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Budget 2015-16 i i „---------... �I �-' A NC HO�- UCO NGA •,• • 1 .,„,,,,,,,,,„0.4000...... .,. , 1 - ., , . .. ii .I ' .plc. » . I a i .$ , :'!: -,r (Irvi,.rukui / / ow I \21 .1p4 . w ! . , c.-- t. 1 :1: • .-,,- :'•',:, l• , a ' fr 111. ill'ill '40r AI ... i ,per,, <r:�;• t 5 - , . 1 w. MMI • , _� t 4. II oe ammun i .wi .4 ��� r ! V�r l %,..,.'" l':-.' illky,) t•'-‘) ill ' , 's: ' . - tit. ( FISCAL YEAR 2015/16 I ADOPTED BUDGET 1 I I I I I I I CITY OF I RANCHO CUCAMONGA, I CALIFORNIA I I I FISCAL YEAR 2015/16 I ADOPTED BUDGET I I I I I I I °I' '-ANCHO OJCAMONGA I i unampipowfim 1 r, ogiiit , ' Irr li,..43 ,.-r,t e-- ''.; . 0'., .. , f 4 r ` 5. . ,:___%.. ..- -V F1's( NI \I,1It )015'16 ADOPTED BUDGET I About the cover..... The Rancho Cucamonga Police Department is dedicated to building upon strong community relationships, finding innovative and efficient methods of policing, and combatting crime in every I manner possible. In 2013, the City purchased "Dare" and "Deja", bloodhound sisters trained in the field of trailing human scent. Since their deployments with their deputy handlers the two teams have located 40 missing or fleeing people, and they do so very rapidly thereby saving hundreds of man-hours. Because of the efficiencies realized with Dare and Deja, this year, "Smokey", a narcotics detection canine was added to the unit. Smokey will reduce the amount of man hours spent searching for secreted narcotics and detecting when money is connected to narcotics handling. In addition, electric motorcycles have recently been added to the fleet and will patrol the City's I parks, Pacific Electric Trail, and canyons with no emissions and silent operation in order to gain the advantage in approaching critical situations. Grant money will be utilized to increase patrols in critical areas; to increase patrols during the busy holiday shopping season; to closely monitor residents who are sex registrants, parolees or probationers; and to continue ground breaking active shooter response training. In order to continue to develop stronger community relationships, monthly meetings are held with I a newly formed Citizen Advisory Committee along with the deployment of Community Oriented Policing strategies. All patrol functions are greatly enhanced by the hundreds of hours donated by Volunteer Units. Depicted on the cover are several Citizen Volunteers certified to conduct patrol functions on bicycles. The high level of police presence and low crime statistics enjoyed by the residents our City would not be attained without their selfless service. I I ' CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2015/16 Adopted Budget • Table of Contents I Page Introduction 1 City Manager's Executive Summary 3 Attachment A — Department Budgets 31 I Attachment B —2015 City Council Goals 53 GFOA Distinguished Budget Presentation Award 57 IGeneral Information 59 City Officials 61 Organization Chart 63 I Functional Units by Fund Type 65 Snapshot of the City of Rancho Cucamonga 67 Population by Age 68 IEducational Attainment 69 Principal Employers 70 I Principal Sales Tax Remitters 71 Budget Guide 73 Budget Process 74 IBudget Process Flow Chart 76 Summaries of Financial Data 77 IBudget Summary 79 Revenue Summaries 81 I Revenue and Resource Estimates 83 Revenue Summary by Category — Operating Budget 88 Revenue Detail — Operating Budget 90 I Revenue Summary by Category— All Funds 96 Revenue Detail — All Funds 98 Revenues by Fund 118 IExpenditure Summaries 123 Expenditure Summary by Department—Operating Budget 124 I Expenditure Summary by Category—Operating Budget 125 Expenditure Detail—Operating Budget 126 Expenditure Summary by Department—All Funds 132 I Expenditure Summary by Category—All Funds 133 Expenditure Detail — All Funds 134 Expenditures by Fund 162 I Funded Positions by Department — Summary • 167 • Funded Positions by Department—Detail 168 I 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget ' Table of Contents Page Summaries of Financial Data 175 ' Spendable Fund Balances 177 Summary of Changes in Spendable Fund Balances 181 ' • Departmental Budget Details 185 Governance , City Council Overview of Department 186 FY 2015/16 City Council Priorities 186 ' Three-Year Expenditure Summary by Funding Source/Category 187 Three-Year Staffing Summary 187 City Clerk - ' Overview of Department 188 FY 2015/16 Budget Highlights 188 Three-Year Expenditure Summary by Funding Source/Category 189 ' Three-Year Staffing Summary 189 City Treasurer Overview of Department 190 , FY 2015/16 Budget Highlights 190 Three-Year Expenditure Summary by Funding Source/Category 191 Three-Year Staffing Summary 191 ' City Management Overview of Department 192 FY 2015/16 Budget Highlights 192 , Three-Year Expenditure Summary by Funding Source/Category 193 Three-Year Staffing Summary 193 Performance Statistics 194 Services to the Community 195 Records Management Overview of Department 196 1 FY 2015/16 Budget Highlights 196 Three-Year Expenditure Summary by Funding Source/Category 197 Three-Year Staffing Summary 197 ' Performance Statistics 198 Services to the Community 199 Public Safety ' •Police Overview of Department 200 FY 2015/16 Budget Highlights 200 ' Three-Year Expenditure Summary by Funding Source/Category 201 Three-Year Staffing Summary 201 , Performance Statistics 202 Services to the Community 203 1 ' CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2015/16 Adopted Budget Table of Contents I Page I Fire District Overview of Department 204 FY 2015/16 Budget Highlights 204 IThree-Year Expenditure Summary by Funding Source/Category 205 Three-Year Staffing Summary 205 Performance Statistics 206 IServices to the Community 207 Other City Departments Administrative Services IOverview of Department 208 FY 2015/16 Budget Highlights 208 I Three-Year Expenditure Summary by Funding Source/Category 209 Three-Year Staffing Summary 209 Performance Statistics 210 I Services to the Community 211 Finance Overview of Department 212 I FY 2015/16 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 Human Resources I Overview of Department 216 FY 2015/16 Budget Highlights 216 Three-Year Expenditure Summary by Funding Source/Category 217 I Three-Year Staffing Summary 217 Performance Statistics 218 Services to the Community 219 I Dept of Innovation and Technology Overview of Department 220 FY 2015/16 Budget Highlights 220 I Three-Year Expenditure Summary by Funding Source/Category 221 Three-Year Staffing Summary 221 Performance Statistics 222 I Services to the Community 223 Animal Care and Services Overview of Department 224 I FY 2015/16 Budget Highlights 224 Three-Year Expenditure Summary by Funding Source/Category 225 Three-Year Staffing Summary 225 I Performance Statistics 226 Services to the Community 227 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Table of Contents Page Community Services I Overview of Department 228 FY 2015/16 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 Economic and Community Development Overview of Department 232 ' FY 2015/16 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 Building and Safety ' Overview of Department 236 FY 2015/16 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 ' Engineering Services Overview of Department 240 FY 2015/16 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 Planning Overview of Department 244 FY 2015/16 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 , Public Works Services Overview of Department 248 FY 2015/16 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 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget 1 Table of Contents Page 1 Library Services Overview of Department 252 FY 2015/16 Budget Highlights 252 1 Three-Year Expenditure Summary by Funding Source/Category 253 Three-Year Staffing Summary 253 Performance Statistics 254 Services to the Community 255 1 Capital Improvement Program 257 Summary by Category 259 Detail by Category with Funding Source(s) 261 Appendix 267 Financial Policies 269 1 Long-Term Debt 273 Glossary of Budget Terms 274 List of Acronyms 278 Description of Funds by Fund Type 279 1 1 1 i 1 1 1 i 1 � 1 1 1 AbAg:tei V_Aroieio•wirr L.�1,4, RANCHO 1 CUCAMONGA CALIFORNIA 1 1 1 1 INTRODUCTION i 1 _ frci& 1 1 i Fiscal Year 2015/16 Adopted I udgct Page 1 L':�;•J . .. 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK ' t I I I kcal Year 201 5/16 Adopted 1ludget Page 2 I ;MEMORANDUM Lj!P"' CITY MANAGER'S OFFICE RANCHO CUCAMONGA Date: June 18, 2015 To: Mayor and Members of the City Council By: John R. Gillison, City Manager ' Subject: FISCAL YEAR (FY) 2015/16 BUDGET ' Preparing for the Future ' Investing in the world-class community Rancho Cucamonga continues to aspire to be ' At the City over the last 12 months we have spent considerable time thinking about what it means to truly be a world-class community. As one of the first post-Proposition 13 incorporated cities, ' and one of the few truly planned communities in Southern California, Rancho Cucamonga has not become the desirable place to live, work and play in San Bernardino County by accident. The City was carefully planned and thousands of hours of time and effort were invested by those early founders, Councilmembers. Planning Commissioners, and City staff to create a vision and bring that vision to fruition. The hallmarks of those early efforts are all around us today. including the Epicenter, Central Park, the Lewis Family Playhouse, two amazing library locations. Victoria Gardens. Terra Vista and Victoria Planned Communities, the Foothill shopping corridor and the Haven Avenue office corridor, to name just a few. Whether you call it a family-friendly community, a world-class community, the Beverly Hills of the Inland Empire, or simply Rancho Cucamonga, the City founders had an amazing vision for those first 30 years. ' With the retirement of many of our long-time employees, commissioners, and others, as well as the passing of some true community icons, the City is at a crossroads. Yogi Berra famously said "When you come to a fork in the road, take it" which is a rather humorous riff on the choices we all face each day. Perhaps more appropriate to the current situation is his other quote about "If you don't know where you are going, you might wind up someplace else." If the history of Rancho Cucamonga teaches us one thing, it is that the City was founded upon the idea of knowing where you are going so you don't wind up someplace else someplace else you would rather not be. As we recover from the great recession, we recognize that Fiscal Year 2015/16 is a key point in the City's history. With three straight fiscal years of mostly positive revenue growth, we will finally return in FY 2015/16 to the City's pre-recession historic peaks of revenue. employment, and economic growth. Good news you say? Indeed it is. The challenge is that expenses continue to rise at equal or greater rates due to normal cost escalation factors and 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 -)15/16 Adopted liud`gct Page 3 L•�;.j1 And so we come full circle to the time spent thinking about what it means to be a world-class community. At the staff level our vision and purpose is to challenge the notion that government is "good enough." As a group, we are passionate about delivering innovative, high-quality, cost- effective, and efficient municipal services. We seek to work with other such dedicated professionals. residents, and businesses to create a world-class community for people to live, work, and play. These principles will help guide the next 30 years of efforts as, under the City Council's leadership. we create new goals. new aspirations and new milestones that further our • vision and purpose. FY 2015/16 represents the first full affirmative step down that path, from the fork in the road, 1 towards a goal that we are