701 -Principal Repayments 9,990,000 0 0 5702-Long-Term Debt Repayment 429,644 0 0 5720-Misc Contributions to City 1,363,036 0 0 9120-Transfer Out-Fund 120 40,000 0 0 9506-Transfer Out-Special Fund 10,400,000 0 0 TOTAL RD OBLIGATION RETIREMENT FUND $ 40,403,350 $ 0 $ 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 285,960,893 $ 0 $ 0 R.C.FIRE PROTECTION DISTRICT 281-FIRE FUND 5000-Regular Salaries $ 7,016,036 $ 6,821,930 $ 7,518,580 5005-Overtime Salaries 2,217,793 2,057,330 2,413,580 5010-Part Time Salaries 74,807 91,840 79,570 Fringe Benefits 5,161,068 5,528,580 5,786,640 5060-Tuition Reimbursement 16,801 20,000 10,000 5100-Travel and Meetings 16,468 15,800 26,540 5102-Training 55,995 92,240 126,120 5150-Office Supplies&Equipment 25,453 30,230 22,030 5151 -Postage 1,118 500 800 5152-Computer Software 0 25,000 0 5155-Public Relations/Educ Material 20,180 23,500 24,000 5160-Membership Dues 4,513 5,050 5,210 5161 -Publications&Subscriptions 2,695 6,600 4,360 5165-Licenses,Permits&Fees 5,163 8,840 9,120 5200-Operations&Maintenance 164,956 241,110 266,310 5215-0&M/Computer Equipment 572 0 0 5220-Cellular Technology 20,237 24,170 34,800 5250-Vehicle Operations&Maint. 84,151 139,860 139,860 5255-Gasoline 21,333 30,770 35,770 5256-Diesel Fuel 58,289 91,480 91,480 5280-Equip Operations&Maint 13,222 22,600 24,200 5285-Safety Gear&Equipment 47,633 53,140 73,690 5290-Specialized Tools&Equipment 22,513 29,440 28,940 5291 -Equipment Supplies&Repairs 35,949 31,080 27,450 5300-Contract Services 584,203 677,440 734,040 5312-Legal Services 29,934 50,000 50,000 5320-Hazardous Waste Removal 2,086 2,500 2,500 5321-Fire Incident Costs 359 2,500 2,500 5400-Telephone Utilities 25,611 36,900 34,670 5401 -Gas Utilities 9,507 13,060 11,040 5402-Water Utilities 13,332 15,990 16,750 5403-Electric Utilities 69,335 85,770 94,910 • , I•i>cal 1 iar '111-4 I .\JoiltrAl IiuJ,!ct I'.i:•c 17 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5416-General Liability Insurance 53,111 58,900 58,900 5501 -Admin./General Overhead 956,570 1,689,520 1,940,320 5510-Property Tax Admin.Fee 128,279 172,040 138,790 5700-Interest Expense 200,972 191,830 173,930 5701 -Principal Repayments 199,013 208,160 626,050 5703-Capital Lease Payment 654 3,780 4,600 5720-Misc Contributions to City 166,490 225,750 274,980 5999-Prior Period Adjustment (72,650) 0 0 9283-Transfer Out-CFD 88-1 598,550 729,770 980,660 TOTAL FIRE FUND $ 18,052,297 $ 19,555,000 $ 21,893,690 2Z-COMMUNITY FACILITIES DIST 85-1 5000-Regular Salaries $ 2,889,836 $ 2,909,070 $ 3,076,310 5005-Overtime Salaries 675,980 778,880 830,060 5010-Part Time Salaries 31,075 49,250 38,060 ' Fringe Benefits 1,868,160 1,921,050 2,026,680 5100-Travel and Meetings 0 120 1,120 5150-Office Supplies&Equipment 7,352 14,110 14,110 5160-Membership Dues 0 140 140 5161 -Publications&Subscriptions 0 220 220 5165-Licenses,Permits&Fees 3,410 4,680 4,770 5200-Operations&Maintenance 44,866 50,880 52,180 5215-O&M/Computer Equipment 1,213 0 0 5250-Vehicle Operations&Maint. 52,042 69,940 69,940 5255-Gasoline 12,741 15,160 17,160 5256-Diesel Fuel 49,749 45,060 50,060 5280-Equip Operations&Maint 1,490 6,000 6,000 5285-Safety Gear&Equipment 12,134 15,640 15,640 5290-Specialized Tools&Equipment 1,272 3,130 3,130 5300-Contract Services 385,538 398,980 434,260 5400-Telephone Utilities 14,325 18,660 17,710 5401 -Gas Utilities 5,274 8,390 7,620 5402-Water Utilities 16,032 16,940 17,860 5403-Electric Utilities 37,719 49,110 57,840 5416-General Liability Insurance 41,699 46,270 46,270 5501 -Admin./General Overhead 101,030 408,010 331,080 5720-Misc Contributions to City 34,090 41,100 41,100 5725-Other Expenditures 626,325 0 0 5999-Prior Period Adjustment (39,627) 0 0 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,873,723 $ 6,870,790 $ 7,159,320 283-COMMUNITY FACILITIES DIST 88-1 5000-Regular Salaries $ 787,549 $ 839,690 $ 943,240 5005-Overtime Salaries 329,341 313,460 344,870 Fringe Benefits 558,144 587,370 634,370 5150-Office Supplies&Equipment 1,591 3,420 3,420 l:i;c_al l'c<tr 2014 15 .Ad ptc,i I1u(.1:Ici I'aLl • 174 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5165-Licenses,Permits&Fees 1,289 1,830 1,920 5200-Operations&Maintenance 16,523 17,480 17,980 5300-Contract Services 92,692 98,860 105,510 5400-Telephone Utilities 9,728 9,840 9,840 5401 -Gas Utilities 1,625 1,860 2,080 5402-Water Utilities 3,753 5,020 4,250 5403-Electric Utilities 11,821 13,760 15,820 1 5416-General Liability Insurance 10,109 11,230 11,230 5501 -Admin./General Overhead 9,770 99,770 107,150 5720-Misc Contributions to City 17,040 19,840 19,840 5999-Prior Period Adjustment (8,918) 0 0 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,842,056 $ 2,023,430 $ 2,221,520 288-FIRE PROTECTION CAPITAL FUND 5102-Training $ 7,370 $ 0 $ 0 5152-Computer Software 1,708 15,000 15,000 • 5161 -Publications&Subscriptions 90 0 0 5165-Licenses,Permits&Fees 14,999 0 0 5200-Operations&Maintenance 136,847 273,430 320,000 5207-O&M/Capital Supplies 10,392 291,900 277,000 5215-0&M/Computer Equipment 39,328 42,000 44,000 5240-Operation of Acquired Property 3,337 10,000 5,000 5250-Vehicle Operations&Maint. 8,350 50,000 50,000 5280-Equip Operations&Maint 6,900 6,900 6,900 5285-Safety Gear&Equipment 16,000 16,000 16,000 5290-Specialized Tools&Equipment 14,658 38,420 30,220 5291 -Equipment Supplies&Repairs 25,751 17,000 17,000 5300-Contract Services 22,631 588,180 170,250 5312-Legal Services 0 5,000 10,000 5501 -Admin./General Overhead 14,080 9,700 18,530 5602-Capital Outlay-Bldg&Imprvmnt 0 1,451,500 2,591,000 5603-Capital Outlay-Equipment 0 113,000 120,000 5604-Capital Outlay-Vehicles 25,438 1,320,000 865,000 5605-Capital Outlay-Computer Equip 0 15,000 0 5650-Capital Project 0 500,000 50,000 5720-Misc Contributions to City 19,392,698 200,580 200,580 9281 -Transfer Out-Fire Fund 188,560 0 0 9714-Transfer Out-Computer Resery 928,700 0 0 TOTAL FIRE PROTECTION CAPITAL FUND $ 20,857,837 $ 4,963,610 $ 4,806,480 2E-FIRE DISTRICT CAPITAL RESERVE 5150-Office Supplies&Equipment $ 668 $ 0 $ 0 5152-Computer Software 344 0 0 5200-Operations&Maintenance 57,175 50,000 0 5207-O&M/Capital Supplies 12,613 20,000 0 5215-O&M/Computer Equipment 16,871 0 0 ,---------,,---------, I i.L;iI 1'L.:n 2014 I \L.ilII,(ct.': Iiu;l:_L1 I':i_C I J City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 5300-Contract Services 30,261 25,000 0 5501 -Admin./General Overhead 1,420 3,500 0 5600-Capital Outlay-Land 75,247 0 0 5602-Capital Outlay-Bldg&Imprvmnt 0 125,000 0 5604-Capital Outlay-Vehicles 50,876 0 0 5650-Capital Project 246,788 0 0 TOTAL FIRE DISTRICT CAPITAL RESERVE $ 492,261 $ 223,500 $ 0 TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,118,177 $ 33,636,330 $ 36,081,010 TOTAL ALL FUNDS $ 461,468,584 $ 169,903,190 $ 171,883,600 EINZIffi/IMINIMINII■2 ===== I iS ettl 1'r.n 201-1;15 Adopted Budget I'.i 1 ;i, 1 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND DIVISION 001 -NON-DEPARTMENTAL GENERAL $ 5,189,730 $ 3,197,670 S 4,039,410 002-NON-DEPARTMENTAL PERSONNEL (33,326) 164,240 124,880 101 -CITY COUNCIL 141,470 119,960 125,400 102-CITY MANAGEMENT 1,018,374 966,660 1,036,230 103-CITY CLERK 2,148 1,990 2,040 104-ANIMAL CARE AND SERVICES 2,532,760 2,736,230 2,809,120 106-RECORDS MANAGEMENT 440,963 368,770 489,720 107-HEALTHY RC PROGRAM 0 0 203,730 201 -ADMIN SRVCS-ADMINISTRATION 249,746 235,140 240,800 204-BUSINESS LICENSES 269,374 294,640 297,410 205-CITY FACILITIES 1,678;755 1,150,530 1,330,530 206-FINANCE 1,147,074 1,049,890 1,176,310 207-GEOGRAPHIC INFORMATION SYSTEMS 292,837 387,700 418,170 209-INFORMATION SERVICES 1,923,657 1,937,070 1,846,150 210-PERSONNEL 417,848 382,890 484,490 211 -PURCHASING 321,313 320,520 383,310 212-RISK MANAGEMENT 184,066 171,860 184,240 213-TREASURY MANAGEMENT 17,253 15,830 16,070 217-CITY TELECOMMUNICATIONS 0 331,300 375,540 301 -ECONOMIC AND COMMUNITY DVLPMNT 143,030 457,690 522,320 302-BUILDING AND SAFETY 1,944,703 1,865,640 1,785,020 303-ENGINEERING-ADMINISTRATION 251,549 265,830 287,240 305-ENGINEERING-DEVELOPMENT MGT 507,873 706,800 712,790 306-ENGINEERING-NPDES 367,159 411,280 414,320 307-ENGINEERING-PROJECT MGT 439,617 445,140 464,010 308-ENGINEERING-TRAFFIC MGT 95,023 100,460 149,670 312-FACILITIES MAINTENANCE 3,279,433 3,615,940 3,620,910 314-PLANNING 1,502,896 1,856,440 2,057,500 315-PLANNING COMMISSION 13,607 16,620 16,630 316-STREET AND PARK MAINT. 4,172,445 0 0 317-VEHICLE AND EQUIP.MAINT. 988,388 1,006,420 1,006,770 318-STREET MAINTENANCE 0 2,366,050 2,465,040 319-PARK MAINTENANCE 0 2,350,730 2,743,300 320-METROLINK STATION MAINTENANCE 0 237,120 0 322-CODE ENFORCEMENT 755,630 786,190 748,680 401 -COMMUNITY SRVCS-ADMINISTRATION 3,950,890 4,562,250 4,822,540 420-PARK AND RECREATION COMMISSION 3,045 3,100 3,500 701 -POLICE-ADMINISTRATION 28,825,468 30,353,880 31,759,200 TOTAL GENERAL FUND $ 63,034,802 $ 65,240,470 $ 69,162,990 OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT $ 52,446 $ 55,050 $ 72,610 006-CVWD REIMBURSEMENTS 207,079 198,970 236,840 008-CNTY OF S.B.REIMBURSEMENTS 88,298 86,680 86,680 016-COMM DEV TECHNICAL SRVCS FUND 158,061 86,130 52,340 017-LAW ENFORCEMENT RESERVE 66,723 176,660 346,190 018-TRAFFIC SAFETY 354,207 361,140 395,850 019-INFO TECHNOLOGY-DEVELOPMENT 196,860 204,320 14,320 I i�c,il 1•c',u' 71)14'I5 :Vlopt J lNud cl I'iu • 177 L.:;:J City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 020-CITY TECHNOLOGY FEE FUND 0 208,250 135,070 022-MOBILE HOME PARK PROGRAM 4,453 36,210 36,430 023-SB1186 CERT ACCESS SPEC PROG 0 4,510 4,960 025-CAPITAL RESERVE 5,822,765 2,660,900 2,478,600 073-BENEFITS CONTINGENCY 1,249,759 307,550 303,650 TOTAL OTHER GENERAL FUNDS $ 8,200,652 $ 4,386,370 $ 4,353,540 SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 1,086,976 $ 1,195,420 $ 1,132,020 105-AB2766 AIR QUALITY IMPROVEMENT 550,502 345,210 25,620 110-BEAUTIFICATION 1,985 402,900 400,670 112-DRAINAGE FAC/GENERAL 1,536,748 167,720 198,010 114-DRAINAGE-ETIWANDA/SAN SEVA1NE 80 580 390 116-ETIWANDA DRAINAGE 96,651 65,530 53,040 118-UPPER ETIWANDA DRAINAGE 80 350 160 120-PARK DEVELOPMENT 1,157,472 323,310 547,830 122-SOUTH ETIWANDA DRAINAGE 30 250 90 124-TRANSPORTATION 1,471,113 5,987,090 3,366,130 126-LOWER ETIWANDA DRAINAGE 8,615 330 140 129-UNDERGROUND UTILITIES 74,267 674,630 668,520 130-LMD#1 GENERAL CITY 1,402,755 1,402,520 1,206,970 131 -LMD#2 VICTORIA 3,135,945 3,496,980 3,715,740 132-LMD#3A HYSSOP 6,911 6,190 6,590 133-LMD#3B MEDIANS 1,319,254 1,119,080 883,460 134-LMD#4R TERRA VISTA 2,294,962 2,328,900 3,046,880 135-LMD#5 TOT LOT 3,297 5,330 41,170 136-LMD#6R CARYN COMMUNITY 403,914 467,400 496,740 137-LMD#7 NORTH ETIWANDA 986,511 1,069,100 1,010,120 138-LMD#8 SOUTH ETIWANDA 29,303 31,240 35,860 139-LMD#9 LOWER ETIWANDA 496,668 495,880 506,640 140-LMD#10 RANCHO ETIWANDA 575,733 640,810 601,520 151 -SLD#1 ARTERIAL 851,710 852,120 861,620 152-SLD#2 RESIDENTIAL 317,239 320,930 561,310 153-SLD#3 VICTORIA 319,678 312,030 310,030 154-SLD#4 TERRA VISTA 194,468 165,150 163,000 155-SLD#5 CARYN COMMUNITY 64,641 67,480 68,800 156-SLD#6 INDUSTRIAL AREA • 124,940 118,010 • 117,580 157-SLD#7 NORTH ETIWANDA 220,480 200,890 200,710 158-SLD#8 SOUTH ETIWANDA 129,206 1,092,790 91,210 170-GAS TAX 2105/PROP111 686,328 575,750 714,620 172-GAS TAX 2106-2107 1,954,586 2,190,560 2,201,500 174-GAS TAX R&T7360 716,343 2,597,080 2,097,650 176-MEASURE I 1990-2010 (5,838) 206,640 499,580 177-MEASURE I 2010-2040 2,270,875 1,443,010 2,461,190 182-AB 2928 TRAFFIC CONGEST RELIEF 0 0 90 186-FOOTHILL BLVD MAINTENANCE 33,258 19,010 1,770 188-INTEGRATED WASTE MANAGEMENT 1,886,068 1,094,980 1,170,160 190-PROP 42-TRAFFIC CONGESTION MIT 543,996 72,820 109,450 194-PROPOSITION 1B STATE FUNDING 430 180 70 195-STATE ASSET SEIZURE 19,760 130,380 146,470 196-CA ASSET SEIZURE 15% 10,250 300 30 • I [scull car 2111.4 1 :\clortcd 13uci,r1 1';i:2,• I?R I City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/l5 2012/13 Adopted Adopted Actual Budget Budget 197-FEDERAL ASSET SEIZURE 60 55,140 34,030 198-CITYWIDE INFRASTRUCTURE IMPRV 6,404,119 1,906,990 908,690 204-COMMUNITY DEVELOPMENT BLK GRNT 803,168 1,397,690 1,378,360 214-PEDESTRIAN GRANT/ART 3 80 125,000 74,600 215-ENRGY EFFICNCY/CONSRVATN GRNT 8,991 0 0 218-PUBLIC RESRCE GRNTS/HEALTHY RC 224,278 126,560 407,770 225-CA RECYC/LITTER REDUCTION GRNT 23,857 45,870 44,250 226-USED OIL RECYCLING GRANT 0 70 0 227-USED OIL RECYCLING PROGRAM 52,478 48,230 48,180 234-SAFE ROUTES TO SCHOOL PROGRAM 55,052 500,360 334,500 235-PROP 84 PARK BOND ACT 0 283,500 288,500 250-RECREATION SERVICES 3,983,302 4,648,800 4,587,650 258-SENIOR OUTREACH GRANT 6,920 7,130 7,010 272-FREEDOM COURTYARD RSRC GRANTS 138,277 0 0 290-LIBRARY FUND 4,026,725 4,138,190 4,222,020 291 -CA STATE LIBRARY 27,720 18,010 18,520 292-STAFF INNOVATION FD(CA ST LB) 112,643 55,000 68,190 298-CALIFORNIA LITERACY CAMPAIGN 0 920 0 301 -THE BIG READ LIBRARY GRANT 9,412 3,600 20,080 302-LIBRARY SERVICES&TECH.ACT 11,673 110 0 329-LIBRARY CAPITAL FUND 0 250,000 220,000 354-COP'S PROGRAM GRANT-STATE 1,200 203,010 271,470 356-JUSTICE ASSIST GRNT(JAG)ARRA 164,504 130 0 361 -JUSTICE ASSISTANCE GRANT(JAG) 22,144 30 23,570 373-COPS SECURE OUR SCHOOLS GRANT 43,830 15,380 0 374-COPS HIRING PROGRAM GRANT 73,979 115,000 157,500 380-DEPT OF HOMELAND SECURITY GRNT 72,213 40,970 49,760 381 -HOMELAND SECURITY GRANT 2005 75,838 0 20 838-AD 91-2 REDEMPTION-DAY CANYON 51,693 51,960 52,440 848-PD 85 REDEMPTION FUND 1,598,856 1,764,200 1,254,810 868-CFD 2000-03 PARK MAINTENANCE 472,321 486,970 560,080 TOTAL SPECIAL REVENUE $ 45,443,524 $ 47,975,680 $ 44,753,150 CAPITAL PROJECTS 602-AD 84-1 DAY CREEKJMELLO $ 150 $ 720 $ 2,420 608-CFD 2000-02 RC CORPORATE PARK 399,968 0 0 610-CFD 2000-03 RANCHO SUMMIT 143,879 0 0 612-CFD 2001-01 (2,560,338) 320 140 614-CFD 2003-01 PROJECT FUND (1,419,235) 0 0 615-CFD 2003-01 CULTURAL CENTER 0 50 5,000 617-CFD 2004-01 RANCHO ETIWANDA ES 0 500,000 500,000 680-CFD 2006-01 VINTNER'S GROVE 0 100,000 100,000 TOTAL CAPITAL PROJECTS $ (3,435,577) $ 601,090 $ 607,560 ENTERPRISE FUNDS 700-SPORTS COMPLEX $ 2,229,025 $ 1,950,830 $ 2,526,280 702-REGIS CONNECT 0 251,600 104,640 705-MUNICIPAL UTILITY 9,028,842 12,498,430 11,178,630 706-UTILITY PUBLIC BENEFIT FUND 438,501 548,170 551,560 TOTAL ENTERPRISE FUNDS $ 11,696,368 $ 15,249,030 $ 14,361,110 l 1,,caI 1 ear 2014 1 :1(.IOhtc;1 1 lttd Nt 1'aLl, 170 I . • .. City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2014/15 Adopted Budget • 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 1,368,392 $ 1,367,160 $ 1,064,200 714-COMP EQUIP/TECH REPLCMENT FUND 1,081,352 1,447,060 1,500,040 TOTAL INTERNAL SERVICE FUNDS $ 2,449,744 $ 2,814,220 $ 2,564,240 TOTAL CITY OF RANCHO CUCAMONGA $ 127,389,512 $ 136,266,860 $ 135,802,590 RANCHO CUCAMONGA REDEVELOPMENT AGENCY DEBT SERVICE 500-TAX INCREMENT FUND $ 44,713,548 $ 0 $ 0 502-REGIONAL FACILITIES 9,889,843 0 0 504-SEWER&WATER FACILITIES 131,572 0 0 505-FIRE PROTECTION-RDA 35,593,337 0 0 506-TAX ALLOCATION BONDS-SPECIAL 60,221 0 0 510-ANIMAL CARE AND ADOPTION CENTR 1,704,509 0 0 511 -CENTRAL PARK 431,160 0 0 512-CITY YARD 5,614,416 0 0 513-CIVIC CENTER PROJECTS 1,461,107 0 0 514-CULTURAL CENTER 5,672869 0 0 515-METROLINK STATION 2,272,679 0 0 516-RAILS TO TRAILS 1,136,339 0 0 517-RC FAMILY SPORTS CENTER 2,332,796 0 0 518-RC FAMILY RESOURCE CENTER 1,136,339 0 0 520-SPORTS COMPLEX PROJECTS 1,452,639 0 0 522-ARCHIBALD&BIANE LIBRARIES 2,139,435 0 0 TOTAL DEBT SERVICE $ 115,742,810 $ 0 $ 0 CAPITAL PROJECTS 620-ADMINISTRATION $ 81,966,653 $ 0 $ 0 622-AFFORDABLE HOUSING 35,482,754 0 0 624-CIVIC CENTER RESERVE 2,330,438 0 0 628-HISTORIC PRESERVATION 237,308 0 0 630-LIBRARY 1,363,699 0 0 632-LOAN PROGRAM 1,058,774 0 0 634-NON-TAX LOAN 144,532 0 0 642-REGIONAL SHOPPING CENTER 817,445 0 0 . 