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ADOPTED BUDGET
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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.
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1 iscuI Year 2014/15 Adopted Budget- Page 7 . ;:
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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.
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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
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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
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,. }- 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.
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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
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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 •;•
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1 Year 2014'15 Adopted Budget — Page 64 L. J
11-..•
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.. 4, ,_
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. ... ., ...... 4
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
ti
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Fiscal Year 2014/15 Adopted Budget — Page 6S L, •
•-,�
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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
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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
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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
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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,.���
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CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL
Budget
Summary
Fiscal Year 2014/15 Adopted Budget Page 87 L •;;J
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I i c,il l Lcar 2014/15 Adopted Budget — Page 88
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Fiscal Year 2014:15 Adopted Budget — Page 90 L• ' J
A bli w‘'?-9 7 3
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4 dr. a s
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL
Revenue
Summaries
._ . .
r � �
...
Fiscal Year 201 4/15 Adopted Budget — Page 91 2 ;
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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.
•
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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... ..-
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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% • •
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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
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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
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t« • •
•
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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
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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/
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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
•
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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
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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
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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