creating as we go to ensure we don't arrive somewhere we didn't intend to be. Before any long journey, we all must prepare. The Merriam Webster Dictionary defines preparation as "the action or process of making something ready for use or service or of I getting ready for some occasion, test. or duty". In FY 2015/16 we will begin the preparation for the next stage of the journey. It is critical that as we prepare, we do not lose focus. We have to prepare fiscally, strategically, and comprehensively to advance the goal of a world-class community. It is well known that most new businesses fail because of a lack of preparation and planning. One of the best quotes in this regard was by the long-time Indiana basketball coach Bobby Knight who said "Most people have the will to win, few have the will to prepare to win" (emphasis added). Fiscal Preparation ' "Economy is the method by which we prepare today to afford the improvements of tomorrow." Calvin Coolidge A key question in regard to preparation is where the City of Rancho Cucamonga is fiscally. As my staff and I pondered how to quantify. in a meaningful and objective fashion, the City's fiscal health, we were pleasantly surprised at a League of California Cities annual conference in September 2014 to hear that the League was debuting its new California Municipal Financial Health Diagnostic. This new tool was created to provide a way for cities to self-evaluate their overall financial condition and to provide the results in a format that is readily understood by the general populace. The new League tool recognizes that determining fiscal health is not just a matter of numbers: it requires analysis. forecasting. and some context to get to a meaningful measure that can serve as positive reinforcement of a job well done or a kind of early-warning system for financial problems that may be brewing. In early 2015. the City's amazing Finance Director and Budget Analyst began working through the financial data behind the diagnostic's 13 indicators of fiscal health for the General Fund. These fiscal indicators included evaluating any recurring deficits, increasing liabilities, use of short-term budget-balancing measures, pension fund liabilities, and any public service level deficiencies among others. A number of cities in California have completed the Financial Health Diagnostic, although most probably have not. But only a handful of communities have chosen to complete the analysis and share the results publically. And I admit, going into it, I was initially hesitant also. Although my 30 years of professional public administrative experience, including graduate and post-graduate degrees. all led me to the conclusion that Rancho Cucamonga was fiscally sound, no one had ever created this kind of comprehensive tool for data analysis and I was concerned there might be hidden weaknesses that were more concerning than had first appeared. ' —AI • �.: 1 iscal Year 2015/16 Adopted Budget - Page 4 �L. J ' . A. I IAs the summary below illustrates, however, the analysis reinforced what our collective professional experience had similarly told us: based on the Financial Health Diagnostic, the City's I General Fund is in a very healthy condition in 11 of the 13 categories, with some notes of City of Rancho Cucamonga General Fund(001 only) caution being the order of the day The California Municipal Financial Health Diagnostic for the future in two categories. I ' Financial Health Indicators-Summary would invite anyone with doubts Indcator Rating or concerns about Rancho 1 Net Operating deficit/surplus Healthy Cucamonga's fiscal health to put I 2 Fund balance Healthy this scorecard up against any other city in California. After 3. Liquidity Healthy reviewing this with the experts at 4. Fixed costs&labor costs Caution the League of California Cities, I5. General fund subsidies of other funds Caution we are quite confident that Rancho Cucamonga remains 6. Constraints on budgetary discretion Healthy solidly in the relatively small ' 7. Balancing the budget with temporary funds Healthy group of ''A" level fiscally sound 8 Balancing the budget with borrowing Healthy communities in California. I 9. Balancing the budget by deferring employee compensation costs Healthy With respect to those two areas of 10 Balancing the budget with backloaded debt service payments Healthy caution, they are fixed costs and 11.Funding operating costs with non-recurring development revenues Healthy labor costs as well as General I fund subsidies of other funds. In 12.Timeliness and accuracy of financial reports Healthy fixed and labor costs, overall 13 Service level solvency Healthy costs in this category have grown I S 2014 Cahlo,naCOdmanee onn by less than 1c/0 over the 5-year review period as a percentage of total expenditures, but nevertheless this reinforces the need to continue to maintain fixed cost growth controls in the future. Many of these costs, like water, I electricity and fuel are not in the City's direct control, but efforts to conserve, improve efficiency, and go "green" are ways we can mitigate that lack of control. Labor costs are partly within the City's control as to salary and benefits, and partly outside the City's control as to CaIPERS costs. Fortunately, the City Council has been incredibly foresighted in balancing the need for high quality, experienced, innovative and dedicated employees who are fairly compensated against the never-ending pressures of the marketplace. As a result, the City aggressively took steps to reduce medical and pension costs before it became a recent trend and has always had a `live I within our means" approach to employee compensation. Rancho Cucamonga is and will continue to be a "great place to work" but those who find their only goal is to maximize salary and benefits will soon realize this is not the organization where they will satisfy that need. "General Fund subsidies of other funds" is the second area that warrants caution; this is completely related to the ongoing challenges in certain special districts. and steady growth in the General Fund's contribution to Sports Complex operations. This category reinforces the need to make sure that ' our LMD's. SLD's, and CFD's remain self-supporting based on their assessment charges - either by incrementally increasing rates, reducing expenses or reducing maintenance and amenities - without the use of General Fund subsidies. 1 Fiscal Year 2015/16 also contains other indicators of overall fiscal health for the City of Rancho Cucamonga. In March of 2015. Rancho Cucamonga's unemployment rate continued to decrease even more. The State Employment Development Department reported an unemployment rate of I 4.7% for March. down from 5.4% in January. Most economists agree that anytime unemployment reaches 5% or lower, this is statistically considered full employment. Looking back at the City's history. we see this to also be true during times of positive economic growth. Unfortunately. we I Fiscal Year 2015/16 Adopted Budget Page 5 Lis.:`J ' 1 also know the current numbers are skewed by under-employment and some de ree of wage Y 9 9 stagnation, both of which are larger macro-economic issues at the State and Federal levels. New home construction has also begun to pick up. In the last 24 months, the City has approved permits for over 582 new single family homes and 320 new multi-family homes. Other construction activity is increasing also. which will improve assessed values but also add jobs in many cases: • Under environmental review right now is the Empire Lakes project which, as proposed, would replace the 160 acre current golf course, that has long lost money, with between 111 3,000 and 4,000 new single and multi-family homes, including for sale and rent, attached and detached. The development would be transit oriented, walkable and urban in scale and feel with mixed use commercial along Fourth and 6th Streets. ' • Goodman Birtcher, one of the largest industrial developers in the world, has nearly completed its project with two industrial buildings at Etiwanda Avenue and Arrow Route. which total over 1.6 million square feet of warehouse space. With the final work underway ' for the dock packages for the end user. these two buildings, which are also connected to RCMU, will generate electric loads of between 1 and 2 megawatts, making them some of the largest electricity users in the City as well as significant employers. • Lewis Operating Corporation has submitted a request to develop and operate a commercial center on almost 11 acres at the northwest corner of Base Line Road and Day Creek Boulevard. With a total building area of 100.135 square feet, the project will include 5 multi-tenant buildings. 2 restaurant pads and a Stater Brothers Grocery Store as the anchor tenant. • Monet Avenue in Victoria Gardens is undergoing a rebranding by creating a new sophisticated modern look. This includes new landscaping, public art, outdoor street furniture in "parklets" and new brick hardscape to create "Monet 2.0". • Hamilton Family Brewery is installing a fenced outdoor patio beer tasting area and expanding their existing brewery into the adjoining suite to double their size to over 3,360 square feet. • Klatch Coffee is now offering classes to the public on how to roast coffee, how to make specialty drinks. and how to succeed in the coffee business. This educational component is in addition to their current roasting and coffee production. • Frito-Lay proposes a 46,800 square foot automated warehouse addition, including a 92 foot tall tower, to their existing facility. The warehouse addition will improve product distribution from their manufacturing facility to the consumer. 1 1 t 1 Fiscal Year ?O 15 16 Adopted I3uduct Page 6 L.(;:•J •-.. I IRevenues I Another positive local economic indicator is property tax growth. For FY 2014/15 the City saw a net taxable value increase of 7.03% overall and an increase in median price for single family residential by more than 9.86%. These I gains were consistent with or higher than pro Tax Dollar y • many other places in San Bernardino g rkdown County, which is a good sign. Putting the I numbers into perspective is key, however. Rancho Cucamonga incorporated after the Education passage of Proposition 13 and thus saw) I receives minimal revenue from property taxes overall, especially in comparison to many of our much older surrounding neighbors such as Ontario, Upland and I Fontana. If you take a look at a typical dollar of property tax in Rancho Cucamonga, the County Rancho City's General Fund receives $.05, the / ■ F`rT;omy7.1 ICounty gets about $.15, various special ' , };,; 41 ,��, ���an�mow districts get a total of about $.20 and "°"" mi . haled Education (K-14) gets about $.60, as shown ®® MKS. Iin the graphic here. ® $0.125 • ;; In total. the City receives about$7.45 million 4-. I annually in property tax (excluding property $0.05 :,• tax in-lieu of vehicle license fees). This revenue is shared between the City General Fund and the Library Fund. The General Fund's I share of this revenue (approximately $5.10 million) is used to help fund the $74.27 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 I finance, technology, 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. IObviously, 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 2015/16, I this area also continues to show positive growth of 8.9%, and is up to $28.9 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, and for FY 2015/16 will essentially return back to our pre-recessionary sales Itax peak which occurred in FY 2007/08. This year also marks the beginning of the end of the complicated sales tax-related funding swap I known as the Triple Flip. The Triple Flip began in 2004. when the state issued Economic Recovery Bonds and needed a way to guarantee repayment on those bonds. For cities, the Triple Flip meant that % of local sales tax revenues were transferred to the state and backfilled instead I by property taxes, using an estimate based on prior year sales tax revenues. This also created an annual, late "true-up" payment to align estimates with actual revenues. Over the last 10 years. this convoluted system of estimated payments and then subsequent true-up allocations has made forecasting sales tax. the City's largest source of revenue, difficult at best. Thankfully, the State's Ibudget situation has improved over the last several years, making it possible for the Economic Fiscal Year 2015/16 Adopted Budget - Page 7 L.