644-REGIONAL PROJECT FUND 2,948,102 0 0 646-SPORTS COMPLEX CAPITAL IMPRVMT 610,326 0 0 650-PUBLIC IMPROVEMENTS-2001 TAB 47,721 0 0 660-2004 TAX ALLOCATION BONDS 2,804,942 0 0 676-RDASA HOUSING 2,039 0 0 677-RD OBLIGATION RETIREMENT FUND 40,403,350 0 0 TOTAL CAPITAL PROJECTS $ 170,218,083 $ 0 $ 0 TOTAL R.C.REDEVELOPMENT AGENCY $ 285,960,893 $ 0 $ 0 R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND $ 18,052,297 $ 19,555,000 $ 2 893,690 I i•-kil 1 cW :()I 1 I \Jopted liu,JL.ct 1),i-, Ix() City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2014/15 Adopted Budget 2013/14 2014/15 2012/13 Adopted Adopted Actual Budget Budget 282-COMMUNITY FACILITIES DIST 85-1 6,873,724 6,870,790 7,159,320 283-COMMUNITY FACILITIES DIST 88-1 1,842,057 2,023,430 2,221,520 288-FIRE PROTECTION CAPITAL FUND 20,857,838 4,963,610 4,806,480 289-FIRE DISTRICT CAPITAL RESERVE 492,262 223,500 0 TOTAL SPECIAL REVENUE $ 48,118,177 $ 33,636,330 $ 36,081,010 TOTAL R.C.FIRE PROTECTION DISTRICT $ 48,118,177 $ 33,636,330 $ 36,081,010 TOTAL ALL FUNDS $ 461,468,584 $ 169,903,190 $ 171,883,600 I 1,,ea1 1"eur 2014/15 Adopted Budget - Pap.: 1 1 THIS PAGE INTENTIONALLY LEFT BLANK 1.-T\ 1 i;eal l'k:ai -2U l-1 I; ,\dopted Budget - Paige 182 CITY OF RANCHO CUCAMONGA,CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT-SUMMARY DEPARTMENT 2012-13 2013-14 2014-15 ELECTED OFFICIALS 7.0 7.0 7.0 CITY MANAGEMENT 9.0 11.0 12.0 RECORDS MANAGEMENT 4.0 4.0 4.0 FIRE DISTRICT 114.0 112.0 113.0 ADMINISTRATIVE SERVICES Administration/GIS/IS/Purchasing/Special Districts 30.0 33.0 30.0 Finance 18.0 18.0 19.0 Human Resources 5.0 5.0 6.0 TOTAL ADMINISTRATIVE SERVICES 53.0 56.0 55.0 ANIMAL CARE AND SERVICES 21.0 23.0 21.0 COMMUNITY SERVICES 43.0 43.0 45.0 ECONOMIC AND COMMUNITY DEVELOPMENT Administration 1.0 1.0 2.0 Building and Safety 25.0 25.0 24.0 Engineering Services 32.0 32.0 34.0 Planning 16.0 16.0 15.0 Public Works Services 136.0 135.0 132.0 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 210.0 209.0 207.0 LIBRARY 26.0 26.0 26.0 TOTAL FULL TIME POSITIONS 487.0 491.0 490.0 11,r;il Hear 21014 1 .\Llopted Bud.,2ct Page 183 •;: CITY OF RANCHO CUCAMONGA,CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT-DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 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 Assistant City Manager 1.0 1.0 1.0 City Manager 1.0 1.0 1.0 Communications Manager* 0.0 0.0 1.0 Executive Assistant 1.0 1.0 1.0 Management Aide 1.0 2.0 2.0 Management Analyst I 1.0 10 2.0 Management Analyst II 1.0 0.0 0.0 Management Analyst III 0.0 1.0 1.0 Office Specialist I 1.0 1.0 1.0 Principal Management Analyst 1.0 1.0 1.0 TOTAL CITY MANAGEMENT 9.0 11.0 12.0 RECORDS MANAGEMENT Assistant City Clerk 1.0 1.0 1.0 Assistant City Clerk/Records Manager 1.0 1.0 1.0 Office Specialist II 1.0 1.0 1.0 Records Coordinator 1.0 1.0 1.0 TOTAL RECORDS MANAGEMENT 4.0 4.0 4.0 FIRE DISTRICT Captain Specialist 0.0 3.0 3.0 Emergency Management Coordinator 0.0 1.0 1.0 EMS Administrator 1.0 1.0 1.0 Equipment Apprentice Mechanic • 1.0 0.0 • 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 3.0 2.0 Fire Equipment Lead Mechanic* 0.0 0.0 1.0 Fire Information Systems Technician 1.0 0.0 0.0 Fire Inspector/Captain Specialist 3.0 0.0 0.0 Fire Marshall 1.0 1.0 1.0 Fire Prevention Specialist 1 3.0 3.0 3.0 Fire Prevention Specialist II 2.0 2.0 2.0 Fire Shop Supervisor 1.0 1.0 ' I kcal 1 cat 2.I)14 I .ldoptcd Iii . ct I'aLR• I N4 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT-DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 Firefighter 27.0 27.0 27.0 Management Aide* 0.0 0.0 1.0 Management Analyst I 0.0 1.0 1.0 Management Analyst II** 3.0 2.0 1.0 Management Analyst III• 0.0 0.0 1.0 Office Specialist II 4.0 3.0 3.0 Public Education Specialist 1.0 0.0 0.0 Secretary 1.0 1.0 1.0 Senior Administrative Secretary 1.0 1.0 1.0 TOTAL FIRE DISTRICT 114.0 112.0 113.0 ADMINISTRATIVE SERVICES Administration/GIS/IS/Purchasing/Special Districts Administrative Secretary 1.0 1.0 1.0 Buyer 1 1.0 1.0 1.0 Buyer II* 1.0 1.0 2.0 DCM/Administrative Services 1.0 1.0 1.0 GIS Analyst 1.0 0.0 0.0 GIS Technician 3.0 5.0 5.0 GIS/Special Districts Manager 1.0 1.0 1.0 Information Services Analyst I ** 2.0 3.0 2.0 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 2.0 2.0 Information Services Specialist II 1.0 1.0 1.0 Management Aide 1.0 0.0 0.0 Management Analyst III 1.0 1.0 1.0 Office Services Clerk** 1.0 1.0 0.0 Office Specialist II 1.0 1.0 1.0 Purchasing Clerk 1.0 1.0 1.0 Purchasing Manager* 0.0 0.0 1.0 Secretary 0.0 1.0 1.0 Senior Buyer** 1.0 1.0 0.0 1 Senior GIS Analyst 1.0 2.0 2.0 st** 2.0 3.0 Senior Information Services Analyst 3 2.0 Senior Information Services Specialist** 1.0 1.0 0.0 Special Districts Technician 2.0 2.0 2.0 Total Admin/GIS/IS/Purch/Spec Dist 30.0 33.0 30.0 Finance Account Clerk 5.0 5.0 5.0 Accountant* 0.0 0.0 1.0 Account Technician 1.0 2.0 2.0 Accounting Manager* 0.0 0.0 1.0 Budget Analyst 1.0 1.0 1.0 I isral icar 2014/15 Adopted Bud_)ct - Page 185 J CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT- DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 Business License Clerk 2.0 2.0 2.0 Business License Program Coordinator 1.0 1.0 1.0 Business License Technician 1.0 1.0 1.0 Finance Director 1.0 1.0 1.0 Management Analyst III 1.0 1.0 1.0 Payroll Supervisor* 0.0 0.0 1.0 Senior Account Clerk 1.0 0.0 0.0 Senior Account Technician** 1.0 1.0 0.0 Senior Accountant** 3.0 3.0 2.0 Total Finance 18.0 18.0 19.0 Human Resources Administrative Secretary* 0.0 0.0 1.0 Benefits Technician** .1.0 1.0 0.0 Human Resources Director 1.0 1.0 1.0 Human Resources Manager 1.0 1.0 1.0 Human Resources Technician* 0.0 1.0 2.0 Personnel Clerk 1.0 0.0 0.0 Risk Management Coordinator 1.0 1.0 1.0 Total Human Resources 5.0 5.0 6.0 TOTAL ADMINISTRATIVE SERVICES 53.0 56.0 55.0 ANIMAL CARE AND SERVICES Animal Care Supervisor 1.0 1.0 1.0 Animal Caretaker** 4.0 4.0 3.0 Animal Handler 2.0 2.0 2.0 Animal License Canvasser 1.0 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 3.0 3.0 . Community Programs Specialist 1.0 1.0 1.0 Management Aide 0.0 1.0 1.0 Office Specialist II 3.0 3.0 3.0 Secretary 1.0 0.0 0.0 Senior Animal Services Officer 1.0 1.0 1.0 Veterinarian** 1.0 1.0 0.0 Veterinary Assistant 1.0 0.0 0.0 Veterinary Technician 2.0 3.0 3.0 TOTAL ANIMAL CARE AND SERVICES 21.0 23.0 21.0 COMMUNITY SERVICES Community Services Coordinator* 18.0 17.0 18.0 Community Services Director 1.0 1.0 1.0 Community Services Manager* 0.0 0.0 1.0 I iscal '\'ear 2014'15 Adopted Budget - Paige 186 - CITY OF RANCHO CUCAMONGA,CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT-DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 Community Services Marketing Coordinator 1.0 1.0 1.0 Community Services Marketing Manager 1.0 1.0 0.0 Community Services Special Projects Coordinator* 0.0 0.0 1.0 Community Services Superintendent* 1.0 1.0 2.0 Community Services Supervisor 5.0 5.0 5.0 Community Services Technical Production Coordinator 1.0 0.0 0.0 Cultural Arts Manager 0.0 1.0 1.0 Management Aide 1.0 2.0 2.0 Management Analyst I 2.0 2.0 2.0 Office Specialist II 7.0 7.0 7.0 Senior Administrative Secretary 1.0 1.0 1.0 Senior Park Planner** 1.0 1.0 0.0 Theatre Technician 1II 3.0 3.0 3.0 TOTAL COMMUNITY SERVICES 43.0 43.0 45.0 ECONOMIC AND COMMUNITY DEVELOPMENT Administration DCM/Economic&Community Development 1.0 1.0 1.0 Management Analyst II* 0.0 0.0 1.0 Total Administration 1.0 1.0 2.0 Building and Safety Associate Engineer 1.0 1.0 1.0 Building Inspection Supervisor 1.0 1.0 1.0 Building&Safety Services Director 1.0 1.0 1.0 Building&Safety Manager* 0.0 0.0 1.0 Building Inspector* 4.0 4.0 5.0 Code Enforcement Officer* 4.0 4.0 5.0 Code Enforcement Supervisor 1.0 1.0 1.0 Management Analyst II** 1.0 1.0 0.0 Office Specialist II 2.0 2.0 2.0 Plans Examiner 1.0 1.0 1.0 Public Service Technician I 1.0 1.0 1.0 Public Service Technician II 2.0 2.0 2.0 Public Service Technician III 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 Senior Code Enforcement Officer** 1.0 1.0 0.0 Senior Building Inspector** 2.0 2.0 0.0 Senior Plans Examiner 1.0 1.0 1.0 Total Building and Safety 25.0 25.0 24.0 Engineering Services Administrative Secretary 1.0 1.0 1.0 Assistant Engineer 5.0 5.0 5.0 Associate Engineer* 4.0 4.0 5.0 Engineering Services Director/City Engineer 1.0 1.0 1.0 Engineering Technician 5.0 4.0 4.0 I teal 1 can 21)14 15 Adopted Budget- Page 1 87 J CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT-DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 Environmental Programs Coordinator 0.0 1.0 1.0 Environmental Programs Inspector 2.0 2.0 2.0 Environmental Programs Manager 1.0 1,0 1.0 Management Aide** 3.0 2.0 1.0 Management Analyst I 1.0 2.0 2.0 Management Analyst II* 0.0 0.0 1.0 Office Specialist II 2.0 2.0 2.0 Principal Engineer 0.0 1.0 1.0 Public Services Technician III 1.0 1.0 1.0 Public Works Inspector I* 0.0 0.0 1.0 Public Works Inspector II 1.0 1.0 1.0 Senior Civil Engineer 2.0 1.0 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 32.0 32.0 34.0 Planning Assistant Planner* 3.0 3.0 4.0 Assistant Planning Director 1.0 0.0 0.0 Associate Planner 4.0 4.0 4.0 Management Analyst I** 1.0 1.0 0.0 Office Specialist I** 1,0 1.0 0.0 Office Specialist II 1.0 1.0 1.0 Planning Commission Secretary 1.0 1.0 1.0 Planning Director* 0.0 0.0 1.0 Planning Manager** 0.0 1.0 0.0 Planning Technician 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 Senior Code Enforcement Officer* 0.0 0.0 1.0 Senior Planner** 2.0 2.0 1.0 Total Planning 16.0 16.0 15.0 • Public Works Services Assistant Engineer 1.0 1.0 1.0 Electrician 1.0 1.0 1.0 Equipment Operator 5.0 5.0 5.0 Facilities Superintendent 1.0 1.0 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 17.0 16.0 Lead Mechanic 1.0 1.0 1.0 Maintenance Coordinator 10.0 9.0 9.0 Maintenance Supervisor 8.0 9.0 9.0 Maintenance Worker** 64.0 62.0 60.0 Management Aide 1.0 0.0 0.0 Management Analyst I 1.0 2.0 2.0 I i;ral l c 2.014 1 .'1doptc di [kud1;c 1 I',ILle I ti lL J i•i• CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT-DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 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 1.0 Public Works Services Director 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 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 Streets/Storm Drain Maintenance Superintendent 1.0 1.0 1.0 Total Public Works Services 136.0 135.0 132.0 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 210.0 209.0 207.0 LIBRARY SERVICES Assistant Library Director 1.0 1.0 1.0 Librarian I 8.0 9.0 9.0 Librarian II 2.0 2.0 2.0 Library Assistant I ** 4.0 3.0 0.0 Library Assistant II 2.0 2.0 2.0 Library Clerk* 2.0 1.0 2.0 Library Director 1.0 1.0 1.0 Library Page 1.0 1.0 1.0 Library Page II** 1.0 1.0 0.0 Library Services Manager 0.0 1.0 1.0 Library Technician* 0.0 1.0 4.0 Office Specialist II 1.0 1.0 1.0 Principal Librarian 1.0 0.0 0.0 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 TOTAL FULL TIME POSITIONS 487.0 491.0 490.0 Changes in staffing levels for Fiscal Year 2014/15 Adopted Budget *Position funded in FY 2014/15 **Position defended in FY 2014/15 1.1,,L.,11 Y(...,11 :'(J l4 15 1(1'.11(:<1 l;uLl2L•t 1): e 189 iL..'_::•1' CITY OF RANCHO CUCAMONGA,CALIFORNIA FISCAL YEAR 2014/15 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT-DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2012-13 2013-14 2014-15 TART TIME EMPLOYEES FTEs(FULL TIME EOUIVALENTS) CITY MANAGEMENT 1.9 0.5 1.0 RECORDS MANAGEMENT 1.4 1.3 1.3 FIRE DISTRICT 3.2 4.1 3.2 ADMINISTRATIVE SERVICES Administration/GIS/IS/Purchasing/Special Districts 4.4 1.2 1.8 Finance 0.7 0.8 0.8 TOTAL ADMINISTRATIVE SERVICES 5.1 2.0 2.6 ANIMAL CARE AND SERVICES 8.3 6.5 9.2 COMMUNITY SERVICES 160.0 190.5 192.6 ECONOMIC AND COMMUNITY DEVELOPMENT Building and Safety 0.5 0.9 0.0 Engineering Services 0.0 0.9 1.9 Planning 0.0 0.5 0.8 Public Works Services 35.5 35.3 32.3 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 36.0 37.6 35.0 LIBRARY 34.9 36.3 36.0 TOTAL PART TIME POSITIONS 250.8 278.8 280.9 at .. I 1,,,L.11 \ Lot {)I i 1 .1L1( 1rted nu,IL'et - Paige 190 1. ,- '. e- 1 * * 0 • 0 4 L : J' J� RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Fund Summaries --.. .,, - ,..mammow.,----- .7,--,?. Fiscal Year 2014/15 Adopted Budget— Page 191 L, sr� THIS PAGE INTENTIONALLY LEFT BLANK I fiscal Year 2{)I415 Adopted Budget — Page 192 L.. ..� City of Rancho Cucamonga, California Fiscal Year 2014/15 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, with the exception of Special Revenue and Capital Projects Funds. These two fund types have restricted funding sources; however, the budgets presented represent qualifying expenditures that are in line with the restrictions. Therefore, the respective fund balances are presented. The last three components are incorporated into the report for all fund types. 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 $16,526,373 Working Capital $ 3,458,150 Funds 281-283 —Fire District Operating Funds: Changes in Economic Circumstances $10,154,076 Working Capital $12,472,601 PERS Rate Stabilization $ 3,799,274 Employee Leave Payouts $ 2,564,716 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. For Fiscal Year 2014/15,Funds 001 and 282 include the planned usage of reserves that were set aside in prior years for specific purposes. In the Other Funds,increases or decreases are dependent upon general fluctuations in recurring revenues such as gas tax;the receipt of new grant funding; or the usage of funding received in prior years for capital expenditures. I HL.II ' `ti1-1 h \L1(,1)1,L1 1111,1:!:t I',i‘'. I'� City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2014/15 Adopted Budget Estimated Budget Estimated Spendable Spendable Fund Balance Operating Operating Fund Balance July 1,2014 Revenues Transfers In Transfers Out Expenditures June 30,2015 CITY OF RANCHO CUCAMONGA GENERAL FUND 001-GENERAL FUND $ 28,862,027 $ 67,551,540 S 1,349,440 $ 2,958,470 $ 66,204,520 $ 28,600,017 TOTAL GENERAL FUND S 28,862,027 $ 67,551,540 $ 1,349,440 $ 2,958,470 $ 66,204,520 $ 28,600,017 OTHER GENERAL FUNDS 003-REIMS ST/COUNTY PARKING CIT $ 4,218 $ 72,610 $ - $ - $ 72,610 $ 4,218 006-CVWD REIMBURSEMENTS 445,850 275,000 - 50,000 186,840 484,010 007-CAL TRANS REIMBURSEMENTS (25,899) - - - - (25,899) 008-CNTY OF S.B.REIMBURSEMENTS (12,490) 89,290 4,800 • 86,680 (5,080) 016-COMM DEV TECHNICAL SRVCS FUND 1,696,534 48,850 - - 52,340 1,693,044 017-LAW ENFORCEMENT RESERVE 8,169,486 69,400 - 114,080 232,110 7,892,696 018-TRAFFIC SAFETY 35,590 395,570 - - 395,850 35,310 019•INFO TECHNOLOGY-DEVELOPMENT 557,482 160,230 - - 204,320 513,392 020-CITY TECHNOLOGY FEE FUND 45,607 135,070 - 135,070 - 45,607 022-MOBILE HOME PARK PROGRAM 92,561 19,830 - - 36,430 75,961 023-SBI 186 CERT ACCESS SPEC PROG 9,732 6,570 - - 4,960 11,342 025-CAPITAL RESERVE 48,248,899 433,700 - - 2,478,600 46,203,999 073-BENEFITS CONTINGENCY 6,245,442 61,610 - - 303,650 6,003,402 TOTAL OTHER GENERAL FUNDS S 65,513,012 S 1,767,730 S 4,800 S 299,150 S 4,054,390 $ 62,932,002 SPECIAL REVENUE 100-ASSESSMENTDISTRICTSADMIN $ 798,703 $ 1,057,160 $ - $ - S 1,132,020 $ 723,843 101-AD 93-1 MASI COMMERCE CENTER 300,968 100 - - - 301,068 105-AB2766 AIR QUALITY IMPROVEMENT 474,852 229,620 - - 25,620 678,852 110-BEAUTIFICATION 1,230,828 10,120 - - 400,670 840,278 112-DRAINAGE PAC/GENERAL 2,154,756 220,060 - - 198,010 2,176,806 114-DRAINAGE-ETIWANDA/SAN SEVAINE 736,803 38,030 - - 390 774,443 115-HENDERSON/WARDMAN DRAINAGE 920,825 - - - - 920,825 116-ETIWANDA DRAINAGE 1,995,661 98,760 - - 53,040 2,041,381 118-UPPER ETIWANDA DRAINAGE 535,805 5,380 - - 160 541,025 - 120-PARK DEVELOPMENT 11,503,801 808,680 - - 547,830 11,764,651 122-SOUTH ETIWANDA DRAINAGE 306,247 3,070 - - 90 309,227 124-TRANSPORTATION 18,566,293 913,480 - - 3,366,130 16,113,643 126-LOWER ETIWANDA DRAINAGE 526,455 5,230 - - 140 531,545 128-ETIWANDA NO.EQUESTRIAN FACIL. 