•• .•� dg Recovery Bonds to be paid off in July 2015. With that, the Triple Flip mechanism will wind down accordingly by the end of 2016, which will help with revenue forecasting in future budget years. 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 under 5%, 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. Further, the City's lack of automobile dealerships. and heavy reliance on general consumer goods, moderates potential sales tax gains. While the outlook is positive in the mid-term future. the actual percentage growth will likely be rather modest and, as such. will not contribute to major revenue increases that outpace expenses. Indeed, short-term future forecasts indicate sales tax will generally keep pace with increases in fixed costs if those cost increases are moderate in nature. Reserves ' 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 budgeted reserve funding, the receipt of one-time revenues, and expenditure savings, the City was able to slightly improve its reserve funding at the end of FY 2013/14 by 3.01% as compared to the end of FY 2012/13. The current FY 2015/16 budget is balanced with recurring revenues equal to recurring costs and no use of reserves for ongoing expenses to balance the General Fund budget. ' 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 and remains committed year after year. 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 set aside $607,480 to go into reserves, and that amount was increased for FY 2015/16 to $700,000, which is 3/4 of the way to our goal of $1 million per year into reserves. If additional one-time revenue becomes available during the year, it will be added to the aforementioned amount. Finally. although it may seem minor in comparison, FY 2015/16 marks the first year since FY 2008/09 that the City is able to once again begin full annual depreciation on our technology infrastructure to ensure that as hardware and software ages we have the funds available to replace and upgrade both as needed. 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. Cost Increases , With the return to a more positive economic outlook, also comes increased costs in many sectors of the economy. From April of 2011 through April of 2015, the Consumer Price Index for the Los Angeles-Riverside area increased 4.4%. While this increase is much more modest than might otherwise have been expected. it masks what is happening in the area of utility costs. In that same 2011 through 2015 time period, electricity (provided by SCE) has risen 4%. and water (provided by CVWD) has risen 25% for potable water and 17% for reclaimed water. Water in —nglos101111111.11110111111.1111111.111.1MINUNPW"--- APO Fiscal Year 2015/16 Adopted Budget - Page 8 L••: J I particular, with the drought and mandatory requirement for 32% conservation in Rancho Cucamonga, is a commodity that must be closely monitored; the proposed Stage 6 drought rate is 81% higher than 2011 costs. 98% of the City's water use is outdoors; the vast majority of that is for parks for youth and adult sports. and landscape maintenance. Without dramatic actions to reduce turf water use in particular. the City could otherwise face water rate increases for potable water of 10% to 40%. 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 to keep pace with inflation, minimum wage increases, the requirements of the ' Affordable Care Act. mandatory sick time for part time employees, and other State and Federal mandates. The City of Rancho Cucamonga, like other private and public businesses, is doing what it can to control the effect of fixed and overhead cost increases. The City regularly bids out all of its major contracts to ensure that it is giving new vendors the opportunity to compete for business and obtaining the best price possible in the marketplace. With respect to utility costs, the City is re- examining operations at all facilities, including parks, to identify non-core areas for water, electricity or maintenance savings. For example, next fiscal year all Fire Stations in the City will convert their landscaping to drought tolerant or artificial turf, as appropriate, to help lead the way in water conservation. Similar projects will happen in numerous municipal parks, medians, and landscape areas. All of these projects would take a tremendous amount of space to detail, but as one illustration, the Civic Center is a good example of our progressive thinking in this regard: • Included in the FY 2015/16 budget is $250,000 to change out the Haven and Civic Center drive landscaping, remove the turf, and go to a drought tolerant. low water use. minimal maintenance design. • Last fiscal year we replaced all of the Civic Center exterior parking lot lights with LED fixtures to improve safety and cut overall lighting costs by more than 50%. • Prior that. all interior to t at. al ntenor lights were replaced with LED or high efficiency fluorescent. Thermostat settings in the summer have been increased to reduce the amount the HVAC is used. A new white reflective roof was put on to help reduce heat transfer. Our HVAC system has been upgraded to Variable Air Volume boxes and high- efficiency variable speed motors. All interior plumbing fixtures are low water use or waterless. • Last fiscal year. a solar carport was installed in the north parking lot and the solar panels will be finished completely in a Phase 2 this fiscal year. When completed, this structure will generate clean, free solar energy helping to offset approximately 20% of the Civic Center's energy load during peak production months. As noted previously in the Financial Health Indicators, one of the challenges the City faces is continuing to ensure that the special districts, LMD's. SLD's & CFD's. remain fiscally stable without relying on the General Fund for a permanent subsidy. If these funds do not balance revenues and expenses, they will be in a state of structural deficit. Because Rancho Cucamonga receives limited property tax revenue, relying instead on sales tax, transient occupancy tax, franchise fees and business license revenue to make up for the low property tax revenue the City receives, the General Fund cannot remain stable and healthy. covering its own expenses and saving up for capital and infrastructure maintenance and replacement. if it subsidizes other special funds. One of the challenges has been, and remains, that the Consumer Price Index (CPI) has risen 1% or less for several years while utilities and contracts have risen considerably more than Fiscal Year 2015/16 Adopted Budget - Page 9 •' L• •• I 1 1%. Because the inflationary index from year to year in the newer LMD's is tied to CPI, this makes balancing their budgets very difficult while also trying to save for capital replacement or convert expensive turf areas to drought tolerant plantings. The City is working aggressively to implement drought tolerant conversions in LMD 4R and LMD 2R where capital exists. including any eligible rebates. but work is going slow due to the lack of capital funding. Some of the other major fiscal factors the City has to contend with in FY 2015/16, as it prepares for the future, include: • The City's crossing guard contract increased by $41.800. going from $393.200 to ' $435,000 due to costs associated with increases in minimum wage and sick leave for part time employees SANBAG has implemented a Maintenance of Effort requirement for Measure I. This will • p q require all local agencies to ensure that they maintain at a minimum level as established prior to Measure I. their General Fund expenditures for street maintenance. For Rancho Cucamonga this level will probably be in excess of $500.000 per year. One of the major cost increases impacting the City's budget is the contract for law enforcement 111 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. The good news is that 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 Sheriff's contract, unrelated to any significant expansion of resources. Some of these increases include: 1 • 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, although the rates have remained stable since that time. • 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 in order to maintain funding: FY 2015/16 will see another stunning 110% increase because of the accident history of the department. • 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. Fortunately these costs are generally remaining stable in FY 2015/16 with increases under 1%. —114.01111141111110.1111111111111.11111111111101.11PPP"mmwmungnium.t....m.—. , -,—.1preep•momie::41 0141 . Fiscal Year"..015/16 Adopted Budget — Page 10 • With the demise of the old Ford Crown Victoria, which is no longer produced. the County has switched to new Ford Explorers Utility Vehicles. Although expected to get better fuel economy, this more expensive vehicle 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. 3.96% in FY 2014/15, and 6.14% for FY 2015/16. These rates are expected to continue to rise in similar fashion for the following 3-4 fiscal years before leveling off. In part this is due to SBCERA earning lower interest on its investments, in part it is due to retirees retiring earlier and living longer, and in part it is due to the added cost of two pension obligation bonds the County unilaterally entered into in the early part of this century, which have yet to be paid off. Overall, the total contract increase is 5.2%. or nearly $1.572,720. for the same services: however, total law enforcement costs increased $1.672.990. In an effort to counter these cost increases, the City has focused on old technology and new ' technology. Last year the City added two bloodhounds, Dare and Deja, who were partnered with existing deputies to seek out and find lost children and seniors, lost hikers. and criminals or potential suspects. Later, the City added a drug-sniffing yellow Labrador retriever named ' Smokey, also pared with an existing deputy, to help seek out drugs and related money, guns and paraphernalia during vehicle stops, home and business searches and even at public events. Dare and Deja reduce the time and resources needed to find suspects or lost people, and Smokey similarly reduces time and effort for drug searches while recovering cash that can be seized to help fund future law enforcement improvements. In the realm of new technology, the City recently purchased two "Zero" fully electric motorcycles which will expand our ability to patrol the PE Trail, urban-wildland interface area and heavy crowds using these "Made-In-America" ultra-modern all-purpose police motorcycles. The City also added 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. Ultimately, these devices will help ring ' the southern and western boundaries of the City to create an electronic fence around Rancho Cucamonga. helping us track and find potential criminals when they enter or exit the City. IIIFinally, one of the more innovative new programs is a partnership between Police, Fire, 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 called Park Rangers. Using GIS technology to focus efforts strategically, this pilot program began in June 2015 and is expected to help reduce calls for service to sworn personnel and provide additional eyes and ears in and on ' our parks and trails. The Park Rangers, combined with our expanded Solution Oriented Policing team focusing on community policing and quality of life issues, help bring law enforcement proactively into the neighborhoods where it truly contributes to improving quality of life. ' Strategic Preparation "Prepare for the unknown by studying how others in the past have coped with the unforeseeable and the unpredictable." General George S. Patton ix'al Year 2015 16 :Adopted 13uc1 pct I'auc 11 �;•J� •-•• With the end of the Great Recession, it is critical that the City take advantage of this current Y 9 economic upturn to rebuild its reserves. complete new projects that will strengthen local revenues and employment, and address any deferred infrastructure needs that accumulated during the last 111 downturn. Most economists predict there is greater than a 50% chance of another economic downturn in the next 3 to 4 years, peaking sometime between late 2017 and early 2019. It is not enough to successfully weather the last downturn without planning for the next. Those who fail to prepare for future stormy weather simply ensure that their agencies are prepared to fail when the rains come. That is not the Rancho Way. Infrastructure , It has been noted previously 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 largely set aside for infrastructure and facility maintenance including future City growth. This budget once again shows the City's preparation and planning for future infrastructure replacement. A great example of this is the Metrolink parking area. In FY 2013/14 the City spent approximately $237,000 to maintain this area. After surveying riders, staff determined that only 43% of the riders t were actual Rancho Cucamonga residents. Accordingly, the City established of a paid parking program at the Metrolink station beginning in FY 2014/15. While the parking dipped slightly the first few months after the permits were in place. it quickly returned to even higher levels than before. As a result, Metrolink parking revenues not only fully offset all operational costs of the facility, they actually were sufficient to allow the City going forward to look at potential solar carports, repaving of the parking area. re-landscaping of the parking area with newer more drought tolerant low maintenance plantings, and potentially additional security upgrades. This is an excellent example of ensuring that the users of an additional amenity help fund the cost of that amenity, so the burden is not solely borne by the taxpayers of Rancho Cucamonga and the improvement remains self-sustaining into the future. 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 1 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 was awarded by SANBAG on June 4. 2014. and construction began in October 2014. Construction will take 2 years to complete and will greatly improve traffic flow and safety at this critical intersection. If you drive by the location. you can see the new retaining walls rising out of the ground like a phoenix from rocky soil. 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, commenced construction on December 2014. It is now nearly 75% complete and is expected to finish in July. When completed, this project will greatly improve traffic flow in the area, particularly when school is in session. It will also contribute to greater pedestrian and bicycle safety while preserving critical habitat and species natural to the area. o_ Fiscal Year 2015/16 Adopted Budget - Page 12 L;•;,�J ' In terms of infrastructure, the single largest infrastructure piece the City is responsible for is the network of streets inside our incorporated boundaries. Traditionally, these streets have been 1 largely maintained using gasoline tax revenues. The State collects the gasoline excise tax ("gas tax") on two bases: 1) A base rate of 18 cents per gallon: plus 2) an adjustable cent-per-gallon based on revenue that the former sales tax on gasoline produced. In 2010, the latter equivalent sales tax rate replaced the former Proposition 42, which dedicated the sales tax on gasoline for state and local transportation purposes. From FY 2011/12 through FY 2014/15, the equivalent sales tax rate varied between 18 and 21.5 cents per gallon. The rate is adjusted annually by the State Board of Equalization (BOE) to ensure revenue neutrality and is based on projections of future gasoline prices and actual prior year prices. For FY 2015/16. the equivalent sales tax rate is 12 cents per gallon. which represents a 44% decline from the FY 2013/14 rate of 21.5 cents. As oil and gasoline prices drop, consumers have typically bought more gasoline. which usually leads to higher overall revenue from the base rate of 18 cents per gallon (i.e. more gallons multiplied by 18 cents). However, this past pattern is now offset by the growing prevalence of ' fuel-efficient. alternative fuel and zero-emission vehicles. It is anticipated revenue collected from the base rate component will be relatively stable through FY 2015/16. ' Considering the large drop of the adjustable sales tax rate, the total amount of gas tax available to the City in FY 2015/16 will be $1.298,686 less than that received the previous fiscal year. This decline in greatly-needed revenue could, if left unmitigated, have an adverse long-term impact on 1 local streets and road system preservation. Rancho Cucamonga's goal is to maintain our local streets at no less than a 79% pavement condition index and to make progress toward our goal of an 85% level. That is why the City is, for the first time in its history. contributing $400.000 in General Fund dollars to bolster. and increase, the pavement management program. These funds, combined with Gas Tax revenues, will total $2.978.000 for local streets overlay and slurry seal programs: minor sidewalk projects; and pavement management. The City's goal is to increase this amount by at least $100,000 every fiscal year, regardless of gas tax revenue, to ensure that ' Rancho Cucamonga maintains the finest street infrastructure in San Bernardino County, and among the best in all of Southern California. We will also continue to monitor several legislative proposals to enhance the amount of available funding for roads but nothing is certain at this time. ' The Road Usage Charge based on Vehicle Miles Traveled (VMT) is only at the study stage with discussions occurring regarding implementation perhaps in 2018 or thereafter. In the meantime. we will not wait and let our local infrastructure deteriorate, we will prepare for the future. known ' or unknown, and take control of our fate. The FY 2015/16 budget continues the trend started two years ago with significantly increased investments for infrastructure: • $600,000 ($500,000 from General Fund monies and $100.000 from Measure I funding) in spending is recommended for concrete replacement, which stood at $200,000 (Measure 1 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. ' • $365.000 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. • $510.000 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. • $180,000 in funding is budgeted for drainage improvements along the PE Trail which will improve safety and reduce overall maintenance -- 1 iscal Year 2015/16 Adopted Budget Page 1 U • Nearly $1.2 million in funds are budgeted for railroad crossing improvements on Arrow and Hellman Avenue respectively, along with over $1.3 million in traffic signals and traffic management technology upgrades throughout the City. , • RCMU is investing nearly $1 million in electrical line extensions and improvements to system automation. as well as an assessment of the City's existing underground fiber lines with an eye towards future expansion and use in economic development. ' 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 many older jurisdictions. In addition to infrastructure replacement. another key dimension to strategic preparation is infrastructure expansion to meet new needs, or the increased needs of a growing populace. Cities are not frozen in time like some castle encased in a snow globe. Rather, they are living, dynamic organisms which either change over time to meet the needs of their populace or eventually are abandoned and die away slowly like a dinosaur that cannot adapt to the changing environment. Rancho Cucamonga intends to meet the 22nd Century as vibrantly as it did the 21st Century and the preparation for that begins now. On the major side, the following substantial capital projects ' will begin next year: • The construction contract for a $19 million Fire Training Center will be considered by the City Council in late summer or early fall of 2015. This state-of-the-art facility has been master planned for the Jersey Fire Station site for 20 years. Funding has been saved over the years by the District so that when the time was right, construction could begin. This facility will greatly expand the District's ability to train in realistic situations including a training tower, classrooms. a series of live burn buildings, other training props and a multi- story training building. The new facility will also incorporate sustainable design elements such as solar power generation and recirculation of all water used on site. • Building on the momentum of the National Medal. the Library will begin the fulfillment of a long-held vision to develop the second floor of the Biane Library into the Rancho KIDS interactive childrens' learning center. As the first step, Library Capital funds will be used to elevate literacy (pun intended) and install the elevator to the second floor this fiscal year, along with basic tenant improvements. By providing access to the second floor and making it a usable space. the Library can host fundraising events in the space and cast the vision for future donors and funding partners. Scheduled to begin later in 2015, these improvements are expected to be completed in the Fall of 2016. • On May 20, 2015. the City Council approved a $14.3 million construction project to relocate the existing Rancho Cucamonga Family Sports Center on San Bernardino Road. Currently occupying a leased space which the landlord intends to re-purpose, the family sports center relocation will include additional court space for the City's large indoor basketball and volleyball youth sports programs, new outdoor sheltered courts, and will be located in the rear of the expansion parking lot for Quake stadium on the east side of Rochester. • The construction of Los Amigos 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. , Fiscal Year 2015/16 Adopted Budget Page 14 L•'•*. . •• Non-Infrastructure ' On a smaller scale. it is critical to prepare for other unknown and unforeseeable events in the future beyond just infrastructure, by looking at what the City and other agencies have experienced over the years. For that reason, the FY 2015/16 budget includes additional funding in Public Works for wind-related overtime expenses. These high wind events, which have become ever more common and unfortunately more damaging, have the ability to "bust the Public Works Department's overtime budget" if they are not planned for properly. In Building and Safety, we recognized several years back that over the years staff had become extremely reliant on one local vendor to provide outside fire plan check services. So began a multi-year initiative to train our internal staff with the knowledge and expertise to provide these plan check services in-house, thus reducing our expenses and improving customer service. That preparation is paying dividends this fiscal year as our third party vendor is now closing down their business. Similarly, citywide we have fully restored training and professional development budgets to pre- recession levels. Why is this important? It is important because