652,248 - - - - 652,248 129-UNDERGROUND UTILITIES 11,406,492 208,920 - - 668,520 10,946,892 130-LMD#1 GENERAL CITY 453,808 1,212,700 - - 1,206,970 459,538 131-LMD#2 VICTORIA 2,591,800 3,172,430 301,440 - 3,715,740 2,349,930 132-LMD#3A HYSSOP 42,513 4,140 - • - 6,590 40,063 133-LMD#3B MEDIANS 690,607 1,240,620 - - 883,460 1,047,767 134-LMD#4R TERRA VISTA 3,703,494 2,607,520 - - 3,046,880 3,264,134 135-LMD#5 TOT LOT 68,838 3,I20 - - 41,170 30,788 136-LMD#6R CARYN COMMUNITY 243,528 457,580 - 496,740 204,368 137-LMD#7 NORTH ETIWANDA 833,254 875,610 50,000 - 1,010,120 748,744 138-LMD#8 SOUTH ETIWANDA 63,473 32,750 - - 35,860 60,363 139-LMD#9 LOWER ETIWANDA 2,373,672 193,830 - - 506,640 2,060,862 140-LMD#10 RANCHO ETIWANDA 1,002,161 497,860 - - 601,520 898,501 150-GENERAL CITY STREET LIGHTS 68,108 680 - - - 68,788 151-SLD#1 ARTERIAL 1,010,328 788,920 - - 861,620 937,628 152-SLD#2 RESIDENTIAL 104,562 346,020 240,540 - 561,310 129,812 153-SLD#3 VICTORIA 1,186,387 356,120 - - 310,030 1,232,477 154-SID#4 TERRA VISTA 504,505 161,720 - - 163,000 503,225 155-SID#5 CARYN COMMUNITY 6,156 43,370 - - 68,800 (19,274) 156-SID#6 INDUSTRIAL AREA 389,512 132,650 - - 117,580 404,582 157-SLD#7 NORTH ETIWANDA (35,854) 119,160 81,950 - 200,710 (35,454) 158-SID#8 SOUTH ETIWANDA 1,996,215 88,770 - - 91,210 1,993,775 170-GAS TAX 2105/PROPI 11 2,563,625 877,900 - - 714,620 2,726,905 I I,t.'Ui Y car 20 -1 15 .VlopI�,I IIiWW1'_'l'1 1),, 2e i,) G City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2014/15 Adopted Budget Estimated Budget Estimated Spendable Spendable Fund Balance Operating Operating Fund Balance July 1,2014 Revenues Transfers In Transfers Out Expenditures June 30,2015 172-GAS TAX 2106-2107 517,028 1,739,750 - 240,540 1,960,960 55,278 174-GAS TAX R&T7360 4,161,084 1,910,710 - 81,950 2,015,700 3,974,144 176-MEASURE 1 1990-2010 1,730,744 13,930 - - 499,580 1,245,094 177-MEASURE 1 2010-2040 4,724,243 2,659,980 - - 2,461,190 4,923,033 178-SB 140 36,690 - - - - 36,690 182-AB 2928 TRAFFIC CONGEST RELIEF 294,506 - - - 90 294,416 186-FOOTHILL BLVD MAINTENANCE 357 - - - 1,770 (1,413) 188-INTEGRATED WASTE MANAGEMENT 2,174,861 1,154,530 - - 1,170,160 2,159,231 190-PROP 42-TRAFFIC CONGESTION MIT 308,888 5,280 - - 109,450 204,718 194-PROPOSITION 1B STATE FUNDING 235,592 2,360 - - 70 237,882 195-STATE ASSET SEIZURE 333,105 - - - 146,470 186,635 196-CA ASSET SEIZURE 15% 1,667 - - - 30 1,637 197-FEDERAL ASSET SEIZURE 119,022 1,160 - - 34,030 86,152 198-CITYWIDE INFRASTRUCTURE IMPRV 6,267,373 4,062,370 - - 908,690 9,421,053 204-COMMUNITY DEVELOPMENT BLK GRNT (7,758) 1,212,700 - - 1,378,360 (173,418) 214-PEDESTRIAN GRANT/ART 3 (90,960) - - - 74,600 (165,560) 215-ENRGY EFFICNCY/CONSRVATN GRNT (96) - - - - (96) 218-PUBLIC RESRCE GRNTS/HEALTHY RC 27,238 395,280 - - 407,770 14,748 225-CA RECYC/LITTER REDUCTION GRNT 13 44,300 - - 44,250 63 226-USED OIL RECYCLING GRANT - - - - - - 227-USED OIL RECYCLING PROGRAM (6,546) 48,230 - - 48,180 (6,496) 234-SAFE ROUTES TO SCHOOL PROGRAM (342,091) - - - 334,500 (676,591) 235-PROP 84 PARK BOND ACT (4,376) 283,500 - - 288,500 (9,376) 250-RECREATION SERVICES 2,514,723 4,367,010 - • - 4,587,650 2,294,083 258-SENIOR OUTREACH GRANT (4,025) 6,920 - - 7,010 (4,115) 272-FREEDOM COURTYARD RSRC GRANTS 25 - - - - 25 290-LIBRARY FUND 6,287,966 4,102,500 - - 4,222,020 6,168,446 291-CA STATE LIBRARY 5,828 - - - 18,520 (12,692) 292-STAFF INNOVATION FD(CA ST LB) 21,005 - - - 68,190 (47,185) 298-CALIFORNIA LITERACY CAMPAIGN - - - - - - 301-THE BIG READ LIBRARY GRANT 9,400 - - - 20,080 (10,680) 302-LIBRARY SERVICES&TECH.ACT 37,060 - - - - 37,060 310-PUBLIC LIBRARY BOND ACT-2000 7 - - - - 7 329-LIBRARY CAPITAL FUND 500,246 - - - 220,000 280,246 354-COP'S PROGRAM GRANT-STATE 666,650 200,000 - - 271,470 595,180 356-JUSTICE ASSIST GRNT(JAG)ARRA 38 70 - - - 108 361-JUSTICE ASSISTANCE GRANT(JAG) 2,340 23,460 - - 23,570 2,230 1 370-OTS-"DRINK,DRIVE,LOSE"GRANT" 1,777 - - - - 1,777 373-COPS SECURE OUR SCHOOLS GRANT - - - - - - 374-COPS HIRING PROGRAM GRANT - 39,720 116,960 - 157,500 (820) 380-DEPT OF HOMELAND SECURITY GRNT - 49,760 - - 49,760 - 381-HOMELAND SECURITY GRANT 2005 (79,341) - - - 20 (79,361) 838-AD 91-2 REDEMPTION-DAY CANYON 105,409 32,600 - - 52,440 85,569 848-PD 85 REDEMPTION FUND 930,268 1,266,180 - - 1,254,810 941,638 868-CFD 2000-03 PARK MAINTENANCE 555,147 408,360 - 50,000 510,080 403,427 TOTAL SPECIAL REVENUE $ 104,006,536 S 40,842,740 S 790,890 S 372,490 S 44,380,660 $ 100,887,016 CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL $ 12,836 $ 120 $ - $ - $ - S 12,956 602-AD 84-I DAY CREEK/MELLO 1,096,041 11,010 - - 2,420 1,104,631 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) - - - (41,128) 607-CFD 2000-01 SOUTH ETIWANDA 63 - - - - 63 608-CFD 2000-02 RC CORPORATE PARK - - - - - . 610-CFD 2000-03 RANCHO SUMMIT 19,087 - - - - 19,087 612-CFD 2001-01 483,392 4,850 - - 140 488,102 614-CFD 2003-01 PROJECT FUND 174,896 - - - - 174,896 615-CFD 2003-01 CULTURAL CENTER 5,030 - - - 5,000 30 617-CFD 2004-01 RANCHO ETIWANDA ES 192,798 50 - - 500,000 (307,152) I i,,■:aI \ cdr 20 14 1 5 \JopicJ I3udcct I>a;1,_ 1()5 City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2014/15 Adopted Budget Estimated Budget Estimated Spendable Spendable Fund Balance Operating Operating Fund Balance July 1,2014 Revenues Transfers In Transfers Out Expenditures June 30,2015 680-CFD 2006-01 VINTNER'S GROVE 608,654 10 - - 100,000 508,664 681-CFD 2006-02 AMADOR ON ROUTE 66 7,907 60 - - - 7 967 TOTAL CAPITAL PROJECTS S 2,559,576 S 16,100 S - S - S 607,560 S 1,968,116 ENTERPRISE FUNDS 700-SPORTS COMPLEX S 267,699 $ 598,490 S 1,927,790 S - S 2,526,280 5 267,699 702-REGIS CONNECT 25,101 104,500 - - 104,640 24,961 705-MUNICIPAL UTILITY 7,453,166 11,853,680 - 1,185,360 9,993,270 8,128,216 706-UTILITY PUBLIC BENEFIT FUND 933,497 301,980 - - 551,560 683,917 707-MUNICIPAL DEPARTING LOAD FUND - - - - - - 708-RCMU CAPITAL REPLACEMENT FUND 2,577,812 16,810 - - - 2,594,622 TOTAL ENTERPRISE FUNDS S 11,257,275 S 12,875,460 5 1,927,790 S 1,185,360 S 13,175,750 S 11,699,415 INTERNAL SERVICE FUNDS 712-EQUIP/VEHICLE REPLACEMENT S 8,571,800 S 82,390 $ - S - $ 1,064,200 5 7,589,990 714-COMP EQUIP/IECH REPLCMENT FUND 3,027,862 218,130 135,070 - 1,500,040 1,881,022 TOTAL INTERNAL SERVICE FUNDS S 11,599,662 $ 300,520 5 135,070 S - S 2,564,240 S 9,471,012 TOTAL CITY OF RANCHO CUCAMONGA S 223,798,088 $ 123,354,090 S 4,207,990 $ 4,815,470 S 130,987,120 . S 215,557,578 RC.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281-FIRE FUND S 24,226,183 $ 21,893,690 S - S 980,660 S 20,913,030 5 24,226,183 282-COMMUNITY FACILITIES DIST 85-1 3,770,201 6,261,500 - - 7,159,320 2,872,381 283-COMMUNITY FACILITIES DIST 88-1 276,372 1,240,860 980,660 - 2,221,520 276,372 285-FIRE TECHNOLOGY FEE FUND 19,807 17,340 - - - 37,147 288-FIRE PROTECTION CAPITAL FUND 39,559,285 6,576,170 - - 4,806,480 S 41,328,975 289-FIRE DISTRICT CAPITAL RESERVE - - - - - - TOTAL SPECIAL REVENUE $ 67,851,848 S 35,989,560 $ 980,660 S 980,660 S 35,100,350 S 68,741,058 TOTAL R.C.FIRE PROTECTION DISTRICT S 67,851,848 S 35,989,560 S 980,660 S 980,660 S 35,100,350 S 68,741,058 TOTAL ALL FUNDS S 291,649,936 S 159,343,650 S 5,188,650 S 5,796,130 S 166,087,470 S 284,298,636 ` , I i�c;aI ' cca COI I I S :\dupted Budget- Page 196 L,':,:J City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Fiscal Year 2014/15 Adopted Budget Estimated Estimated Spendable Spendable • Fund Balance Fund Balance S % July 1,2014 June 30,2015 Change Change Reason for Changes Greater>10%and 5500.000 CITY OF ' CHO CUCAMONGA GENERAL FUND 001-GENERAL FUND $ 28,862,027 S 28,600,017 S (262,010) -0.91% TOTAL GENERAL FUND S 28,862,027 S 28,600,017 S (262,010) -0.91% OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT S 4,218 S 4,218 S - 0.00% 006-CVWD REIMBURSEMENTS 445,850 484,010 38,160 8.56% 007-CAL TRANS REIMBURSEMENTS (25,899) (25,899) - 0.00% 008-CNTY OF S.B.REIMBURSEMENTS (12,490) (5,080) 7,410 -59,33% 016-COMM DEV TECHNICAL SRVCS FUND 1,696,534 1,693,044 (3,490) -0.21% 017-LAW ENFORCEMENT RESERVE 8,169,486 7,892,696 (276,790) -3.39% 018-TRAFFIC SAFETY 35,590 35,310 (280) -0.79% 019-INFO TECHNOLOGY-DEVELOPMENT 557,482 513,392 (44,090) -7.91% 020-CITY TECHNOLOGY FEE FUND 45,607 45,607 - 0.00% 022-MOBILE HOME PARK PROGRAM 92,561 75,961 (16,600) -17.93% 023-SB 1 I86 CERT ACCESS SPEC PROG 9,732 11,342 1,610 16.54% 025-CAPITAL RESERVE 48,248,899 46,203,999 (2,044,900) -4.24% 073-BENEFITS CONTINGENCY 6,245,442 6,003,402 (242,040) -3.88% TOTAL OTHER GENERAL FUNDS $ 65,513,012 $ 62,932,002 S (2,581,010) -3.94% SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 798,703 $ 723,843 $ (74,860) -9.37% 101-AD 93-1 MASI COMMERCE CENTER 300,968 301,068 100 0.03% 105-AB2766 AIR QUALITY IMPROVEMENT 474,852 678,852 204,000 42.96% 110-BEAUTIFICATION 1,230,828 840,278 (390,550) -31.73% 112-DRAINAGE FAC/GENERAL 2,154,756 2,176,806 22,050 1.02% 114-DRAINAGE-ETIWANDA/SAN SEVAINE 736,803 774,443 37,640 5.11% 115-HENDERSON/WARDMAN DRAINAGE 920,825 920,825 - 0.00% 116-ETIWANDA DRAINAGE 1,995,661 2,041,381 45,720 2.29% 118-UPPER ETIWANDA DRAINAGE 535,805 541,025 5,220 0.97% 120-PARK DEVELOPMENT 11,503,801 11,764,651 260,850 2.27% 122-SOUTH ETIWANDA DRAINAGE 306,247 309,227 2,980 0.97% 124-TRANSPORTATION 18,566,293 16,113,643 (2,452,650) -13.21%Use of funds accumulated over a period of time 126-LOWER ETIWANDA DRAINAGE 526,455 531,545 5,090 0.97% 128-ETIWANDA NO.EQUESTRIAN FACIL. 652,248 652,248 - 0.00% 129-UNDERGROUND UTILMES 11,406,492 I0,946,892 (459,600) -4.03% 130-LMD#1 GENERAL CITY 453,808 459,538 5,730 1.26% 131-LMD#2 VICTORIA 2,591,800 2,349,930 (241,870) -9.33% 132-LMD#3A HYSSOP 42,513 40,063 (2,450) -5.76% 133-LMD#3B MEDIANS 690,607 1,047,767 357,160 51.72% 134-LMD#4R TERRA VISTA 3,703,494 3,264,134 (439,360) -11.86% 135-LMD#5 TOT LOT • 68,838 30,788 (38,050) -55.27% 136-LMD#6R CARYN COMMUNITY 243,528 204,368 (39,160) -16.08% 137-LMD#7 NORTH ETIWANDA 833,254 748,744 (84,510) -10.14% 138-LMD#8 SOUTH ETIWANDA 63,473 60,363 (3,110) -4.90% 139-LMD#9 LOWER ETIWANDA 2,373,672 2,060,862 (312,810) -13.18% 140-LMD#10 RANCHO ETIWANDA 1,002,161 898,501 (103,660) -10.34% 150-GENERAL CITY STREET LIGHTS 68,108 68,788 680 1.00% 151-SLD 41 ARTERIAL 1,010,328 937,628 (72,700) -7.20% 152-SLD#2 RESIDENTIAL 104,562 129,812 25,250 24.15% 153-SLD#3 VICTORIA 1,186,387 1,232,477 46,090 3.88% 154-SLD#4 TERRA VISTA 504,505 503,225 (1,280) -0.25% 155-SLD#5 CARYN COMMUNITY 6,156 (19,274) (25,430) -413.09% 156-SLD#6 INDUSTRIAL AREA 389,512 404,582 15,070 3.87% 157-SLD#7 NORTH ETIWANDA (35,854) (35,454) 400 -1.12% 158-SLD#8 SOUTH ETIWANDA 1,996,215 1,993,775 (2,440) -0.12% 170-GAS TAX 2105/PROP11 I 2,563,625 2,726,905 163,280 6.37% 172-GAS TAX 2106-2107 517,028 55,278 (461,750) 49.31% I 1-�.4 1 c.;r 'ti14 1 - .1d,, ,t,d l> 1 I ,ci Pi • City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Fiscal Year 2014/15 Adopted Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance S % July 1.2014 June 30.2015 Cban&e ( an Reason for Changes grater>10%and 5500.000 174-GAS TAX R&17360 4,161,084 3,974,144 (186,940) -4.49% 176-MEASURE 1 1990-2010 1,730,744 1,245,094 (485,650) -28.06% 177-MEASURE 1 2010.2040 4,724,243 4,923,033 198,790 4.21% 178-SB 140 36,690 36,690 - 0.00% 182-AB 2928 TRAFFIC CONGEST RELIEF 294,506 294,416 (90) -0.03% 186-FOOTHILL BLVD MAINTENANCE 357 (1,413) (1,770) -495.80% 188-INTEGRATED WASTE MANAGEMENT 2,174,861 2,159,231 (15,630) -0.72% i 190-PROP 42-TRAFFIC CONGESTION MIT 308,888 204,718 (104,170) -33.72% 1 194-PROPOSITION 1B STATE FUNDING 235,592 237,882 2,290 0.97% 195-STATE ASSET SEIZURE 333,105 186,635 (146,470) -43.97% 196-CA ASSET SEIZURE 15% 1,667 1637 (30) -1.80% 197-FEDERAL ASSET SEIZURE 119,022 86,152 (32,870) -27.62% 198-CITYWIDE INFRASTRUCTURE IMPRV 6,267,373 9,421,053 3,153,680 50.32%Funds to be accumulated for projects 204-COMMUNITY DEVELOPMENT BLK GRNT (7,758) (173,418) (165,660) 2135.34% 214-PEDESTRIAN GRANT/ART 3 (90,960) (165,560) (74,600) 82.01% 215-ENROY EFFICNCY/CONSRVATN GRNT (96) (96) - 0.00% 218-PUBLIC RESRCE GRN'1'S/HEALTHY RC 27,238 14,748 (12,490) -45.86% 225-CA RECYC/LI7TER REDUCTION GRNT 13 63 50 384.62% 226-USED OIL RECYCLING GRANT - - - n/a 227-USED OIL RECYCLING PROGRAM (6,546) (6,496) 50 -0.76% 234-SAFE ROUTES TO SCHOOL PROGRAM (342,091) (676,591) (334,500) 97.78% 235-PROP 84 PARK BOND ACT (4,376) (9,376) (5,000) 114.26% 250-RECREATION SERVICES 2,514,723 2,294,083 (220,640) -8.77% 258-SENIOR OUTREACH GRANT (4,025) (4,115) (90) 2.24% 272-FREEDOM COURTYARD RSRC GRANTS 25 25 - 0.00% 290-LIBRARY FUND 6,287,966 6,168,446 (119,520) -1.90% 291-CA STATE LIBRARY 5,828 (12,692) (18,520) -317.78% 292-STAFF INNOVATION FD(CA ST LB) 21,005 (47,185) (68,190) -324.64% 298-CALIFORNIA LITERACY CAMPAIGN - - - • n/a 301-THE BIG READ LIBRARY GRANT 9,400 (10,680) (20,080) -213.62% 302-LIBRARY SERVICES&TECH.ACT 37,060 37,060 - 0.00% 310-PUBLIC LIBRARY BOND ACT-2000 7 7 - 0.00% 329-LIBRARY CAPITAL FUND 500,246 280,246 (220,000) -43.98% 354-COP'S PROGRAM GRANT-STATE 666,650 595,180 (71,470) -10.72% 356-JUSTICE ASSIST GRNT(JAG)ARRA 38 108 70 184.21% 361-JUSTICE ASSISTANCE GRANT(JAG) 2,340 2,230 (110) -4.70% 370-OTS-"DRINK,DRIVE,LOSE"GRANT" 1,777 1,777 - 0.00% 373-COPS SECURE OUR SCHOOLS GRANT - - - n/a 374-COPS HIRING PROGRAM GRANT - (820) (820) n/a 380-DEPT OF HOMELAND SECURITY GRNT - - - n/a 381-HOMELAND SECURITY GRANT 2005 (79,341) (79,361) (20) 0.03% 838-AD 91-2 REDEMPTION-DAY CANYON 105,409 85,569 (19,840) -18.82% 848-PD 85 REDEMPTION FUND 930,268 941,638 11,370 1.22% 868-CFD 2000-03 PARK MAINTENANCE 555,147 403,427 (151,720) -27.33% TOTAL SPECIAL REVENUE S 104,006,536 S 100,887,016 $ (3,119,520) -3.00% CAPITAL PROJECTS 600-AD 82-1 6TH ST INDUSTRIAL S 12,836 S 12,956 S 120 0.93% 602-AD 84-1 DAY CREEK/MELLO 1,096,041 1,104,631 8,590 0.78% 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) - 0.00% 607-CFD 2000-01 SOUTH ETIWANDA 63 63 - 0.00% 608-CFD 2000-02 RC CORPORATE PARK - - - n/a 610-CFD 2000-03 RANCHO SUMMIT 19,087 19,087 - 0.00% 612-CFD 2001-01 483,392 488,102 4,710 0.97% 614-CFD 2003-01 PROJECT FUND 174,896 174,896 - 0.00% 615-CFD 2003-01 CULTURAL CENTER 5,030 30 (5,000) -99.40% 617-CFD 2004-01 RANCHO ETIWANDA ES 192,798 (307,152) (499,950) -259.31% 680-CFD 2006-01 VINTNER'S GROVE 608,654 508,664 (99,990) -16.43% 681-CFD 2006-02 AMADOR ON ROUTE 66 7,907 7,967 60 0.76% TOTAL CAPITAL PROJECTS S 2,559,576 S 1,968,116 $ (591.460) -23.11% ' S I l,tal Year 2014/15 Adopted Budget - Page 198 .L.. *:.' City of Rancho Cucantonga Summary of Changes in Spendable Fund Balances Fiscal Year 2014/15 Adopted Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ °ra lulu 1,2014 ,tune 30.2015 ca g¢ Change Reason for Changes Greater>10%and$500.000 ENTERPRISE FUNDS 700-SPORTS COMPLEX $ 267,699 $ 267,699 S - 0.00% 702-REGIS CONNECT 25,101 24,961 (140) -0.56% 705-MUNICIPAL UTILITY 7,453,166 8,128,216 675,050 9.06% 706-UTILITY PUBLIC BENEFIT FUND 933,497 683,917 (249,580) -26.74% 707-MUNICIPAL DEPARTING LOAD FUND - - - n/a 708-RCMU CAPITAL REPLACEMENT FUND 2,577,812 2,594,622 16,810 0.65% TOTAL ENTERPRISE FUNDS $ 11,257,275 $ 11,699,415 S 442,140 3.93% INTERNAL SERVICE FUNDS 712-EQUIP/VEHICLE REPLACEMENT $ 8,571,800 $ 7,589,990 S (981,810) -11.45%Use of funds accumulated over a period of time 714-COMP EQUIP/TECH REPLCMENT FUND 3,027,862 1,881,022 (1,146,840) -37.88%Use of funds accumulated over a period of time TOTAL INTERNAL SERVICE FUNDS 5 11,599,662 S 9,471,012 S (2,128,650) -18.35% TOTAL CITY OF RANCHO CUCAMONGA $ 223,798,088 $ 215,557,578 S (8,240,510) -3.68% R.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE • 281-FIRE FUND S 24,226,183 $ 24,226,183 S - 0.00% 282-COMMUNITY FACILITIES DIST 85-1 3,770,201 2,872,381 (897,820) -23.81%Use of funds accumulated over a period of time 283-COMMUNITY FACILITIES DIST B8-1 276,372 276,372 - 0.00% 285-FIRE TECHNOLOGY FEE FUND 19,807 37,147 17,340 87.54% 288-FIRE PROTECTION CAPITAL FUND 39,559,285 41,328,975 1,769,690 4.47% 289-FIRE DISTRICT CAPITAL RESERVE - - - • n/a TOTAL SPECIAL REVENUE S 67,851,848 $ 68,741,058 $ 889,210 1.31% TOTAL R.C.FIRE PROTECTION DISTRICT S 67,851,848 $ 68,741,058 $ 889,210 1.31% TOTAL ALL FUNDS $ 291,649,936 $ 284,298,636 S (7,351,300) -2.52% I i>c,tl l L.,tr iii 4 1 \,Iopled 13tldgel -- Page 199 THIS PAGE INTENTIONALLY LEFT BLANK l kcal .1)I I I .