like all businesses. public and ' private, our experienced baby boomer generation is quickly retiring and in order to maintain customer service our newer, younger and less experienced staff needs to be trained to the same levels as the people they are succeeding. It is important because technology is rapidly changing and evolving as we go to more on-line processing, mobile field-based services, newer and more comprehensive programs that reside in the "cloud" and offer features and data analysis that previously was unavailable. Finally, it is important because a world-class community does not exist without highly trained city staff to provide high-level services. Wal-Mart and Apple are both large commercial juggernauts, but only one of them makes high quality, innovative, ground breaking technology. both hardware and software. That is not by accident; it is the result of creating a company with highly trained employees, working together in a positive culture where I everyone is committed to one goal and one purpose and that is to deliver innovative technology that changes people's lives. Speaking of changing lives. one of the most far-reaching strategic efforts that any city can embark upon is an Economic Development Plan and strategy. During Fiscal Year 2014/15, the City Council approved a new Economic Development Plan and Strategy for Rancho Cucamonga on March 18, 2015. This plan/strategy, developed over 18 months, 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 takes this regional approach and ' capitalizes on Rancho Cucamonga's unique opportunities 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. •' Fiscal Year 2(11 5 16 :1dop1 •d Budget Page 15 L•. •.j The Economic Development Strategic Plan identified five target industries. These target P 9 industries are: 1. Health Care and Social Assistance, 2. Transportation, Warehousing, and Wholesale Trade. 3. Retail, Accommodation/Food Services, 4. Manufacturing, and 5. Professional, Scientific, and Technical Services. One strategy the City will be pursuing is attracting new office development. This would allow the 1 City to provide more highly skilled jobs in the City that better match the profile of local residents. In addition. it would help to minimize residents' commutes and diversify the local economic base. I Although the regional economy is growing, the Inland Empire continues to have excess office vacancies, with limited new development in Rancho Cucamonga. The City's existing office space is generally auto-centric. with few retail and restaurants in walking distance of office buildings. To keep up with changing demand, the City's office areas should evolve into mixed-use, pedestrian- friendly. amenity-rich workplace districts that integrate housing and retail to attract companies and workers. With the future development of the Empire Lakes property, the City's southern boundary has the potential to increase its profile as the southern gateway to Rancho Cucamonga. At build-out, the Empire Lakes property could add a few thousand new residential units, as well as new retail, and office uses to the Fourth Street corridor. As a result, overall activity in the area will increase allowing for potential development of key parcels such as the northeast corner of Fourth Street and Haven Avenue. This key property could act as a more formal gateway to the City of Rancho Cucamonga. This may include restaurants, which are already performing well in the City, and/or a hotel if the hospitality market continues to improve and local control of the airport is resumed. A new restaurant or restaurants at that location would also serve to increase access to amenities for nearby hotels and office uses, thereby improving the competitive position of both the Fourth Street and Haven Avenue Corridors. 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. In Rancho Cucamonga we are business friendly-which means we encourage and support businesses which are operated legally in compliance with zoning and building codes and standards; that are engaged in legal and ethical activities: and which are operated in a safe manner such that they are trusted business partners and community members. Comprehensive Preparation The best way to predict your future is to create it." Abraham Lincoln - - --- •':� Fiscal Year 2015/16 Adopted Budget Page 16 L;•�;• . ..J I I In the first two sections of this FY 2015/16 Budget Transmittal Letter we focused on preparation: 9 p epa anon. fiscal preparation in preparing for future expenses and needs, and strategic preparation in I preparing for those things that are hard to know or foresee. In this third section we will focus on what I call Comprehensive Preparation. This type of preparation highlights operations and personnel which provide the direct services that most impact the public. Cities are among the I greatest creations of humanity and are intended to have a sense of permanence in a way that few other such creations have. In order to have that permanence, cities have to endure much and this requires comprehensive preparation that includes fiscal resources. infrastructure, I operations and personnel. Success does not happen by accident, which is why it is so hard to reliably replicate. Success happens because of hard work, preparation and effort. As President Lincoln said, the best way to predict your future is to create it. If you want to succeed. you need I to have the will, the focus and the effort to prepare comprehensively for anything that may come your way. Operations I Here are just a few of the ways that Rancho Cucamonga is preparing comprehensively for an ever changing environment: I • The Rancho Cucamonga Police Department has added three canine officers in the last two fiscal years (with the most recent addition being g ISmokey, a drug-sniffing yellow Labrador retriever); increased community outreach and communication through social media; (111111 increased its Solution Oriented Policing unit (community policing) • , . staffing: devoted additional resources to focusing on homeless issues iii r in partnership with Community Improvement and Planning; partnered i to help create the first Park Rangers in the valley thereby improving I park and trail safety • Public Works has ordered a first ever �_ SOOFA for placement in the City. A sofa you say? • •! - No, not a sofa, a SOOFA. What is a SOOFA? Soofa / is considered "smart urban furniture" which encourages social interaction. It is a bench with built in solar power to recharge phones and a collection Icenter for location based urban data part of the new Internet of Things. First adopted in Cambridge Massachusetts, and later Austin Texas, SOOFA will soon be in Rancho Cucamonga. I • The City received part 1 of a two-part $1 million dollar grant to construct a two-way cycle track along 6''' Street from Milliken _ ' 'I ,, ' Avenue to Haven Avenue. The cycle track is an exclusive bike : - ' s •, k I facility that combines the user experience of a separated path e 75' with the on-street infrastructure of a conventional bike lane. A 4` r cycle track is physically separated from motor traffic and Y - -. -: • The City will be undertaking the cleanup, and security, of certain flood control channels/bike paths that cross under City streets like Foothill Boulevard and Center I Avenue or Alta Cuesta Drive. Recently discovered documents from the early days of incorporation place the responsibility for maintaining the under-bridge areas with the City, not with Flood Control, and so the City will be seeking to secure with fencing these areas Iand maintain them at a higher standard than County Flood Control previously has. - •�. fiscal Year 201 5/16 Adopted I3ud`gct Page 17 L.••• J _ • A suite of traffic infrastructure and system . improvements (over $1.3 million worth) is scheduled for - the FY 2015/16 CIP. Planned improvements include: 1) Traffic signals at 6th Street/Utica Avenue and Carnelian Street/Banyan Street; a hybrid mid-block pedestrian i•r beacon at Base Line Road/Lion Street to facilitate • pedestrian crossing of Base Line: signal synchronizations at SR 210 and SR 15 as well as upgrades to left turn phasing of various Milliken Avenue signals; an Intelligent Transportation System software/hardware upgrade citywide (first of many phases) • An Animal Center Extreme Makeover to fully renovate the existing space which is over 25 years old and needs to be painted, have the kennels redone, upgrade key components in the facility and have a general facelift. This project is expected to cost $850,000. • A $1.566,249 contract, utilizing funds from the Sphere of Influence Reserve to provide one-time funding for a team of consultants to prepare all necessary environmental and other documents related to the future annexation of over 4,000 acres at our northern boundary, generally from Milliken Avenue to the east City limits. This will allow the City to control development in this area, preserve critical habitat and key hillside areas, and fill in the hole in the donut east of Milliken Avenue, north of Banyan Street and west of Rochester Avenue. Personnel I As noted earlier in this message, a key focus of any organization is personnel. Particularly as a local government, Rancho Cucamonga (like other cities) delivers the vast majority of its services through our personnel. In fact, personnel is our single largest expense as we are a service based business. Overall, the City's revenue and expenses have finally returned to approximately the same levels 1 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, with a workforce that is approximately 20% smaller than before the recession. there is, even with technology, a practical limit to the amount of work that a limited group of individuals can accomplish, no matter how dedicated. Made possible by modest, sustained revenue growth, the FY 2015/16 budget continues the trend first begun in FY 2014/15 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 partially implemented in FY 2013/14 and fully implemented last fiscal 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. This strategic look at personnel yielded significant dividends for services in the last two fiscal years and appears to have promising possibilities in helping the City prepare comprehensively for our future. i Fiscal Year 2015/16 Adopted 13udget Page 1 K L..