\Jopted Budget—Page 200 J ••A A ..'u‘oe9 )'lb t« • • • •L0, : ;J RANCHO CUCAMONGA CALIFORNIA DEPARTMENTAL BUDGET DETAILS _ _ a .: ,.. I kcal 1 L'ar 20 1 4 1 5 Adopted Budget— Page 201 .-.• City Council Department Budget Summary Overview of Denartment As a body of elected officials, the separately elected Mayor and four-member City Council establish local laws, set policy,approve programs,adopt the annual budget and appropriate funds. As elected representatives of the citizens,the City Council is responsible to all of the people, and as such devotes its energies to making decisions which are in the best interest of the public welfare. The Mayor and City Council members serve overlapping four-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 2014/15 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 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. • Nail-1110 ' • l kl.',11 l L.0 7(11`t I S Adopted Budget - Page 202 :J City Council Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 160,113 $ 151,550 $ 154,080 Operations and Maintenance 12,776 18,250 21,700 Capital Outlay - - - Cost Allocation (31,420) (49,840) (50,380) Debt Service - - - Transfer Out - - - Subtotal 141,469 119,960 125,400 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 160,113 151,550 154,080 Operations and Maintenance 12,776 18,250 21,700 Capital Outlay - - - Cost Allocation (31,420) (49,840) (50,380) Debt Service - - - Transfer Out - - - Total Cost $ 141,469 $ 119,960 $ 125,400 Staffing Summary(Budgeted) Full Time - - - Part Time 5.0 5.0 5.0 Total Staffing 5.0 5.0 5.0 A. I ,,,,,Ii l L,,, IiiI 115 Adopted Budget - Page 203 L.�•. ‘'1 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 2014/15 Budget Highlights • Assist in coordinating filing of documents for the Fair Political Practices Commission and administration of the City's Conflict of Interest Code. • Ensure the preparation of minutes for all City Council,Redevelopment Agency/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. 36 acs Are rip V 0 rz., PO4. 1 .:u _'t04 i Adopted Budget — Page 204 •: City Clerk Department Budget Summary Adopted Adopted Aetuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 2,667 $ 2,650 $ 2,700 Operations and Maintenance - 160 160 Capital Outlay - - - Cost Allocation (520) (820) (820) Debt Service - - - Transfer Out - - - Subtotal 2,147 1,990 2,040 Other Funds Personnel Services - - - Operations and Maintenance - - Capital Outlay - - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,667 2,650 2,700 Operations and Maintenance - 160 160 Capital Outlay - - - Cost Allocation (520) (820) (820) Debt Service - - - Transfer Out - - - Total Cost $ 2,147 $ 1,990 $ 2,040 Staffing Summary(Budgeted) Full Time - - - Part Time 1.0 1.0 1.0 Total Staffing 1.0 1.0 1.0 R•.� 1 1 i`,l_;I1 l C,11 ,u l 1 15 Adopted Budget - Page 205 L. •;.J 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 2014/15 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. r r i r ' , I/ M A , o I e er 50 Years of Excellence. I•i:* 1 ;,,1 2H 14 1 5 Adopted !budget — Paige 206 L•.'::J City Treasurer Department Budget Summary Adopted Adopted Actnals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 2,667 $ 2,650 $ 2,650 Operations and Maintenance 19,085 19,760 19,880 Capital Outlay - - - Cost Allocation (4,500) (6,580) (6,460) Debt Service - - - Transfer Out - - - Subtotal 17,252 15,830 16,070 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,667 2,650 2,650 Operations and Maintenance 19,085 19,760 19,880 Capital Outlay - - - Cost Allocation (4,500) (6,580) (6,460) Debt Service - - - Transfer Out - - - Total Cost $ 17,252 $ 15,830 $ 16,070 6 Staffing Summary(Budgeted) Full Time - - - Part Time - 1.0 1.0 1.0 Total Staffing 1.0 1.0 1.0 11,cal l Year 2014 I \dopted Budget — Page 207 J 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 environmentally 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 also 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 2014/15 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 Affairs Program. • Monitor the City's budget and changes in economic . BODY. conditions at the local,state and federal level,throughout the e� ' ,t f44> year. (City Council Goal ML-7) 4-� •� ti • Oversee the City's Healthy RC and Green RC initiatives. (City Council Goals EP-1, EP-6, EP-13, EP-15 and ML-4) 11E1 , a mit 1 1,,,i1 l c;u .2(114 I \dopted Budget - Page 208 City Management Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 1,246,813 $ 1,325,220 $ 1,539,080 Operations and Maintenance 23,600 43,020 117,170 Capital Outlay - - - Cost Allocation (252,040) (401,580) (416,290) Debt Service - - - Transfer Out - - - Subtotal 1,018,373 966,660 1,239,960 Other Funds Personnel Services 37,189 44,570 125,700 Operations and Maintenance 187,090 81,990 282,070 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 224,279 126,560 407,770 All Funds Personnel Services 1,284,002 1,369,790 1,664,780 Operations and Maintenance 210,690 125,010 399,240 Capital Outlay - - - Cost Allocation (252,040) (401,580) (416,290) Debt Service - - - Transfer Out - - - Total Cost $ 1,242,652 $ 1,093,220 $ 1,647,730 Staffing Summary(Budgeted) Full Time 9.0 11.0 12.0 Part Time 1.9 0.5 1.0 Total Staffing 10.9 11.5 13.0 1 i-A.,il 1 .‘..i, '.01 15 Adopted Budget- Page 209 L... City Management Performance Statistics t 't' 117 Healthy RC Highlights SHY ., . 7 secured in federal, state,and private grant funds in FY 2012/13; • 661 36 , • Ranked#1 in the nation in First Lady Michelle Obama's Let's Move! Cities, Towns and Counties initiative; • Rancho Cucamonga was invited to the White House to be recognized by the First Lady for the City's commitment to creating healthy lifestyles; • Healthy RC Dining Program increased number of participating restaurants to 14 in 2013; • Bringing Health Home Program assisted 599 families with the purchase of fresh produce at local farmer's markets; 133% increase; • Healthy RC began developing a comprehensive Strategic Plan in early 2013; over 32,600 individuals were reached through stakeholder meetings and surveys— 1 in every 5 Rancho Cucamonga residents. 1 '+•r. • " Legislative Advocacy , The City Manager's Office coordinates an active legislative program focused on protecting the interests of our community. Our legislative efforts include researching and monitoring federal, and state bills,preparing position letters in response to proposed legislation,and working with our Legislators to promote the interests of our City. 2012 State Legislative Session 2013 State Legislative Session 39 Bills Tracked 51 Bills Tracked Oppose Oppose 28% 16% Support 10% Support Watch 8% 64% Watch 70% •Watch •Support Oppose •Watch •Support Oppose �� + ••I I k aI l car 'lll4,15 Adopted Budget I' i III City Management Services to the Community f City Management L I 1 r C t Healthy RC Community Legislative Affairs Performance Initiative Information Measurement and Program Reporting • Fiscal Year 2014'15 Adopted Budget— Page 21 1 L.�•�;J Records Management Department Budget Summary Overview of Department The Records Management Department operates under the administrative direction of the Assistant City Clerk/Records Manager. This Department is responsible for agenda •e, •�+^ w management, legislation, and records management. The ; 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 the Municipal and Zoning Code and Conflict - 1 - ma 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, Redevelopment Agency/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. FY 2014/15 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, Redevelopment Agency/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. l iscal Year 201-1/15 Adopted Budget— Page 212 L.. .: Records Management Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 406,864 $ 428,130 $ 440,100 . Operations and Maintenance 158,598 93,840 246,350 Capital Outlay - - - Cost Allocation (124,500) (153,200) (196,730) Debt Service - - - Transfer Out - - - Subtotal 440,962 368,770 489,720 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 406,864 428,130 440,100 Operations and Maintenance 158,598 93,840 246,350 Capital Outlay - - - Cost Allocation (124,500) (153,200) (196,730) Debt Service - - - Transfer Out - - - Total Cost $ 440,962 $ 368,770 $ 489,720 Staffing Summary (Budgeted) Full Time 4.0 4.0 4.0 Part Time 1.4 L3 1.3 Total Staffing 5.4 5.3 5. I i,,cal Year 2014 15 Adopted Budget — Pagc 211 L.. : J. Records Management Performance Statistics ,...0-N4';'''' f tr .. 4 . i t '1/2., Ale , ' 'n- - .. i . City Council Agenda Items 2012 City Council Agenda Items 2013 Total=761 Total=795 PD,11 15,2 'r Bldg,3 IS,2 81dg,7 Animal,6 \ \ i RDA/s1,49 CMO,69 Animal,19 .PD,33 \�I RDA/SA 35,CMG,61 Planning,28 \ ii I Admin.,88 Planning,31 1 Admin,77 CSD,50 CSD,49 / _— / City Clerk,: Fire,74 CityClerk,74 Fire,82 4 library,21 library,20 ��� l Finance,79 Finance,88 Eng,132 ■ Pworks 51 Pworks,52 Eng,201 Records Requests ■2012=474 II 2013=641 70 65 65 67 62 59 60 50 48 48 44 47 49 48 S1 147 47 144 39 42 4341 32 40 29 29 30 24 20 10 0 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec I kcal Year 21114/1; Adopted Budget — Page 214 j_, Records Management Services to the Community c Records Management Prepare public Process Public Process Board Assist with meeting agendas Records Act and Commission election and minutes requests applications administration \ \141111111111111111111111g. \TOO 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 1 Fiscal Year 2014;15 Adopted Budget— Page 215 L. • J Police (Contract) Department Budget Summary Overview of Department Since incorporation, law enforcement services in the City .--!..1 c,• . •,: w;,, have been provided through a contract with the San Bernardino County Sheriffs Department. The low crime 7i' ' ' s _ ' , rate that the City continues to enjoy is a direct result of the ?; '',7"';',' � 4 hard work and dedication of the men and women of the ."p` ie. Police Department and the positive interaction and ` participation by the community in crime prevention el;• activities. e 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 a,•• �' ..... number of volunteer hours dedicated to the Department •..,..._..-,,� �.,..,�.,,IW.. R 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 2014/15 Budget Highlights • Continue deployment of the Bloodhound Teams. • Continue to utilize the Threat Assessment Team and provide continued Active Shooter Training. (City Council Goal PS-5) • Add fixed license plate readers at strategic locations throughout the City. • Full year of staffing for grant-funded Deputy to combat vehicle burglaries. • 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. (City Council Goal PS-5) fiscal Year 2014.I ;ldoptcd Budget - Page 216 L. J Police (Contract) Department Budget Summary Adopted Adopted Actnals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ - $ - $ - Operations and Maintenance 28,779,630 30,262,440 31,623,490 Capital Outlay - - 5,000 Cost Allocation - - - Debt Service 1,858 16,440 13,750 Transfer Out 43,978 75,000 116,960 Subtotal 28,825,466 30,353,880 31,759,200 Other Funds Personnel Services 12,761 1,000 - Operations and Maintenance 539,067 783,500 878,270 Capital Outlay 302,953 255,000 455,390 Cost Allocation - - - Debt Service - - - Transfer Out 30,160 72,720 114,080 Subtotal 884,941 1,112,220 1,447,740 All Funds Personnel Services 12,761 1,000 - Operations and Maintenance 29,318,697 31,045,940 32,501,760 Capital Outlay 302,953 255,000 460,390 Cost Allocation - - - Debt Service 1,858 16,440 13,750 Transfer Out 74,138 147,720 231,040 Total Cost $ 29,710,407 $ 31,466,100 $ 33,206,940 Staffing Summary (Budgeted) Safety Personnel 135.0 133.0 133.0 Non-Safety Personnel 39.0 41.0 41.0 Total Staffing 174.0 174.0 174.0 I kcal 1'‘2ar 2.014 I. :\Jopt,,I Iiucl,!c� I':i:,,• '17 - Police (Contract) Performance Statistics 2013 Performance Highlights • 138,768 calls for service— 1.2% decrease; • Average response time for service calls was 4 minutes 20 seconds; • Part I crimes down 11.3%; • Crimes Against Persons down 3.1% • Property crimes down 6.4%. Crime Data •2012 ■2013 •2012=712 Crimes Against Persons •2013=690 9.005 9,071 100 10,000 87 76 8,000 80 5,074 58 67 62 60 64 64 64 6,000 56 55 57 51 2525 S 5 51 51 9 46 4,000 2,000 IIP2 Part II Crimes 0 `Includes:assaults,minor sex offenses.liquor law viola0ons,vandalism,DUI and Jan Feb Mar Apr May June Jul Aug Sep Oct Nov Dec drug abuse 'includes:homicide,forcible rape,robbery,aggravated assault and burglary Traffic Safety: Comparison 2012 and 2013 Citations 02012 JenJune=9.518 Traffic Accidents 02012 Jan-June=546 ■2013 Jan June=8,889 •2013 Jan-June=672 1,822 1;828 1,746 115 111 12Q 120 2,000 1,777 640.. 120 10 100 105 1,600 ,,468 too4 1,408 17476 + 100 II 1,600 74 e 1277 ^tea 1.400 1099 1.200 '1,000 -800 .."600 400 200 0 Jan Feb filar Apr May Jun Jan Fab Mar Apr May Jun D if •2012 Jan-June=294 tJ •2013 Jan JrPo=25i Traffic Safety Summary 70 63 60 a2 1d 5D 19 • 1,432 traffic accidents— 17.2%increase II il • 21,138 traffic citations issued—5.4%increase; 30 20 • 555 DUIs— 15.5%decrease. 10 Jan Feb Ma' Apr May Jun .gyp.;� i •Fiscal Year 201 4/15 Adopted Budget— Page 218 L.�•: • Police (Contract) Services to the Community p Police (Contract) ' LT.) f Law Crime Criminal Parking Enforcement Prevention affic Safet Investigations Enforcement Crime Citizens Equestrian Explorer Volunteer 1 Analysis 1 Patrol Patrol Program Programs \' ■ Fiscal Year 2014/15 Adopted Budget— Page 219 L. •;:J Fire District 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 t JSj r. 7 Council serves 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 2014/15 Budget Highlights • Implement use of pictometry, an advanced mapping and aerial photography product that will enhance the District's response planning and emergency management capability. • Equip each unit with an iPhonc and iPad to improve access to District maps and certain response information as well as to enable access to Active 9-1-1 which enables the iPhones to receive incident and call routing information straight from the dispatch center. • Implement Accela Automation for the Prevention Bureau enabling field-based data collection via tablet devices. (City Council Goal PS- 2) • Continuation of capital projects with major renovations occurring at the Jersey Station, Banyan Station, and the Fire Maintenance Facility. (City Council Goal PS-1) • Outfit the Banyan and Day Creek Stations with cost saving solar technology. Fiscal Year 2(114:'15 i\doptcd 13udgct 220 Fire District Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 21,626,589 $ 21,918,450 $ 23,701,960 Operations and Maintenance 4,142,300 5,397,230 5,787,330 Capital Outlay - - - Cost Allocation - - - Debt Service 400,638 403,770 804,580 Transfer Out 598,550 729,770 980,660 Subtotal 26,768,077 28,449,220 31,274,530 Other Funds Personnel Services 24,249 29,450 49,290 Operations and Maintenance 19,882,453 1,674,130 1,180,950 Capital Outlay 398,348 3,524,500 3,626,000 Cost Allocation - - - Debt Service - - - Transfer Out 1,117,260 - - Subtotal 21,422,310 5,228,080 4,856,240 All Funds Personnel Services 21,650,838 21,947,900 23,751,250 Operations and Maintenance 24,024,753 7,071,360 6,968,280 Capital Outlay 398,348 3,524,500 3,626,000 Cost Allocation - - - Debt Service 400,638 403,770 804,580 Transfer Out 1,715,810 729,770 980,660 Total Cost $ 48,190,387 $ 33,677,300 $ 36,130,770 Staffing Summary(Budgeted) Full Time 114.0 112.0 113.0 Part Time 3.2 4.1 3.2 Total Staffing 117.2 116.1 116. 1'isc,il 1 cal Year 20 I4 15 Adopted Budget - Page 221 Fire District Performance Statistics Fire District Incident Summary 2013 • 12,254 incidents for fire, emergency medical/rescue, hazardous materials, and public ser- vice; 4% increase; • 1,302 fire incidents; 13.5% increase; • 10,171 emergency medical/rescue incidents; 3% increase; • 97 hazardous materials incidents; 3% increase; • 684 public service incidents including water salvages, lockouts, police matters and other non-emergencies; 5% increase; • 1,331 incidents where no action was required; 6% increase. Prevention Bureau 2012=2,421 Activities •2013=2,581 1,500 1086 1,044 1,027 987 .