• r I IIn summary, over the last two years nearly 80 full and part time positions have been reclassified, downgraded, upgraded, defunded or created to comprehensively restructure the work force. This I includes positions in the City Manager's Office, Animal Services, Records Management, Finance, GIS, Information Services, Personnel, Purchasing, Community Development, Building and Safety, Code Enforcement, Engineering, Planning. Public Works, Community Services and I Library Services. In addition. another 12 positions were also addressed in the Fire District during that same time period. In many cases these changes eliminated unnecessary and vacant positions or combined multiple functions into one. In other cases, personnel were restructured to I better reflect current job duties, requirements and experience. Finally, these changes also helped ensure succession planning at all levels of the organization and improved span of control and accountability. I Accordingly, the same process was again utilized for Fiscal Year 2015/16. The result of this process are a set of personnel changes and reclassifications at a total cost of $1,048,830 including salary and benefits. This expenditure includes the addition of 6 full-time and 9 part-time I positions. Total staffing changes for the year resulted in a decrease of 1 full-time position and an increase of 2.4 part-time positions. During the period from 2007 through 2012, the City of Rancho Cucamonga reduced personnel by 110.5 FTEs. It is important to note that even with the changes I noted above. the City still remains at fewer FTE's than it had in 2007. The specifics regarding these changes are discussed in each department's section of this letter at Attachment A. I Some of the key highlights include the final phase of reorganization in Animal Services. With this change the department will now have an operations manager and a clear line of succession planning for the future. Veterinary services will be increased significantly. Animal Care will be reorganized to ensure a greater focus on cleanliness of our very busy Center and to facilitate the growth of our behavior and animal enrichment programs to serve all of our furry friends, feline and canine in particular. I Reflecting the ever changing field of technology. Information Services and the City's award winning Geographic Information Services divisions will be combined into one Department of Innovation and Technology (Dori) with a single Director/Chief Innovation Officer position. This is I accomplished largely through the elimination of vacant positions and a reorganization of duties. Similarly, with the City's growth in size and complexity comes increasing demands in the field of Risk Manager. The City will be defunding its Risk Management Coordinator position and creating I a new, higher level, Senior Risk Management Analyst position with greater qualifications and experience to address this critical area. The vacant Senior Planner position in Planning will be refilled to help with the many complex, high-level projects such as Empire Lakes. Victoria Gardens I renovation and the 4.000+ acre Sphere Annexation that are currently in progress. Finally. the Library will ensure a complete career ladder for personnel, and more comprehensive services, by addressing a few key holes in its structure with the creation of a Library Technician and Librarian II position. The Prevention Bureau will be reinforced with two Fire Prevention Supervisor positons. an additional Fire Prevention Specialist and two additional part time Fire Prevention Assistants. This I will improve efficiency and effectiveness in delivering inspection, weed/fire hazard abatement, community outreach, and risk reduction services and will ensure program continuity. chain of command efficiency, and succession planning. IThe table on the following page summarizes the personnel changes for FY 2015/16 along with their net cost. I ._ .... •• Fiscal Year 20 1 5/1 6 Adopted l;ud_get Page 19 ;L,10J •-•• I Department/Division New Position Defunded Position/Savings Net Cost Dept.Cost City Management/Administration Management AnalystI 100,530 City Management/Communications Administrative intern PT 22,990 123,520 ` Animal Care&Adoption Center(ACAC) Animal Center Manager Management Aide 18,610 Vet Assistant Vet Assistant PT 34,720 Animal Care Attendant PT(2) 51,040 Animal Caretaker PT(2) 43,020 Veterinarian PT(increase hrs) 34,650 Reduce OT,Cont.Srvcs. (52,000) 130,040 Admin.Services/Innovation&Tech. Director/CIO IS Manager I Deputy Director of DolT GIS/Special Dist.Manager IS Technician _ Admin. Services/Purchasing Buyer II _ 20,010 package cost Admin. Services/Finance Office Specialist IPT 8,540 11 Admin. Services/GIS Reclass to GIS Supervisor From Sr.GISAnalyst 5,440 Reclass to Sr.GIS Tech. From G ISTechnician 4,460 Reclass to GIS Analyst(2) From GIS Technician(2) 8,520 Reclass to IS Technician From Secretary 3,110 Admin. Services/Human Resources Senior Risk Mgmt Analyst Risk Mgmt Coordinator 20,160 Reclass to Mgmt Analyst I From HRTechnician 8,140 Admin.Services/Innovation&Tech. Reclass to IS Analyst I From IS Specialist 1 5,180 Admin. Services/Purchasing Buyer I Purchasing Clerk 17,160 100,720 ECD/Building and Safety Plans ExaminerPT Reduce Cont.Srvcs. 6,100 ECD/Economic Development Management Aide PT 56,280 I ECD/Planning Senior Planner 127,100 ECD/Public Works ManagementAnalystllI ManagementAnalystll 6,090 195,570 Community Services ManagementAnalystll ManagementAnalystl 5,280 I Comm Srvc Spec PT w/benefits Comm Srvc Spec PT w/o benefits 16,060 Theater Tech II PT w/benefits Theater Tech II PT w/o benefits 19,200 Recreation Leader PT 31,600 72,140 Library Services _FundDevelopmentCoordinator CS Spec PT;Rec Leader PT 68,140 Library Technician Office Specialist II 3,200 Librarian II Librarian I 5,490 LibraryTechnician PT 22,280 Librarian II(funded at 50%) 46,170 145,280 1 Fire District/Fire Prevention Fire Marshall to 40hr BC 26,010 Fire Prevention Supervisor(2) Fire Prey.Spec.Inspect.I(2) 26,360 Fire Prev.Spec.Inspect.I ., 85,510 I Fire Prevention Assistant PT(2) 20,940 Fire District/FireSuppression Paramedic Stipend(6) 122,740 281,560 TOTALPERSONNELCHANGES CITY 767,270 I TOTAL PERSONNEL CHANGES FIRE DISTRICT 281,560 TOTAL PERSONNEL CHANGES 1,048,830 I I I I 1111111111111111111.1.11.1111111.1111 • . •.., ,_ te _..,._ ,,7 .1siscal Year 2(11 16 ,\ decd I;udgci 'age ?U L• • ;. FY 2015/16 Budget Changes I 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, 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. 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 2015 City Council Goals and Objectives can be found at the end of this Budget message as Attachment B. The main overarching goals for 2015, however. which City staff used to guide the development of the FY 2015/16 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. 1 • 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. t • OTHER — Engage in the multi-year process of revising and/or implementing major City documents and systems. I Fiscal Year 2(115/16 Adopted Budget Page 21 •': In addition to the City Council Goals, the key guiding principles for staff in developing and providing services, programs, goals, objectives and a budget document that corresponds to all of those elements, are the Vision Statement, Mission Statement and Values for all City employees. Collectively, the City employees are referred to as Team RC which reflects the value and emphasis the City places on teamwork as the desired mode for delivery of services. Team RC has adopted a Vision and Mission Statement, as well as Values, all of which have been approved by the City Council. The Vision Statement. Mission Statement and Values are: Vision Statement Team RC exceeds expectations of those we serve with pride in the delivery of quality services and programs in an environment of employee excellence and innovation. empowered by inspired leadership. opportunity and a collaborative spirit. Mission Statement Team RC delivers superior service to all who live, work and play in our community. P Y Y 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. I . Fiscal Year 2015/16 Adopted Budget - Page 22 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. tOperating 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 2015/16 is projected to be $74,205,480, which is $5.304.500 or 7.7% higher than in FY 2014/15. The City General Fund's top seven revenues include the following and represent 91.7% 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 38.9% 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 2015/16 is $28,930.980, which is a $2,369,240 or 8.9% increase over FY 2014/15. Vehicle License Fees and Motor Vehicle In Lieu fees have increased $1,557,460 or approximately 10.4% from FY 2014/15 primarily due to slight increases in the City's assessed valuation. Franchise fees have increased $211.470 or 3.3% from FY 2014/15. primarily due to increased utility rates, rather than any significant growth in residential units. Property Tax revenues have increased $1,688,080 or 28.7% from FY 2014/15 due primarily to an $876.690 increase in post- !' property taxes and also due to the County's annual inflation adjustment combined with new secured properties being added to the tax roll and positive home buying activity. The City has also experienced higher than anticipated growth in its unitary tax revenues. ' Development fees have decreased $400,000 (excludes special services fees) or 10.1% from FY 2014/15 as a result of more "normal" development activity compared to the surge in activity during ' FY 2013/14 that the FY 2014/15 revenues were based on. Business License revenues are anticipated to increase slightly by $32,410 or 1.4%. The Transient Occupancy Tax has increased $70,180 or 2.7% from FY 2014/15 due to the improving local economy. The City has a 126 room ' hotel, a Residence Inn by Marriott, which should begin construction at Haven Avenue and 6th Street during the latter part of 2015. Another 150 room hotel. a Fairfield Inn & Suites by Marriott. at Pittsburg Avenue and Mission Vista Drive.just north of Fourth Street. should begin construction around the same time frame. Overall. most of the City's key revenues continue to grow. albeit at Fiscal Year 2015.'16 ,\ dopled 1Rudgct Page ? �L� ,� 1 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 1 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. Changes in Operating Budget- City General Fund $75,000,000 $70,000,000 r ' 1 $65,000,000 En I $60,000,000 $55,000,000 $50,000,000 $45,000,000 °� °SAO o�^\ ^�^� ti�^� ���� a�^� h�P.6 o o° o° °° o° o� °� °� o� o� o^ ti ti ti ti ti ti ti ti ti ti ti Reduction in Usage of Reserves - City General Fund 1 $1,400,000 0 $1,200,000 l $1.000.000 $800,000 $600,000 - $400,000 b 1 ±;::I :1I: E:1T::;ii..r===. ==..ui=z;— $ 2007108 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015!16 •Economic Circumstances Rsry o Interest from Fund 025 a Insurance Reimb from Fund 025 1 Fiscal Year 2015'16 Adopted I iud get Page 24 L 1.1.1 Fire District and Library Funds. The principal revenue source forte 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 $1,909,250 or 9.2% from FY 2014/15, 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 ICapital 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 will be utilizing approximately $20 million of its capital reserves during FY 2015/16 to pay for various capital improvements including the much anticipated training facility. Due to the ongoing 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 2013. This program 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. ' Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) remained relatively constant compared to FY 2014/15. No increase in CPI was required for either of the CFD's due to the strength of the Fire General Fund; in fact, new this year is a recommended 5% decrease in the assessment rates for CFD 85-1 and 88-1. This reflects the District's commitment to maintain CFD rates without CPI increases to the extent practical and, where possible, to reduce rates in a prudent manner. See additional discussion below under "Operating Budgets Analysis." 1 Changes in Operating Budget— Fire District ' $34,000,000 $32,000,000 ' I $30,000.000 . ' $28,000,000 III II , ' $26,000,000 r ■ . . . , $22,000,000 ' . . . . ■ . . , t $20,000.000 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 ■Fire District Operating Budget 1 1 Fiscal Year 201 5/16 Adopted I;udgct PaLlc 25 L• .;;J I Reduction in Usage of Reserves — Fire District General Fund I $350,000 I $300,000 $250.000 I $200,000 $150,000 I $100,000 $50,000 I $- i 2007/08 2009/10 2011/12 2013/14 2015/16 I •Use of Fire District Operating Reserves The Library's Property Tax has increased $380,430 or 10.8% from FY 2014/15. The FY 2015/16 I budget continues to include the statutory pass-through payment from the County, formerly paid by the now dissolved Redevelopment Agency. I Changes in Operating Budget— Library Fund I $5,000,000 $4,500,000 1 I I $4,000,000 II r n i i II A I , 0 ,000 11111111 1 $3,000.000 ® ,. ® ® ■ . .- A 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 •Libra rY Budget I Operating Budgets Analysis I 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 2015/16 Operating Budget: City General Fund Budget. Overall, the FY 2015/16 General Fund Budget is I • $74,273,520 and for the third year in a row does not require the use of General Fund reserves. The operating budget represents a $5,110.530 or 7.4% increase from FY I I iSC II l'cw' ?