�;1 1,000 .. 500 307 375 1 mai r 111 M IIIIII 100 76 0 High Hazard High Hazard Fad _ Weed Weed Occupancy Fire Permits Abatement Abatements . Inspection Issued Notices by ( 1- Contractors • • 1 ` 4 Public Education Highlights 2013 Employee Development Highlights 2013 • 92 public education activities and station • 35,816 total training hours (including tours held in 2013; classroom); 17% increase; • 14,668 citizen contacts made through • 133 multi-company training exercises; 4% public education activities; decrease; • Hosted the 3rd Annual Junior Firefighter • 3.2 average training hours per shift per Camp for 24 youths ages 11 — 15. employee; 7% increase. • 1,104 people trained in Hands Only CPR; .- ..-• ....�-:ter- . . - - _ r Fiscal Year 2014/15 Adopted Budget — Page 222 L.::j i Fire District Services to the Community r Fire District l r • Emergency Emergency Community Risk Adm inistration Response Management Reduction Affai I. .- — �� Ready RC � 7 (— , • Structural and Wildland Fire Mitigation Prevention Public Information Personnel Suppression Inspections Management and Preparedness I Volunteer Development Emergency Medical Weed Coordination Services (Paramedics) Response Abatement/Brush Planning/Finance Clearance Special Events Technical Rescue and Recovery Fire Shop Haz Mat Response Public Education Community Community and Outreach Facility Response Planning Business New Construction Maintenance Emergency Plan Review Response Training Fiscal Year 201415 Adopted Budget — Page 223 L. ' '] Administrative Services Department Budget Summary Overview of Department Administrative Services is unique in comparison to other City departments in that its mission is to support the functions of the City's line departments. While line departments typically provide service primarily to the public, the Administrative Services Department, while providing some direct public services, primarily provides extensive services and support to internal 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. FY 2014/15 Budget Highlights • Lead the Community Development departments in developing electronic document submittal and review services for the Accelerate land management software. (City Council Goal 00-1) • Incorporate various enhancements to the City website, including a customizable mapping module, custom reports, streamlined top-level navigation, and Google Analytics to highlight popularly viewed content for the community. • Continue to develop Rancho Cucamonga Enterprise GIS (REGIS) Connect Program to 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 Districts, including several dozen landscape maintenance, lighting, and community facilities districts. • Research options available for upgrading the City's phone system. • Continue development of a long-term financial plan for the fiscal sustainability of the City's various special districts. (City Council Goal ML-1) Fiscal Year 2014/15 Adopted Budget Page 224 •• Administrative Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 3,164,784 $ 3,693,310 $ 3,461,630 Operations and Maintenance 4,516,616 4,654,040 5,312,980 Capital Outlay 18,897 21,610 21,610 Cost Allocation (2,041,280) (2,805,500) (2,878,940) Debt Service - - - Transfer Out 3,963,694 2,160,710 2,841,510 Subtotal 9,622,711 7,724,170 8,758,790 Other Funds Personnel Services 1,900,651 917,420 897,960 Operations and Maintenance 6,998,200 5,463,650 5,610,000 Capital Outlay 4,769,808 4,514,700 2,688,390 Cost Allocation - - - Debt Service 1,364 551,780 553,520 Transfer Out 832,965 - 50,000 Subtotal 14,502,988 11,447,550 9,799,870 All Funds Personnel Services 5,065,435 4,610,730 4,359,590 Operations and Maintenance 11,514,816 10,117,690 10,922,980 Capital Outlay 4,788,705 4,536,310 2,710,000 Cost Allocation (2,041,280) (2,805,500) (2,878,940) Debt Service 1,364 551,780 553,520 Transfer Out 4,796,659 2,160,710 2,891,510 Total Cost $ 24,125,699 $ 19,171,720 $ 18,558,660 Staffing Summary (Budgeted) Full Time 30.0 33.0 30.0 Part Time 4.4 1.2 1.8 Total Staffing 34.4 34.2 31.8 . l >eal car -2(11- '15 \ >t� l I u�l ct 1',1:2 � Administrative Services Performance Statistics Purchasing Division Highlights 2013 • 488 Requisitions logged; 26.1% increase; • 452 Purchase Orders issued; 3.8% decrease; • 64 requests processed for quotes, bids, proposals and qualifications; 25%decrease; • $77,218 revenue received from on-line surplus auction; 6.7%decrease; • 69% of city-wide spending on green products. Information Technology GIS/Special Districts Highlights 2013 Maintained by the IS Division • $29,021,738 received in Special Districts • Desktop &Notebook Computers tax revenue; 1% decrease • Central Computer Servers • 135,085 parcels submitted to the tax rolls • Printers for 37 special assessment districts with • Enterprise Applications 100%accuracy; • Office Productivity Programs • 1,324 CFD delinquency letters sent; 24% • Multi-Function Photocopiers decrease • Wired & Wireless Networks • 28,754 newsletters sent; 4.8% decrease IS Completed Work Orders Is Completed Work Orders by Type fan 2A 700 241 20 237 S82 15ti 2N 2U — 1i00 1% 230: 196 m 207 W 168 S00 Al) 1s lid v r 315 346 III 400 ii 11f ISU iI1I 1d 300 100 200 110 50 103 I Al 0 0 Ian lMI MX Apr May lun lul Aug Sep Oct Noy De tiara:.ae SoRsvare&fde Account webSen4ces Management Management f 2011 e 2013 9 11112 2013 Fiscal Year 2014/15 Adopted Budget — Page 126 L•.•. Administrative Services Services to the Community I Administrative Services 1 t Geographic • Information Administration Systems (GIS) Information Purchasing • and Special Services (IS) • Districts • Administration • , Adminlst rat ion Procurement of Oversight GIS Mapping Goods and Services Responsibility 1 Systems Support for Administer 38 ii Contract Admin. Finance and Special Districts in 1 Enterprise Human Resources the City Applications Bid Management Departments REGIS Network Services Disposal of City assets(surplus) Telecommunications ; Customer Support Fiscal Year 2014'15 Adapted Budget Page 2:27 L.. ..11 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 b with the highest degree of reliability and timeliness, while a ' maintaining appropriate financial control of City resources. ; 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 4� 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 2014/15 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 27th 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 third consecutive year. • Work in conjunction with other City departments to facilitate more uses of online and mobile payment options for various fees and permits. • Work in conjunction with the Information Services and Human Resources Divisions to upgrade the City's finance and human resources software. • Continue effort initiated in prior year to position the City to improve it's issuer credit rating from the current AA (by S&P)to AA+or AAA in the next three years. (City Council Goal EP-11) E Fiscal Year 2014/15 Adopted Budget— Page 228 L•,':; Finance Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 1,652,003 $ 1,718,800 $ 1,884,420 Operations and Maintenance 56,224 61,890 61,860 Capital Outlay - - - Cost Allocation (291,780) (436,160) (472,560) Debt Service - - - Transfer Out - - Subtotal 1,416,447 1,344,530 1,473,720 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 1,652,003 1,718,800 1,884,420 Operations and Maintenance 56,224 61,890 61,860 Capital Outlay - - - Cost Allocation (291,780) (436,160) (472,560) Debt Service - - - Transfer Out - - - Total Cost $ 1,416,447 $ 1,344,530 $ 1,473,720 Staffing Summary (Budgeted) Full Time 18.0 18.0 19.0 Part Time 0.7 0.8 0.8 Total Staffing 18.7 18.8 19.8 I kc i! 1.c� r 21114%15 Adopted Budget — Page 229 L..•::'] Finance Performance Statistics Finance Highlights 2013 • $2,305,448 received in Business License revenue; 12.4% increase; • $2,259,364 received in Transient Occupancy Tax revenue; 18.2% increase; • $70,362 received in Admissions Tax revenue (new revenue source effective April 2012); • 178,878 cash receipts processed; 7.5% decrease. Business License Data* 2012 2013 7,000 6,131 6,000 5,336 5 5,000 4,000 -1's. 3,000 :``.':.- 2,000 1,155 1,289 1,000 511 q>> IE 0 New Business Business Businesses License Closures Renewals *Data excludes vendors and contractors located outside of Rancho Cucamonga. Bank Owned Properties by Zip Code Tax Delinquency Letters .i 700 1• 1 75 e: 60n 487 527 5N [6 4100 341 Ie �, 11- 1� t t •63 733 ,. • SOD _ 1Sb 132 :a Lia 7:1H r t 5 o p 91701 91730 91737 91739 I,t tenet lnd tptIers I'ald bank Owns 8/14!2012 Sank Darned 12A112012 kW*Owned 2,.1201, 0..Ow,sW6 013 •BeaOanee12,31/I Dec-II ll *Apr 12 •11ek•l2 ■rt 13 ,, Fiscal Year 2014'15 .\Jopted Budget— Page 230 •' ...: 'J • Finance Services to the Community f N Finance I I I I c l N r N / \, Budgeting and Accounting Financial Business Treasury Reporting Licensing Management \71110: \tememmommomme \Toil. \on.........j Accounts Payable Coordinate City's\ / Issuance and Daily Cash Accounts Receivable Annual Budget renewal of Business Management Cashiering Licenses Fixed Assets Prepare Investment of Funds General Ledger Comprehensive Ensures compliance Payroll Annual Financial with City's TOT and Investment Report(CAFR) Admissions Tax Reporting Ordinances \� Fiscal Year 2014115 Adopted Budget— Page 231 L J 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 attract, retain and develop quality employees for the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. The Personnel Services Division of the Department is - responsible for the following elements of the Human Resources 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 2014/15 Budget Highlights • Integrate Injury and Illness Prevention Program Training into the onboarding process. • 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. • Work to improve the efficiency and effectiveness of HR practices and procedures in order to provide better service to internal and external customers. Fiscal Year 2014/15 Adopted Budget - Page 232 L•,'; Human Resources Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 579,274 $ 632,480 $ 733,780 Operations and Maintenance 168,229 152,720 203,610 Capital Outlay - - - Cost Allocation (145,590) (230,450) (268,660) Debt Service - - - Transfer Out - - - Subtotal 601,913 554,750 668,730 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 579,274 632,480 733,780 Operations and Maintenance 168,229 152,720 203,610 Capital Outlay - - - Cost Allocation (145,590) (230,450) (268,660) Debt Service - - - Transfer Out - - - Total Cost $ 601,913 $ 554,750 $ 668,730 Staffmg Summary(Budgeted) Full Time 5.0 5.0 6.0 Part Time - - - Total Staffing 5.0 5.0 6.1• l i,cal Your 201 4, 15 Adopted Budget— Page 233 L• *;;J , Human Resources Performance Statistics Human Resources Highlights 2013 • 29 full-time position recruitments; 6.5%decrease; • 35 part-time position recruitments; 29.6% increase; • 7,507 online applications screened; 11% decrease; • 1,811 paper applications screened; 30% increase. Risk Management Statistics Workers Compensation Claims 2012 2013 General Liability Claims 2012 2013 20 19 19 40 31 18 15 35 16 14 30 14 12 25 1 10 20 8 6 15 12 11 13 _ 6 '4`� 10 Z 8 8 4 " f t 1 1 • 1 5 5 2 3 I 2 i V 0 1 a `� 1l1 � � i 'r, . MKTrl 81dQ/Code CSC) Admin Public FMe 0 Traffic Ctq Potholes Trip&Fill Trees Mlx. Services Sery ices Works Accidents Cantrsuan I iseal Year 2014 15 Adopted Budget — I'.I_� _';-1 Human Resources Services to the Community Human Resources 1 1 i Personnel Risk Services Management \1711111) Employee Classification Safety/Loss Relations Recruitment and Liability Control ICompensation Benefits C Organizational i Development Fiscal Year 2014/15 :Adopted Budget - Palle 135 L.:..:'i 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 been on strengthening the overall operations z `1.: of the Department and expanding community ' partnerships to build a solid foundation for future ,i growth of programs and services that will better serve r f the animals and people in our community. 4(e, 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 2014/15 Budget Highlights • Expand offsite dog licensing and vaccination clinics to improve the license canvassing program to increase licensing compliance,generate educational opportunities,and increase community interaction. • Revise the spay and neuter voucher program to include low to no cost spay and neuter programs for animals belonging to residents with hardships. This program is made possible due to expanded fundraising efforts. (City Council Goal PS-4) • Continue working to create an Animal Center Foundation and Endowment Fund for dedicated fundraising efforts. (City Council Goal PS-3) • 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 that was approved in September 2013. Fiscal Year 2014.. 15 Adopted Budget — Paige 236 L.•... Animal Care and Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 1,995,724 $ 2,244,870 $ 2,317,620 Operations and Maintenance 523,107 491,360 491,500 Capital Outlay 13,927 - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 2,532,758 2,736,230 2,809,120 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 1,995,724 2,244,870 2,317,620 Operations and Maintenance 523,107 491,360 491,500 Capital Outlay 13,927 - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 2,532,758 $ 2,736,230 $ 2,809,120 Staffing Summary (Budgeted) Full Time 21.0 23.0 21.0 Part Time 8.3 6.5 9.2 Total Staffing 29.3 29.5 30.2 I i,u,il 1 L w :'(!I 1 15 Adopted Budget Pa�tlr 237 Animal Care and Services Performance Statistics Animal Center Highlights 2013 • Volunteers donated 9,984 hours of service; • Volunteer fundraising committee raised more than $25,000; • Foster parents donated an additional 80,000 hours to raise more than 800 puppies and kit- tens; • 46 Chihuahuas flown to the east coast and adopted from shelter partners; • The Animal Center was featured on Good Day LA with Cesar Milian; • 176 dogs and cats were spayed and neutered for free through targeted efforts using funds raised by the Animal Center; • 195 small animals adopted, rescued or sent to wildlife rehabilitation facilities. Animal Intake Do & Cats 2013=5,350 ( Ii s � •2013=5,356 Field Calls 3 5'000 4,018 3.972 4,000 - 3,488 r 4,000 3,500 3000 3,000 2,500 2,000 2,000 841 678 1000 1,500 f 29/ emir r Arm. Amor 1,000 0 Jan-June 2012 Jan-June 2013 Stray, Owner Adoption Returned Born at Owner Abandoned, Surrender Returns from Foster Center or Requested Confiscated Care Transfer Euthanasia 2012=5,324 1 �. Animal Outcome (Dogs&Cats) .2013=5,179 �p-a' 2,5(X) 2,327 1,361 _r' 2,000 1,500 , R3/ 1,000 662 122 575s65 70ti64J a 471 500 242 223 yi 79 66 Adoptions Trap Transfer to Placed In Placed Reunited Euthanlaed Euthanl,ed Animal Center Activities a 2012 ■2013 Neuter Correct Foster with with (Behavior/ (Owner Return Center Care Rescue Owner Medical) Requested) 12,734 14,000 �- 12,1100 10.014 �� 10000 7.524 7.721• : Y � Z ' ��� 6.000 rft . f 4,000 ! M . • :WO a 0 .\ field Calls Animal!Reuses Sohd S! ••• a• I fiscal \'ear .2014 15 Adopted Budget — Page 238 L..�•-J Animal Care and Services Services to the Community Animal Care and Services Community Veterinarians Animal Care Field Services Administrative Programs and Services and Adoptions Information Administration ' Community Animal Care Field Service Outreach Officers Animal Spay and Adoptions Neuter Vouchers Volunteers Dispatcher Animal Health Trap Neuter Animal Licensing Program Foster Care and Wellness g Fiscal Year 2014115 Adopted Budget —Page 239 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 '11 '� ii Family Programs, Special Events, Cultural Arts/ Playhouse •ate Operations, and Seniors and Human Services. Each year, thousands of community members benefit from - participating in activities conducted by the Department in programs such as: Playschool, youth activities, Teen Center programs, recreational classes for all ages, 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 Hr Epicenter and Adult Sports Complex, the Department coordinates -- 41111311 the lease agreement with the RC Quakes, a Class A baseball team, and coordinates rentals and filming. The Department also assists . ,, .. dozens of community organizations in their mission with facility ?_ usage and partnership efforts. The Department is proud to offer unique opportunities for the community to experience and enjoy 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 2014/15 Budget Highlights • Work in conjunction with Police and Fire Departments to implement a pilot Park Ranger program to enhance public safety in our most heavily used parks, as well as along the Pacific-Electric Trail and the Cucamonga Canyon area. • Pursue a replacement for the current CLASS Registration Program through a team effort with the Information Services Division. (City Council Goal 00-3) • Oversee additional enhancements to the new outdoor Pavilion at Central Park. • Increased emphasis on Fund Development to augment General Fund support including forging new partnerships with businesses and corporations. •' I meal Year 201-1:15 Adopted Budget Paige 240 L• ' .;] Community Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 3,325,727 $ 3,703,060 $ 4,007,310 Operations and Maintenance 628,208 802,290 735,730 Capital Outlay - 60,000 83,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 3,953,935 4,565,350 4,826,040 Other Funds Personnel Services 2,520,729 2,951,420 2,909,610 Operations and Maintenance 1,983,979 2,357,870 2,166,360 Capital Outlay 481,993 50,000 446,250 Cost Allocation - - - Debt Service - - - Transfer Out 632,000 - - Subtotal 5,618,701 5,359,290 5,522,220 All Funds Personnel Services 5,846,456 6,654,480 6,916,920 Operations and Maintenance 2,612,187 3,160,160 2,902,090 Capital Outlay 481,993 110,000 529,250 Cost Allocation - - - Debt Service - - - Transfer Out 632,000 - - Total Cost $ 9,572,636 $ 9,924,640 $ 10,348,260 Staffing Summary(Budgeted) Full Time 43.0 43.0 45.0 Part Time 160.0 190.5 192.6 Total Staffing 203.0 233.5 237.6 1 i,cal \ car 2.04 15 :V1t11,tL•c1 I, tI Ct 1'<<2,2 '2-31 L.: ;:� Community Services Performance Statistics 2013 Registration Highlights* • Over 39,000 registrations processed annually; • Rancho Cucamonga residents comprise 86% of total registrations; • CSD actively promotes online registration, which is on the rise and includes 35%of all registrations; • Contract Classes introduced new Music Programs; • Contact Classes account for 7%of programs. *Registration numbers exclude the Lewis Family Playhouse and Special Events, which are tracked separately CSC) Program Registrations of n June 2012=25,330 ra Jan-JJi�2013=23,241 25,000 22,060 20,232. 20,000 77014,291,44 . ..I 15,000 10,000 . so.8,250 x,2410 5,009-.. . 5,000 0 Resident Non-Resident Walk-in On-Line Registrations Registrations Registrations Registrations 2013 Program Highlights • Over 46,000 people attended Community Services Department special events in 2013; • Attendance at the Summer Movies and Concerts in the Park Programs increased by more than 15%; • The annual Founders Day Community Parade had a new route and was better than ever. 2013 Playhouse Highlights Lewis Family Playhouse oSeason6(2011/12)=48,550 Ticket Sales ■Season 7(2012113)=56438 • 144 performances during the 2012/13 season; 4.3% increase; 50,000 47,061 • Gift certificate sales for the 2012/13 sea- 45.000 42,10, son totaled $2,940; 5.4% increase; 35,000 • Electronic media and print media are the 30.000 170 211.70 most effective ways of turning contact 25,000 'w with a 20.000 15.000 �' patron into a ticket sale; P m zrs 8,012 , 8,662 • The number of Facebook fans for the 10,000 616Q Lewis Family Playhouse has increased 5000 0 by 25% from 1,179 in 2012 to 1,473 in Resident Non-Resident Tickets Sold Tickets Said 2013. Ticket Sales Ticket Sales On-Line Walk-In/Mail .e• Fiscal Year 2(1-1/15 Adopted Budget — Paige 242 L..-,.J Community Services Services to the Community r Community Services I I i Recreation/ Community Cultural tII Community Outreach f Administration Arts l Services I Sports ports and �Ierical/Admin Aquatics Sports Advisory Marketing/ Outreach Playhouse Playhouse Finance Youth&Teens Senior Advisory Community Professional Programs/ Programs Programs Park Senior Operations Development Programs �. Fiscal Year 2014/15 Adopted Budget — Page 243 L.. ..•] 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 Departments. The Department coordinates the activities, work products, and processes of these areas with the City Manager's Office and other City Departments. In addition, the Department coordinates implementation of the City's Economic and Community Development goals and objectives and capital projects planning programs. FY 2014/15 Budget Highlights • Deliver services of Building and Safety, Engineering, Planning, and Public Works under a common philosophy of innovation and excellent customer service. • Support the City Manager's Office in monitoring and ensuring efficient and timely implementation o f 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 department lines. This will include the implementation of milestones and tracking timelines for accomplishment of the Department's established annual goals and objectives. • Focus on implementation of"Accelerate", the Accela Automation project integrating the development services of the City. • Implement the Economic Development Strategic Plan to lay the foundation for the City's economic development efforts over the next 5 to 10 years. (City Council Goal EP-7) • Continue the reestablishment of the Business Visitation Program as part of the City's business retention efforts. This includes staff members from various City departments contacting businesses that are the top sales tax generators, top employers, Fortune 500 companies, and long-tenured companies. • Continue to provide support to the business community through the City's Economic Development liaison and partnering with programs such as the annual job fair and the Inland Empire Small Business Development Center (IESBDC). • Implement and track the new website "Bring Your Business 2 Rancho Cucamonga" (BYB2RC). • Continue to work with ESRI to assist in the development of site selection tools for economic development. . _. . �� Fiscal Year 2014'l5 Adopted Budget — Page 244 L. ,•J Economic and Community Development Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 143,029 $ 195,310 $ 293,520 Operations and Maintenance - 262,380 228,800 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 143,029 457,690 522,320 Other Funds Personnel Services 33,062 - - Operations and Maintenance 124,998 86,130 52,340 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - 208,250 135,070 Subtotal 158,060 294,380 187,410 All Funds Personnel Services 176,091 195,310 293,520 Operations and Maintenance 124,998 348,510 281,140 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - 208,250 135,070 Total Cost $ 301,089 $ 752,070 $ 709,730 Staffing Summary (Budgeted) Full Time 1.0 1.0 2.0 Part Time - - - Total Staffing _ 1.0 1.0 2.0 1 i cal Veal 2(114/15 Adopted Budget — Page 245 ,L•.': • Economic and Community Development Performance Statistics Please see Performance Statistics for Economic and Community Development in each of the following department sections: Building and Safety Engineering Services Planning Public Works Services Fiscal Year 2014/15 Adopted Budget—Page 246 Economic and Community Development Services to the Community Economic and Community Development Oversee services of: Assist in implementing Prepare and present to Building and Safety City Council's goals City Council a long-term Engineering Economic Development Planning Oversight of key capital Strategy for the City Public Works projects \a Fiscal Year 2014'15 Adopted Budget — Paige ?47 Building and Safety 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 t�- 41/ . . conditions to construction projects. L 1�1• • Enforces the City ordinances and municipal codes through the Code Enforcement Unit. f • Coordinates and assists other City departments in managing building capital improvement projects. R Building and Safety enforces a series of nationally recognized standards and construction codes as well as 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 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 Department provides plan checking and inspection for California Fire Code compliance and all fire, life, and safety inspection activities. The Code Enforcement Unit is responsible for the enforcement of the City's zoning, sign,public nuisance, noise, and various City codes. This unit also directs the Code Enforcement Volunteer Program. FY 2014/15 Budget Highlights • Implement the use of the new permit software—Accela Automation. (City Council Goal 00-1) • Comply with the state mandated mobile home park safety inspections. • Provide and coordinate the activities of three neighborhood clean-ups. • Work with businesses to ensure compliance with sign and shopping cart ordinances. • Consolidate and provide shared services among the department's key work units. • Collaborate with other City departments on special citywide project. Fiscal Year 2014/15 Adopted Budget — Page 248 Building and Safety Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 2,526,964 $ 2,463,190 $ 2,319,000 Operations and Maintenance 173,368 188,640 214,700 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 2,700,332 2,651,830 2,533,700 Other Funds Personnel Services - - - Operations and Maintenance 4,454 40,720 41,390 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 4,454 40,720 41,390 All Funds Personnel Services 2,526,964 2,463,190 2,319,000 Operations and Maintenance 177,822 229,360 256,090 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 2,704,786 $ 2,692,550 $ 2,575,090 Staffing Summary (Budgeted) Full Time 25.0 25.0 24.0 Part Time 0.5 0.9 - Total Staffing 25.5 25.9 24.1 11,e,11 1 car 2014'15 Adopted Budget— l',ice 2-10 L.. ..-J Building and Safety Performance Statistics Inspection Requests 19,581 20,000 19,206 19,500 Building & Safety Revenue 2012=$2,140,780 19,000 •2013-$2,402,&)7 18,500 i., $1,331,092 18,000 j- $1,400,000 $1,126,343 •.s', �, 51,071,5]5 17500 $1,200,000 - -,.'-'riF,,� $1,014,437 i AAS 17,000 $1,000,000 '��.�ti : 2012 2013 $800000 $600,000 Permits Issued $400,000 ./:t•?' yam, 5200,000 3,201 $0 3,500 2,603 Permits Plan Checks 3,0(X) 2,500 2,000 1,000 ■ 1,000 SCO 0 2012 7013 M N - - .. Code Enforcement Active Cases +�: /39H _ 7,500 7,239 i. `;‘,b," ,4 •r_.,, 7,250 n∎.%,, AV 7.000 i v r. tb rtt_ 6,750 6,500 2012 2013 Other Department Highlights • During this time period, customers assisted at the counter increased by 8.6%from 5,051 to 5,485; • Neighborhood Clean-Up event held in 2013 resulting in 9.35 tons of trash removed; • The Building and Safety Department processed 675 permits for photovoltaic solar pro- jects. .e l iscal Year 2014/15 Adopted Budget— Page 250 Building and Safety Services to the Community Building and Safety Support Building/Fire Building Grading Code Services Construction Inspections Services Enforcement Plan Checks and Fire and Inspection and Volunteer and Permit Construction Program Fiscal Year 2(")14.15 Adopted Budget Page 251 • .• 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 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 ti Administration&Budget Section provides imperative management and �' ?r�' fiscal support to all six Engineering sections and is responsible for Capital Improvement budgets. The Land Development Section is responsible ∎, 4 +\ -' for conditioning new development projects to install street improvements 1 1. 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 {; .,r for future generations. The Rancho Cucamonga Municipal Utility , Section is a well-managed enterprise that is dedicated to the operation ' o and administration of the City's electrical distribution system, and i ? N. .,"i,"i project management of electric infrastructure capital projects. ,t ' °"'" -.r' FY 2014/15 Budget Highlights • Update Engineering and Transportation Impact Fees and institute additional City user fees to meet the current needs of the City. (City Council Goal EP-4) • Implement and manage Paid Parking Program at the Metrolink Station and Cucamonga Canyon. (Cit),Council Goal EP-5) • Open a new"Reuse Shed" at the Household Hazardous Waste (HHW) facility. • Manage the Capital Improvement Program for FY 2014/15 totaling $10,646,280. • Begin the construction phase of the I-15 at Base Line Road Interchange Project and assist SANBAG with administration of the project's construction. (City Council Goal EP-3) • Construct traffic signal improvements at Carnelian Street and Banyan Street to complete the signalized corridor on Carnelian Street from Wilson Avenue to the 210 Freeway. • Incorporate the traffic signals along Foothill Boulevard and Base Line Road into the City's upgraded Traffic Management System. • Construct the Deer Creek Bike Trail from Highland to Base Line including the connection to the Pacific Electric Trail. - ��\ Fiscal scal Year 2014/1 5 Adopted Budget Page 252 L•, ;J • Engineering Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 1,388,050 $ 1,527,130 $ 1,609,450 Operations and Maintenance 273,172 402,380 418,580 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,661,222 1,929,510 2,028,030 Other Funds Personnel Services 4,721,169 5,264,550 4,976,750 Operations and Maintenance 7,392,782 14,317,450 12,889,530 Capital Outlay 11,808,368 13,183,440 9,853,610 Cost Allocation - - - Debt Service - - - Transfer Out 1,086,278 1,036,820 1,507,850 Subtotal 25,008,597 33,802,260 29,227,740 All Funds Personnel Services 6,109,219 6,791,680 6,586,200 Operations and Maintenance 7,665,954 14,719,830 13,308,110 Capital Outlay 11,808,368 13,183,440 9,853,610 Cost Allocation - - - Debt Service - - - Transfer Out 1,086,278 1,036,820 1,507,850 Total Cost $ 26,669,819 $ 35,731,770 $ 31,255,770 Staffing Summary (Budgeted) Full Time 32.0 32.0 34.0 Part Time - 0.9 1.9 Total Staffing 32.0 32.9 35.9 `;tom kcal l car 2014 15 ;\d ptL•J 1 tiLIL2ct l',111: 2.5_ L..•:.] Engineering Services Performance Statistics Capital Improvements Highlights The Capital Improvements section is responsible for the design, construction, and installation of various public infrastructure improvements throughout the City. Some key highlights are as follows: • 49 capital improvement projects identified in FY 2012/13 Capital Improvement Program (CIP); • 17 capital improvement projects approved for construction in 2013 totaling $22.4 million in community investment; • Capital improvement projects created an estimated 370 new full and part-time jobs for the region. Land Development • 2,278 permits issued for work in the Public Right-of-Way; 15.6%increase; • 19 customers assisted each day on average at the front counter. Permits Issued by Type •2012=1,971 •2013.=2,278 1000 827 749 773 800 600 449 :474 400 200 0 Lane Closure Right-of-Way Oversize Load sir 1.'1;111101PIV.at / • • l i>ial 1 L•ar 2014'15 Adopted Budget - 13,u1L 254 . ,.'J Engineering Services Services to the Community Engineering Services • Administration/ . Land Transportation Capital Environmental Rancho Budget Development Management Project Programs Cucamonga Management Municipal Utility \ler Clerical/Admin Permit Processing Traffic Signal Project Integrated Waste Billing/Payment Coordination Administration Processing Budget/Finance Track/Parcel Maps Storm Water Vehicle/Pedestrian ; CIP Budget Program Personnel Storm Drain/ Safety Implementation Household Administration Street Hazardous Waste Improvements Traffic Planning Inspection Services Customer Outreach ti Fiscal Year 2014/15 Adopted Budget— Page 255 L�:: -1 Planning Department Budget Summary Overview of Department The Planning Department functions as the professional and technical advisor to the Planning Commission, Historic Preservation Commission and City Council on policy matters and issues concerning the physical development of the community. To provide a comprehensive planning program, the Department manages both current planning cases and long-term projects and special projects. 