(l 15 I(� ;\clOhtLtl l tid�,.i Page 26 L. .• I I2014/15. The Police Department's budget increased $1,672,990 overall due primarily to increased public safety pension and labor costs as well as changes in liability insurance. The budget has dedicated $700,000 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 I • Fire District Budget. The recommended FY 2015/16 operating budget for the Fire District is $32.048.450. This is a $773,920 or 2.5% increase over FY 2014/15. The budget is balanced without the use of reserves. The budget also continues to redistribute Ioperating expenses in various areas in order to improve accountability and transparency. • Library Budget. The FY 2015/16 Library budget is $4,493,180 which represents an I increase of $271,160 or 6.4% from FY 2014/15. Similar to the Fire District. Library revenues are primarily property tax related. City Operating Budgets ICity General Fund, Fire District Funds and Library Fund Animal Care Governance Building&Safety 1.97/0 2.45% &Services o Community 2 87% Admin.Service t' 28 92% 10 7l% Development 0.18% I Community Services - - 4.47% Engineering .,i, Services 1.96% I Public Works Police Planning Services 0 ° Library 2.06% 9.48% I 4.05% Special Districts I 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 I 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 I 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 $7.45 million annually and is shared between the City General Fund and the Library Fund. IObviously with a $74.2 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, I 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 Igeneral fund services of the City. • fi. iMPIPIR .� V. Fiscal Year 201 5!16 Adopted Budget Page 27 L.`�J ;..i r 1 Most of these districts were created rior to Proposition 218 in 1996, and thus have no index to p p 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). The majority of 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. However, a survey in early 2015 showed that the community still did not support this plan. but might support a single district with more uniform residential rates. On March 4. 2015. the City Council approved the beginning of a new process to replace these ' various LMD and SLD's with a single west-side Community Facilities District. The new West-side District would replace the current districts. where some property owners pay more than others, with a single district where all property owners pay their fair share. As of this writing, a large team of staff are working on the legal actions required to place this new District before the voters in November 2015. and on public information efforts so that every District voter can make an informed decision at the ballot box. In five of the City's newer districts, rate increases are recommended for FY 2015/16 and are assumed in the revenue projections contained in this budget. It should be noted that rate Fiscal Year 20I5/16 Adopted Budget Page 28 •;: 1 ' 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. This year. increasing water costs due to CVWD's new drought rates are adding a layer of complexity and cost in every district. ' The recommended changes this year include the following: . LMD 2 (Victoria Neighborhood Parks and Landscape Maintenance District) — An increase of 0.64% to the maximum tax is recommended, which equals $2.97 per home, per year. This is the first rate increase since property owners approved a new ' rate structure in 2013. Since that time, with the approval of new rates came new investments in improvements in area amenities, such as concrete repairs in the parks and paseos. While other improvements are warranted, the LMD 2 budget was set at a ' basic level, rate increases in this district are capped at CPI or 3%, whichever is less. CPI over the last two years has totaled less than 1%, making it challenging to keep up with water and contract costs. ' • LMD 4R (Terra Vista) — An increase of 4.29% to the maximum tax is recommended. which equals $16.81 per home. per year. Since property owners approved a new rate structure in 2010, improvements have been made in area amenities, such as cobble ' upgrades, concrete repairs in parks and paseos, irrigation communication upgrades, mulch replacement and a continuation of the design and installation of drought tolerant planting areas throughout the district. ' • LMD 6R (Caryn Communities) — An increase of 0.82% to the maximum tax is recommended. which equals $3.21 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 10% is recommended. 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 $64.70 per home, per year. ' • CFD 2000-03 (Rancho Summit parks) — An increase of 2% to the maximum tax is recommended, which equals $22.94 per home, per year. In order to begin to close that gap and recover from the deficit position before reserves are depleted. regular rate increases will be needed in future years. IWhile the list of fiscally-troubled districts has dwindled as the City has addressed and is addressing many of the major ones. there is still work to do in the future. Most notably, LMD 7 and LMD 10 remain in a deficit position. and rate increases in these districts will require property owner consideration in the near future. Capital Improvement Program (CIP) The CIP contains priorities for improvements to the City's infrastructure over a 5-10 year period of time. It is annually reviewed and updated and its implementation is dependent upon the availability of capital and special funds. Since these special funds are legally restricted, they must remain separate from and cannot be utilized for general operating costs. While these special funds can be eroded by economic conditions, the fiscal impacts are different from those in the • Fiscal Year 2015/16 Adopted Iiudget I'agM •• •-•• 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 2015/16 CIP once again devotes significant resources toward these activities. the key highlights which were described earlier in this transmittal letter. Fiscal Summary I The FY 2015/16 Adopted Budget is a product of past and continuing fiscal discipline enhanced by a recovering economy. The following is a summation of all FY 2015/16 City Budgets: City General Fund $74,273,520 Library Services $ 4,493,180 Fire Protection District $58,284,500 Special Funds including CIP $84,836,560 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. Rancho Cucamonga. its City Manager. and the entire Executive Team are fully committed to preparing for the future and investing in the world-class community Rancho Cucamonga continues to aspire to be. Our goal is not simply to be the premier city in the Inland Empire, but to be one of the premier cities in Southern California. It had long since come to my attention that people of accomplishment rarely sat back and let things happen to them. They went out and happened to things." — Leonardo da Vinci I . - . eat 1. Fiscal Year 2015/16 Adopted Budget- Page 30 I Attachment A Department Budqets ' Police Department The low crime rate that the City continues to enjoy is a direct result of the hard work and ' dedication of the men and women of the Police Department and the positive interaction and participation by the community in crime prevention activities. Since incorporation, law enforcement services in the City have been provided through a contract with the San Bernardino County Sheriffs Department, which has been a cost-effective and flexible model. ' .�pwsONPATROz, Public safety is the City's highest priority, and the p�ot�nTFn roYOUasnr•F�. Department strives to look to the future and invest in these efficiencies through technology and innovation. The City ' :-off recently purchased four "Zero" model electric motorcycles for use in quietly patrolling our city parks and the Pacific ,►i; a � Electric Trail. A narcotics detection K9 was also added, the ' z yellow lab Smokey, handled by an existing deputy. In FY 2015/16, the Public Safety Video Network will be Da expanded, thereby serving as a force multiplier. Aft 4v11 � As the community continues to grow, the challenge will be LW to continue addressing these increased needs that affect 1 s.�tsn�,rr," Rma„k.o""` the quality of life and define our community as a safe one. f te: M Toward that end, the Department has expanded the ' Solution-Oriented Policing team to work collaboratively on quality of life topics. The results of these efforts have been a continued reduction in the already-low levels of ' serious crime in Rancho Cucamonga. In 2014, Part I crimes were reduced by 5% from 2013 levels. This continued a very positive trend. building on the 10% reduction in the prior year. FY 2015/16 Budget Highlights • Develop the performance of the narcotics detection K9 and bloodhound teams. These K9 teams have saved significant man hours searching for fleeing suspects, missing children and adults, and now narcotics. Although relatively new, the ' narcotics K9 team has already had numerous narcotics finds and has been utilized by outside agencies and the D.E.A. during searches for narcotics within our city. • Continue to utilize the Solution Oriented Policing (SOP) Team, and provide them with new tools and training in the Know Your Limits program, sex trade crime investigations, and Community Oriented Policing strategies. This expanded team will branch out to collaborate closely with other city departments to reduce blight, ' regulate alcohol and massage businesses, and review new building projects to ensure policing design needs are met during the planning stages. 1 Fiscal Year 2(1 I f'I h Adapted Budget Page 31 L J I • Expand the Public Safety Video Network and integrate it with other video systems I P Y g Y used by the city. I • Provide ongoing support of key prevention programs such as the new Park Rangers, Neighborhood Watch, Every 15 Minutes, and engaging more actively in social media communications which keeps our citizens informed and participating t in our crime prevention efforts. • Pursue state and federal grant money to enhance general fund money already I designated for increased patrols in our parks, on our trail systems and in Cucamonga Canyon. . 8 . . I R d ` I.'y �` ./ I Fire Protection District Exciting technological advances are coming to the District to better serve the community. I 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 I management capability. The District is also expanding the use of smart phone and tablet technologies, equipping each unit with an iPhone and iPad. 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 I 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 I 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 I technology will allow inspectors to tap into a City database and coordinate inspection activities with other departments for the first time. The Fire Marshal believes this technology will net a significant increase in the production of Bureau inspectors enabling I them to complete additional high hazard inspections over the course of the year. :.•,,,Ii OP Fiscal Year 2015/16 Adopted Budget - Page 32 I ' FY 2015/16 Budget Highlights I • The Prevention Bureau will be reinforced by upgrading two existing positions to Fire Prevention Supervisors. An additional Fire Prevention Specialist will be added, and two additional part-time Fire Prevention Aides. This will improve Iefficiency and effectiveness in delivering services that protect life and property, sustain economic vitality and improve the quality of life of I our citizens. Responsibilities at :i and reporting arrangements __ __:_ will be reassigned to ensure Iprogram continuity, chain of _ ' command efficiency and �—!