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 2014/15 Budget Highlights • Staff completed the 2013 Housing Element update that was certified by the California Department of Housing and Community Development in March 2014 and will be in effect until the year 2021. • Continue to staff the public counter to assist residents, business owners and the development community. • Continue to administer the Historic Preservation program including landmark designations, Mills Act contracts and Certificates of Appropriateness. • 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. (City Council Goal ML-4) • Continue to ensure the quality of design and development within the City. (City Council Goals ML-5 and ML-6) • Review the City's long-term objectives for the entire 6,000 acre Sphere area and identify development, mitigation,preservation and annexation potential. • Continue to work with SANBAG on the San Bernardino County Reduction Plan on Greenhouse Gas emissions. I isc,tI i I I'I 'S Adopted Bud�I2Lt— I .r . .'�h L .•., Planning Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 1,150,600 $ 1,319,870 $ 1,354,810 Operations and Maintenance 365,902 553,190 719,320 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,516,502 1,873,060 2,074,130 Other Funds Personnel Services 394,165 414,900 402,750 Operations and Maintenance 22,720 33,130 36,050 Capital Outlay 395,273 949,660 939,560 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 812,158 1,397,690 1,378,360 All Funds Personnel Services 1,544,765 1,734,770 1,757,560 Operations and Maintenance 388,622 586,320 755,370 Capital Outlay 395,273 949,660 939,560 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 2,328,660 $ 3,270,750 $ 3,452,490 Staffing Summary (Budgeted) Full Time 16.0 16.0 15.0 Part Time - 0.5 0.8 Total Staffing 16.0 16.5 15.: a 1 ikeul Year 2(114,'15 Adopted Budget — Page 257 L.....:H J Planning Performance Statistics New Development Highlights 2013 In December of 2013, the Planning Corn- . . ^ ' ,:, . •;, mission approved a Tentative Parcel Map a • and Development Review for Goodman 3:1 i Birtcher to construct two warehouse build- , i I 4 -• ings totaling over 1.5 million square feet _ _ on a property with a combined area of 3.2 •' ,.1 ,;. .y;s, '• `y' million square feet (74.7 acres) in the " ? Heavy Industrial District. Goodman Birtcher North America is part of the . Goodman Group, an international integrat- rt ed property group that owns, develops and 41 manages logistics, warehouse, distribution and business space across continental Eu- rope, North America and the Asia-Pacific region. Planning Counter Visits 678697 663 684 700 641 658 659 650 635 597 598 59 I S4 1568 57623591 50835 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec •2012 •2013 a 2012=51 Planning Department Revenue .2012 Total=$655,661 Approved Planning Applications AzO13=s7 •2013 Total=$718,180 120000 34 35 30 100rxt0 30 80000 25 60000 20 I 15 11 13 40000 10 r iii �. 0 Jan Feb Mar Apr May lune July Aug Sept Oct Nov Dec Parcel Map Tract Map CUP Dev.Review Variance ;• Fiscal Year 2014'15 Adopted Budget — Page 258 L. •-•• Planning Services to the Community Planning Land Use Entitlements Counter Information Environmental Review(CEQA) Design Review Economic Development Historic Preservation Community Improvement Programs and CDBG Long Term Project Management •I:iscal fear 2014'15 Adopted Budget — Page 259 L..'� J• Public Works Services Department Budget Summary Overview of Department The Public Works Services Department's mission is to provide effective and efficient stewardship of the City's public works infrastructure. The . . " Department is comprised of the following sections: = • Facilities: Serving 14 facilities (1 million square feet) • Parks and Landscape: Maintaining 29 parks, 125 street frontage _ 71 miles of landscape, 72,000 trees, paseos and trails • Street/Fleet/Storm Drain: Care for 524 roadway miles and 4,171 catch basins and 203 vehicles, 142 On and Off road equipment, traffic signals regulatory signs, and graffiti removal • Administration/Project Management: Manage departmental support services, contracts, budget and capital maintenance projects as budgeted 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 2014/15 Budget Highlights • Continue to 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. (City Council Goal 00-2) • 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. • Implement the new design for water conservation and landscape renovation for LMD 4. (City Council Goal EP-9) • Continue commitment to greener fleet by replacing vehicles and equipment with alternative fuel options. • Begin the replacement of the roof(phase 1) and patio (phase 2) at City Hall to meet the new Title 24 Cool Roof requirements and seal all penetrations and joints to prevent water intrusion. • 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 such as the Civic Center Landscape Renovation and the Civic Center Parking and Exterior Lighting Replacement projects. kcaI Yew .2014 15 \cluptcd I t1,1,ct l'<<<�c '(�I I •. Public Works Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 4,143,651 $ 4,570,870 $ 4,670,930 Operations and Maintenance 4,802,554 5,841,060 5,978,540 Capital Outlay - - - Cost Allocation (505,940) (835,670) (813,450) Debt Service - - - Transfer Out - - - Subtotal 8,440,265 9,576,260 9,836,020 Other Funds Personnel Services 4,330,293 4,270,630 4,282,760 Operations and Maintenance 8,399,336 8,232,840 9,047,700 Capital Outlay 150,554 335,450 648,070 Cost Allocation - - - Debt Service - - - Transfer Out - 100,000 50,000 Subtotal 12,880,183 12,938,920 14,028,530 All Funds Personnel Services 8,473,944 8,841,500 8,953,690 Operations and Maintenance 13,201,890 14,073,900 15,026,240 Capital Outlay 150,554 335,450 648,070 Cost Allocation (505,940) (835,670) (813,450) Debt Service - - - Transfer Out - 100,000 50,000 Total Cost $ 21,320,448 $ 22,515,180 $ 23,864,550 Staffmg Summary (Budgeted) Full Time 136.0 135.0 132.0 Part Time 35.5 35.3 32.3 Total Staffing 171.5 170.3 164.3 I .ikeal Yc.ur "201-1 l" doped [3uclp:t I'ag 2( I L.::.:_' .J Public Works Services Performance Statistics 2013 Highlights • 765 requests for service through Rancho Responds; 24% increase; • 5 days on average to complete service requests; • 1,717 potholes repaired; • 41,152 sf. of asphalt removed/replaced (357 locations); • 22,700 sf. of asphalt overlays (34 locations); • 9,995 sf. of concrete sidewalk removed/replaced (77 locations); • 876 linear ft. of concrete curb& gutter removed/replaced (29 locations); • 443 sf. of concrete drive approach removed/replaced (11 locations). / Steets After-Hours Call Outs a 2012=323 ■x,13=251 100 91 80 70 68 f SS 111 60 49 41 � ,40 27 • IiIil . I 0 Traffic Traffic Traffic Debris Trees Potholes Misc. Accidents Signals Signs Removal 1 i• Tree Trimming -•h, �lr�-, •2012=2,755 m 2012=8,399 In-House Contractor •2013=3,234 •2013 9,952 3.000 2,555 9,518 I I• r In.000 8,112 010., ' • 2.500 2,09 - I - 8000 2,000 "A^ 1' - „^ 6,000 1.500 1 '-e• 1 000 4.000 0.. l 383 481 ' ' i,:•-.,, 500 2198 2,000 374 �, t r 28 Lt' Trees Trees Trees Trees Trees Trees Prunned Removed Planted Prunned Removed Planted • . . _. }' t' fiscal Year 21)14 15 Adopted I3udgct ---Page 262 ,L, •::•� Public Works Services Services to the Community Public Works Services I Facilities • Parks&Landsc Street Maintenance Maintenance Maintenance ._ City Buildings Fire Stations Urban Traffic Signals Forestry and Safety Lighting Water Street Management Sweeping ■ /Parkways, Medians and Graffiti . Trails Removal \ i Park Facilities and Storm Drain Amenities Maintenance :di Park Landscape H City Fleet MOEN Maintenance _J Concrete and Asphalt \ • Fiscal Year 2014/15 Adopted Budget— Page 263 L. ;: J 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 atmosphere with a oic"°% knowledgeable, service-oriented staff. These efforts were recently recognized / `6s nationally when the Library was awarded the National Medal for Museum and '7(trim-,''''T'.� ~4 Library Services. The National Medal is the highest honor the nation can confer .. on a museum or library. ' 1 .j. Programs and services offered at the Archibald Library and Blanc 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 2014/15 Budget Highlights • Implement "Pop Up RC!" program which is envisioned as a mobile City Hall that can provide a variety of City services ranging from business licenses to library story times to animal microchipping to sidewalk CPR classes, depending on the venue. • Facilitate Digital Literacy Evaluation project to provide technology access for children and to gather information about technology devices for children done by an independent evaluator. • 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 Biane Library into the Rancho KIDS interactive learning center. (City Council Goal EP-12) • Continue to grow the Play and Learn IslandTM project through promotion to other libraries. Fiscal Year 2014. 15 Adopted Budget - Page 264 L•, :• Library Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ 2,762,348 $ 3,049,610 $ 3,095,840 Operations and Maintenance 751,555 1,079,080 1,115,680 Capital Outlay - - - Cost Allocation - - - Debt Service 1,692 9,500 10,500 Transfer Out 511,078 - - Subtotal 4,026,673 4,13 8,190 4,222,020 Other Funds Personnel Services 24,691 18,790 27,730 Operations and Maintenance 136,757 58,850 79,060 Capital Outlay - 250,000 220,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 161,448 327,640 326,790 All Funds • Personnel Services 2,787,039 3,068,400 3,123,570 Operations and Maintenance 888,312 1,137,930 1,194,740 Capital Outlay - 250,000 220,000 Cost Allocation - - - Debt Service 1,692 9,500 10,500 Transfer Out 511,078 - - Total Cost $ 4,188,121 $ 4,465,830 $ 4,548,810 Staffing Summary(Budgeted) Full Time 26.0 26.0 26.0 Part Time 34.9 36.3 36.0 Total Staffing 60.9 62.3 62.0 i4\ 1.i'NC a1 Year2()1-x'1 5 .WOl)kdi 1iuk1`1L•t 1'.I C 265 I L .J Library Services Performance Statistics Library Services 2013 Highlights The Library was awarded the 2013 National Medal for Museum and Library Service for its innovative and responsive work in the Rancho Cucamonga community. The National Medal is the nation's highest honor that can be bestowed upon a library or museum. Councilwoman Williams and Library staff were presented the National Medal by First Lady Michelle Obama at a special awards ceremony at the White House in May 2013. �.: �:, Library Services Revenue Et 2012 •2013 � � $190,037$S 196,512 $200,000 $140,000 $150,000• 101.h16 T- 5100,21 $90, $100,000 $66,246 $55,82 $50,0 $0 Passport Donations Overdue Fines DVD/CD Rentals Revenue Received Collected Collected Comparison: 2012 and 2013 . . n:. 2012 •2013 A PO` 1,139,132 1,200,000 1,092,105 or 1,000,000 800,000 591,334 600,000 54Q545 491,2851yj14y 400,000 Library Visitors items Checked Websl:e Hits Out I iscal fear 21114,15 Adopted l3ud`2ct I'agc L..-;:'J Library Services Services to the Community if Library Services I Technology ' Library r • • Services Services • Budget and Grants and Outreach Tech Centers Adult Literacy Operations Special Projects Services Website/Social Back 2 Basics ,- ' Budget 1 • Adult and Teen Children's Staff Services Services Development • • Personnel Programs � Programs Information Information Services Services Collection Collection • _ et:. . .„. ::. • . •Fiscal Year 2014/15 Adopted Budget — Page 267 .L, . .111..+•;:� Successor Agency to the Rancho Cucamonga Redevelopment Agency Department Budget Summary 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. The 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 infrastructure 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 facilitate the funding of the obligations of the former Redevelopment Agency with Redevelopment Property Tax Trust Fund (RPTTF) remittances from the County of San Bernardino. 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 utilizing bond proceeds to fund capital improvement projects authorized by the bond documents as the Successor Agency has __ • received a Finding of Completion by the State Department of :_ Finance. The primary project to be funded is the construction of the -� I-15 Interchange at Base Line Road improvements. 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 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 2014/15 as the responsibilities of the Successor Agency are in a fiduciary capacity only. I i,.k.al Year 2014/15 Adopted Budget — Page 268 • Redevelopment Agency / Successor Agency to the Rancho Cucamonga Redevelopment Agency Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2012/13 2013/14 2014/15 Operating Budget Personnel Services $ - $ - $ - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - Other Funds Personnel Services - - - Operations and Maintenance 235,739,710 - - Capital Outlay 4,062,588 - - Cost Allocation - - - Debt Service 31,183,794 - - Transfer Out 14,974,771 - - Subtotal 285,960,863 - - All Funds Personnel Services - - - Operations and Maintenance 235,739,710 - - Capital Outlay 4,062,588 - - Cost Allocation - -- - Debt Service 31,183,794 - - Transfer Out 14,974,771 - - Total Cost $ 285,960,863 $ - S - Staffing Summary (Budgeted) Full Time - - - Part Time - - - Total Staffing - - I kcal 1 car 2014'15 Adopted Budget - Page 269 1__:..::"-..J • THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2014'15 Adopted Budget— Page 270 L.•_,o•J Y ♦. • � s • a • � •• RANCHO CUCAMONGA CALIFORNIA CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2014/15 Adopted Budget — Page 271 L �J THIS PAGE INTENTIONALLY LEFT BLANK 1 isL:,iI l �.' ,i I I 1 5 Adopted Budg,et— Page 272 •-.• CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Capital Improvement Program Summary by Category The City's Capital Improvement Program (CIP) for Fiscal Year 2014/15 will provide needed infrastructure improvements city-wide. The CIP summarizes the projects planned for the upcoming fiscal year by the following categories: Beautification—Projects include parkway landscape,median islands,plant material replacement, community trail landscape, and open space preservation. Drainage—Projects include the construction of new storm drains,storm drain lateral connections, flood control channels,catch basins, debris racks and other forms of infrastructure that protect the public right-of-way from hazards caused by flooding and severe weather events. Facilities — Projects involve the construction of new buildings or improving, adding on to, or renovating existing buildings and ancillary structures. Miscellaneous—Projects are the capital undertakings that do not qualify for classification into the other project categories. Municipal Utility—Projects are related to the maintenance, expansion, and improvement of the Rancho Cucamonga Municipal Utility(RCMU)distribution system. Parks—Projects that are located in, on,or adjacent to a park or community center facility, Railroad Crossings — High cost, infrequent projects that require large funding commitments, lengthy construction schedules, and inevitably cause some inconvenience to the local community during the construction period. Railroad Crossings are identified in the City's General Plan document. Streets — Projects include resurfacing of local arterial and residential streets in order to extend pavement life and improve driving conditions as well as widening and extension of streets as need dictates via new development, community needs, and the City's General Plan. Traffic — Projects are typically those that will promote safe and efficient traffic circulation per State and local design standards such as new signals, upgrades to intersections,etc. I kcal Year 2( 1-4:15 .Adopted 13uJgct 1'aL1c 27? CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Capital Improvement Program Summary by Category Following is the total budgeted by category for Fiscal Year 2014/15: Beautification $ 400,000 Drainage 35,000 Facilities 1,675,000 Miscellaneous 748,810 Municipal Utility 461,000 Parks 878,170 Railroad Crossings 1,300,500 Streets 4,430,300 Traffic 717,500 Total CIP $10,646,280 Note: Funds for these projects come from a variety of sources including development impact fees, State gas taxes,and special assessments. These funds are non-General Fund revenues and typically are restricted in how they can be spent. The amounts budgeted will fluctuate annually. Some of the more significant capital improvement projects in each category are discussed below: The Facilities category includes the Civic Center's roof system restoration and patio replacement, landscape renovation, parking and exterior lighting, and roof and patio replacement. It also includes the Library's second floor Rancho KIDS Project. The Miscellaneous category includes utility underground on Base Line Road from Carnelian to Vineyard. The Parks category includes sidewalk improvements at Etiwanda Creek Park,the design of a new park funded by a Prop 84 State Grant named Southwest Cucamonga Park, as well as ADA and CPSC improvements to the park playgrounds in LMD 4R. The Railroad Crossings category includes widening the Metrolink crossing at Hellman Avenue. The Streets category includes Base Line Road at I-15 Interchange capital improvements and local street pavement rehabilitation at various locations. Within the Traffic category, there are three traffic signal installations/upgrades along with an • upgrade of the citywide traffic management center. of the cost and funding source(s) for each project budgeted for Fiscal Year 2014/15 are Details o g ( ) p J g included in the following pages. iscal l cal 2014 15 -\d 1 tcdl Ikud et 1';t 274 L. : :_j CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2014/15 Adopted Budget Capital Improvement Program Detail by Category Category/Proiect Description Funding Source Amount Beautification LMD 4R-Water Conservation and Landscape Renovations LMD 4R $ 400,000 (Multi-Phased Project) Beautification Total: 400,000 Drainage Pacific Electric Trail at Victoria Park Lane-Drainage Improvement General Drainage 35,000 Drainage Total: 35,000 Facilities City Facilities-Roofing Survey Capital Reserve 45,000 Civic Center-Landscape Renovation Capital Reserve 240,000 Civic Center-Parking and Exterior Lighting Capital Reserve 140,000 Civic Center-Roof System Restoration/Patio Replacement Capital Reserve 780,000 Cultural Arts Center-Exterior Joint Repairs Capital Reserve 25,000 Fire District-Jersey Station 174 Training Facility Fire Capital Projects 50,000 Paul A.Biane Library-2nd Floor Rancho KIDS Project Library Capital Fund 220,000 Public Safety Building-HVAC IAQ Law Enforcement Reserve 100,000 Rancho Cucamonga Family Sports Center-Relocation Park Development 30,000 Victoria Gardens Cultural Center-Courtyard Redesign Capital Reserve 15,000 CFD 2003-01 Cultural Ctr 5,000 20,000 Victoria Gardens Cultural Center-Loading Bay Capital Reserve 25,000 Facilities Total: 1,675,000 Miscellaneous Arrow Route Utility Underground-Bear Gulch to West of Archibald Ave Underground Utilities 1,000 Base Line Rd Utility Underground-Carnelian St to Vineyard Ave Underground Utilities 554,570 Bus Stop Pads at Various Locations Gas Tax R&T 7360 18,640 I kcal 1'6ar 2(114 15 \d&iptcd L• CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2014/15 Adopted Budget Capital Improvement Program Detail by Category Category/Proiect Description Funding Source Amount Ped Grant Article 3 74,600 93,240 Illuminated Street Name Sign Upgrade Gas Tax 100,000 Miscellaneous Total: 748,810 Municipal Utility-Electrical Haven Ave Electric Line Extension from 6th St.to 8th St. Municipal Utility 461,000 Municipal Utility Total: 461,000 Parks Central Park-Outdoor Improvements Park Development 50,000 Central Park-Pavillion Phase II Improvements Park Development 82,250 Etiwanda Creek Park- Sidewalk Improvements Park Development 250,000 Park Playground ADA and CPSC Improvements LMD 4R 150,000 Park Playground Rubberized Surface Maintenance LMD 4R 16,000 Park Playground Seat Wall LMD 4R 8,720 Southwest Cucamonga Park-New Park Prop 84 State Grant 283,500 Various Parks within LMD 4-Ballfield Fence and Curb Replacement LMD 4R 37,700 Parks Total: 878,170 Railroad Crossings Arrow Route at Railroad Spur-New Concrete Panels Gas Tax R&T 7360 500 Hellman Avenue at Metrolink Tracks-Widen Crossing Transportation 650,000 (Design and Construction) Citywide Infrastructure 650,000 1,300,000 Railroad Crossings Total: 1,300,500 Streets 4th Street from Archibald to Haven-North Side Pavement Measure I 500 Rehabilitation. Note: possible CalRecycle 3 Rebate 6th Street from Hermosa to Haven-Pavement Rehabilitation Gas Tax R&T 7360 300,000 I kcal 1 cat 2M14 l .Vlopicd 13ukl_c1 I'agk: 270 . .•'J CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2014/15 Adopted Budget Capital Improvement Program Detail by Category Category/Project Description Funding Source Amount, (Construction).Note: possible CalRecycle 2 Rebate 7th St from Hellman to Archibald-Pavement Rehabilitation Gas Tax R&T 7360 20,000 Note: possible CalRecycle 3 Rebate 8th Street from Baker to Hellman-Pavement Rehabilitation Gas'Tax R&T 7360 300,000 (Construction).Note: possible CalRecycle 2 Rebate 9th Street west of Vineyard-Sidewalk Citywide Infrastructure 25,000 Improvements(Design and Construction) Safe Rte To School Grit 90,800 Note: SRTS Federal Cycle 3 Grant 115,800 19th Street from West City Limit to Haven-Pavement Rehabilitation Measure I 474,000 (Construction). Note: possible CalRecycle 2 Rebate Measure I 901,000 1,375,000 Archibald Ave from 4th to Foothill-Pavement Rehabilitation Measure I 500 Note: possible CalRecycle 3 Rebate Archibald Ave from Hillside to North City Limit-Pavement Measure I 500 Rehabilitation. Note: possible CalRecycle 3 Rebate Baker St from Main to Foothill -Pavement Rehabilitation Measure I 350,000 (Construction). Note: possible CalRecycle 2 Rebate Base Line Rd-at 1-15 Interchange Transportation 200,000 (Continuation of Construction) Carnelian St from Lemon Ave to Wilson Ave-Pavement Rehabilitation Measure I 500 Note: possible CalRecycle 3 Rebate Etiwanda Ave from 6th St to Arrow Route- Widening Transportation 75,000 (Conceptual Plan) Citywide Infrastructure 25,000 100,000 Foothill Blvd across SCE Corridor West of Day Creek Channel- Citywide Infrastructure 145,000 Sidewalk Improvements(Survey,Design and Construction) Foothill Blvd from Vineyard to Archibald-Pavement Rehabilitation Measure I 500 Note: possible CalRecycle 3 Rebate 1 i.cal 1 L.0 r 2014 ] 5 .\dopted Bud!,,et - Page 277 L.• .•J CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2014/15 Adopted Budget Capital Improvement Program Detail by Category Category/Proiect Description Funding Source Amount Haven Ave from Wilson to North City Limit-Pavement Rehabilitation Measure I 500 Note: possible CalRecycle 3 Rebate Hellman Ave from Base Line Rd to 19th St-Pavement Rehabilitation Gas Tax R&T 7360 410,000 (Construction).Note: possible CalRecycle 2 Rebate Hermosa Ave from Banyan to Wilson-Pavement Rehabilitation Gas Tax R&T 7360 500 Related to Hermosa storm drain Lemon Ave from Archibald to Haven-Pavement Rehabilitation Gas Tax R&T 7360 500 Related to Lemon storm drain Local Street Pavement Rehabilitation at Various Locations Gas Tax R&T 7360 850,000 (Survey,Design and Construction) Prop 42 109,000 959,000 Madrone Ave North of 9th St-Widening with Southwest Cucamonga Park Gas Tax R&T 7360 500 Rochester from Foothill Blvd to Base Line Rd-Pavement Rehabilitation Measure I 500 San Bernardino Rd from Carnelian to Archibald-Pavement Rehabilitation Gas Tax R&T 7360 20,000 Note: possible CalRecycle 3 Rebate Spruce Ave from Foothill to Base Line-Pavement Rehabilitation Gas Tax R&T 7360 30,000 Note: possible CalRecycle 3 Rebate Victoria Street from Etiwanda to East City Limit-Widening and Pavement Transportation 500 Youngs Canyon Road from Koch Place to Cherry Ave-Street Extension AD 88-2 Etiwnda/Hghlnd 100,000 Streets Total: 4,430,300 Traffic 6th St at Utica Ave-Traffic Signal Installation Transportation 12,500 Carnelian St at Banyan St-Traffic Signal Installation Transportation 300,000 Milliken Ave and Day Creek Blvd Traffic Signals-Upgrade Left Transportation 125,000 Turn Phases Traffic Management Center-Upgrade Project Citywide Transportation 280,000 Traffic Total: 717,500 Total Capital Improvement Projects: $ 10,646,280 isc,i1 l car 014 1 .\doplcd 1),1:,!e 278 ("°.0014-'411.4 Wit i • �- ar i'i; w f 41 lb * ~4 * RANCHO CUCAMONGA CALIFORNIA APPENDIX Fiscal Year 2(114 I Adopted Bud rt — Page 279 (_. •..J THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 201-4'15 Adopted Budget 1'<i�c 280 L.. , CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 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 • Capital projects involve the purchase or construction of major fixed assets such as land, building or permanent improvements including additions, replacements and major alterations 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. Real 1 '1)14: 15 :VloptCLI I3ucigget CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Financial Policies PURCHASING POLICY Purchasing Limits: Less than$5,000 No bid necessary,may use PCard $5,0001 to$50,000 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 Council/Fire 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. I kcal \ car 201-4 I .\Jlk)ptccl l'agc 2X2, L..':. CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 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 50% 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 committed 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 in the event that backfill funding is not provided by the State of California. • 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. I'iscal 1 can 21114 15 _Vlop cd Iiu4c1 Page 2S3 L..',.J CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Financial Policies • Law Enforcement The City's General Fund balance committed for public safety purposes. • Contract Development Services The City's General Fund balance committed for contract development services. INVESTMENT POLICY 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 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 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 California Government Code,the City may invest in the following types of investments: • Securities of the U.S. Government, or its agencies • Municipals(Warrants,Notes and Bonds) • Certificates of Deposit(or Time Deposits) • Negotiable Certificates of Deposit • FDIC—Insured Certificates of Deposit • Banker's Acceptances • Commercial Paper • Local Agency Investment Fund(State Pool) Demand Deposits • Joint Powers Authority(JPA) Investment Pool (Short-Term) • Deposit of Funds • Repurchase Agreements (Repos) • Medium Term Corporate Notes • Investment Agreements 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. l i�ral Ycur 2.014 I .\dopicd IitiJJ_ci I'a ``-I L.. ..J CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget 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, 2013 Comprehensive Annual Report, is $735,030,975. The calculation is included below. Legal Debt Margin Calculation for Fiscal Year 2012/13: Assessed value $ 19,600,826,000 Debt limit(3.75%of assessed value) 735,030,975 Debt applicable to limit: General obligation bonds - Legal debt margin $ 735,030,975 1'i�cal veal. 21)14 15 Adopted 11ulgtst 'age 2 L.. . CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Glossary of Budget Terms Accrual Basis of Revenues are recognized when both measurable and available; Accounting: expenditures 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. Balanced Budget: A budget in which planned expenditures do not exceed planned funds available. Bond: A security ecurit Y wh r e b an issuer borrows money from an investor and agrees and promises, by written contract, to pay a fixed principal sum on a specified date (maturity date) and at a specified rate of interest. 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 Program: number 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. I iscal Ycar 2(114. 15 .\rloptcdl I1u4ct l'awc 2S() L.•• J CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Glossary of Budget Terms 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 facilities and improvements. Capital Projects Used to account for financial resources for the acquisition or construction Funds: of 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. I fiscal 1'k:,11 1)14 1 :1Joptcd l'aL2e _'ti% L. J • CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Glossary of Budget Terms 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 attaining certain objectives in accordance with special regulations, 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 Accounting Principles and 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. GFOA: Government Finance Officers Association 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 Funds: to 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. I isr,tl 1"� a 2(114 15 \dluhtL•LI I'a:c .tiff CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget Glossary of Budget Terms 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. Proprietary Funds: Account for records of operations similar to those found in a business, such as internal service funds and enterprise funds. 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. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include 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. Working Capital: The cash available for day-to-day operations of an organization. I'kcal fear MI4 1 AdopICU 11;i_� _.XO CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2014/15 Adopted Budget List of Acronyms ADA Americans with Disabilities Act HVAC Heating, Ventilating, and Air AQMD Air Quality Management District Conditioning BERT Business Emergency Response IAQ Indoor Air Quality Training IESBDC Inland Empire Small Business BYB2RC Bring Your Business 2 Rancho Development Center Cucamonga IPM Integrated Pest Management C.A.N.I.N.E. Campus Awareness, Narcotic KIDS Kids Interactive Discovery Space Intervention,Narcotic Education LED Light-Emitting Diode CAFR LMD Comprehensive Annual Financial Landscape Maintenance District Report PCI Pavement Condition Index CAL-ID RAN California Identification System PD Park District Remote Access Network PERS Public Employees Retirement CDBG Community Development Block System Grant PSVN Public Safety Video Network CERT Community Emergency Response RCLS Rancho Cucamonga Library Training Services CFD Community Facilities District RCMU Rancho Cucamonga Municipal CIP Capital Inprovement Project Utility CNG Compressed Natural Gas REGIS Rancho Enterprise Geographic CPI Consumer Price Index Information Systems CPR Cardiopulmonary Resusitation ROPS Recognized Obligation Payment CSD Community Services Department Schedule CVWD Cucamonga Valley Water District SANBAG San Bernardino Associated EIR Environmental Impact Review Governments ESRI Environmental Systems Research SBCERA San Bernardino County Employee Institute Retirement Association FLSA Fair Labor Standards Act SBOE California State Board of FTE Full Time Equivalent Equalization FY Fiscal Year SCE Southern California Edison GFOA Government Finance Officers SLD Street Lighting District Association TOD Transit Oriented Development GIS Geographic Information Systems TOT Transient Occupancy Tax GOTMD Greater Ontario Tourism VLF Vehicle License Fees Marketing District HdL Hinderliter de Llamas HHW Household Hazardous Waste HR Human Resources I kcal Year 2014 15 AduptLJ 1;t (IL ct 1), �c % L.,':J