_ I succession planning that will _ ` ___ allow expansion of our existing inspection and K I weed/fuel reduction programs. The Fire ...- Marshall's salary will be fr. adjusted to be in line with a ;= " . -, I40-hour Battalion Chief ' position; however, the position will remain non-safety. This enables the position I to be compensated at a more appropriate level to recognize the increased complexity of the position and its critical role in the health, wellness, sustainability, and economic security of the community. I • To enhance the advance life support capacity of the District's response units and facilitate the staffing needs of our specialized Hazardous Material and Technical Rescue programs, six additional paramedic stipends are being added and will be Iissued to existing personnel over the next year. 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 Icompleted 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. I • Based on an analysis of revenues and expenditures, the budget anticipates funding proposed operations and capital projects while lowering both Community I Facilities District (CFD) assessments by 5%. Additionally, the second full year of the suspension of Fire Prevention Permit Inspection Fees continues to be successfully implemented. Taken together. these reduce costs to property owners I and businesses, and will contribute to the economic vitality of our community and help balance other community resource needs. I • 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, I self-contained breathing apparatus, and cardiac monitors. This "pay as you go" approach continues to keep the organization positioned to implement strategic Fiscal Year 2015' 16 Adopted IRudget Page ;.; L•;` J • improvements to the service platform as identified through continuous analysis and I P P 9 Y review of the effectiveness of its programs. I jir :.- . . --.-..1111kr--- ----- '''T lig I r,_, ., ; . -.- -44dai- '"'� *I :+ I - � :- - i• • Afte r twe n ty fiv e y ears of planning and savin g, the Fir e D i st ri ct will complete the construction plans and break ground on the Training Center at the Jersey Fire I Station (artists' rendering pictured above). This "all risk" center will provide realistic cutting edge training for our fire crews and law enforcement, as well as our regional partners. This investment ensures we will continue to be a premier organization to I "be what we say we are" and "be really good when we get there". In addition the training center will have a backup data center for our technology resources, backup Emergency Department Operations Center (DOC), classrooms for city staff, and I continuing education and meeting space for community organizations. • The new training center, along with the Banyan and Day Creek Stations, will be upgraded to solar energy systems. The use of solar, together with the re- ' landscaping all of our existing stations with drought tolerant landscaping, demonstrate the District's continued commitment to the value of sustainability. Administrative Services Group The Administrative Services Group consists of Finance, Human Resources, Innovation I and Technology, Special Districts, 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 and the Fire I Protection District. The Personnel Services Division of the Department is responsible for Employee I Relations, Recruitment, Classification and Compensation, Benefits, and Organizational Development. The Risk Management Division works to help minimize the number and severity of losses I to both property and personnel. Employee wellness initiatives are also supported by the division. I r..:./..:. Fiscal Year 2015/16 ;Adopted 13ud gn Page .,4 L•••:;J I I FY 2015/16 Human Resources Budget Highlights I • Upgrade the Risk Management Coordinator position to a Senior Risk Management Analyst to be more in line with the industry standard and to recognize the increased Iresponsibilities the position has assumed in recent years. • Reclassify Human Resources Technician to Management Analyst I to reflect I higher level of responsibility, knowledge, problem-solving, and interpersonal communications skills required to perform the assigned functions. • Administer California's new paid sick-leave laws and focus on the continued Iimplementation of the Affordable Care Act (ACA). A key be the tracking and reporting of ACA and updating City policies and procedures to ensure compliance with all mandates and preparing for the impacts of the ACA's "Cadillac Tax" in I 2018. _ • Continue to improve and expand the ---...r-.----7�. O .. I City's Onboarding Program for new 4 �' employees by incorporating the first y 4 year Team RC guidelines. ,. N '-� 3 I • Continue to improve employee -, :; 4 s development and succession planning. ti, -- " I • Continue to look for ways to give • _pis"�aM ' employees better access to benefit and ,: d- =-N, pay information and give them the �,;,, alt it- . f I ability to make benefit changes through _ the City's HRIS system. I . Work to improve the efficiency and ` teffectiveness of HR practices and procedures in order to provide better HR staff host a job fair at Chaffey College. service to internal and external encouraging career., in public service. I customers. • Use social media and participate in community events as a way to improve Ioutreach for recruitments and the profile of the City. The Finance Department is composed of four divisions, including Accounting, Budgeting Iand Financial Reporting, Business Licensing and Treasury Management. For 27 years running, the Department has received the Government Finance Officers IAssociation (GFOA)'s Certificate of Achievement for Excellence in Financial Reporting. This award recognizes excellence in financial reporting by state and local governments I and is the highest form of recognition in governmental accounting and financial reporting. For the last two years, the Department has received the GFOA's Distinguished Budget Presentation Award, which is the highest form of recognition in governmental budgeting. I r,limpippimillIONIIIII11111.1111111 - 44,14 Fiscal Year 2015'16 Adopted Budget Page 35 L•: i ..... Il FY 2015/16 Finance Budget Highlights - ' , . q�� r • The addition of a part-time (10 I ...• - ° 4 • - . hours per week) Office Specialist I will Add- 1.-11' ` �k , . assist this busy department in keeping .. le. up with business license and accounts I -� •�... a',,�L~' payable filing. j •• This year the Department will I.4\ r `"/� �"" complete the upgrade of the City's•c 1 financial system to Sungard's "4' OneSolution. The new software will I „• allow many new features and enable ° �� - - the roll out of other improvements in I --• finance-related functions, including t employee access to their payroll information online and automating workflows for personnel actions. t • In the second half of 2015, another software upgrade will allow the Business License Division to issue business licenses online to businesses within the City limits, saving new businesses the trip and time of an in-person visit to City Hall. I 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 I 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. I FY 2015/16 Purchasing Budget Highlights • The Division will eliminate one vacant ' Buyer II position and upgrade the Purchasing Clerk to a Buyer I. These .. changes will allow the existing ,4 personnel to manage their demanding 1 I workload, while providing overall _ savings to the General Fund. • With the upgrade of the City's - I telephone system, Purchasing will be exploring the best ways to serve our I customers who call the City Hall main switchboard. While our purpose — world- class customer service — remains unchanged, our customer expectations do shift, and we want to handle phones in a way that today's customers will most I appreciate. The Department of Innovation and Technology (DolT) is established for the first time ' in FY 2015/16. With technology playing a pivotal role in virtually all our departmental operations, creating this new Department is essential to the City's future. The City has made significant investments in technology over the last 10 years, and our personnel I need to be optimally organized to manage that investment and push us forward. ,o Fiscal Year 201 5/16 Adopted Budget - Page 36 L.•;•J I I PIII , The DolT is being created by combining the 9 Y 9 ,-:) City's Information Services (IS) and GIS • --.� ''"' Divisions, under the leadership of a new Director r :; of Innovation and Technology/Chief Innovation Officer (CIO) with a supporting Deputy Director‘11, ,' position being established as well The new l ,� Department will continue to lead innovation in the City's enterprise applications, desktop and I '•; mobile devices, server systems, and network, as ' well as its award-winning GIS work with front line ✓�`� :' departments. FY 2015/16 DolT Budget Highlights_ I • As noted above, two new positions will be created to facilitate the creation of the Department — a Director/CIO and a Deputy Director. The Deputy Director position is actually a reclassification of the current GIS/Special Districts Manager. A new I IS Technician position will also be assigned to the new Department. By reorganizing existing vacant positions within Administrative Services, these staffing enhancements are being done without increasing the overall number of I FTE's in the Administrative Services Group. • Six reclasses for Department staff are also proposed for the new fiscal year. These include reclassing a Senior GIS Analyst to a GIS Supervisor; reclassing a GIS ITechnician to a Senior GIS Technician; reclassing two GIS Technicians to GIS Analysts; reclassing a Secretary to an IS Technician; and reclassing an IS Specialist I to an IS Analyst I. All of these reclasses will more accurately reflect Ithe level of responsibility and knowledge required of these positions. • The new Department will be located in a vacant space in the lower level of City I Hall, where the two Divisions can come together in a newly-designed space. Funds are included in the FY 2015/16 budget to complete this project. I • The City's telephone system is early 90's technology, and the devices providing connectivity to remote sites are no longer supported. Over the last several years, departments and the public have been experiencing system problems on a regular I basis as a result of the age and declining condition. Funds are budgeted this year to replace this aging system with a new one that will use VoIP technology. • The GIS Division will continue to grow the REGIS business, through which the I division acts as a business partner to other public agencies wanting to develop their GIS programs. I With the formation of the DolT, the Special Districts Division begins a transition and becomes a separate function outside of GIS. The previous GIS/Special Districts Division structure served the City well for many years, and grew out of the staff's use of GIS as I the primary tool for administering the City's thirty-eight special assessment districts. In FY 2015/16, the division will stand as its own division, with the new Deputy Director of DolT retaining management of this group. Over the next several years, the Division will slowly I transition into the Finance Department, while continuing to rely upon GIS as part of its core function. - e.• 1 FY 2015/16 Special Districts Budget Highlights • The formation of a new West-side Parks and Street Lighting District is planned for a November 2015 special election. Public information and education efforts will be a major focus of the division leading up to the November election day. Animal Care and Services With a mission of building a community in which every adoptable pet finds a home, the Animal Center's focus is on strengthening the overall operations of the Department, increasing the live placement rate of cats and kittens, increasing the use of volunteers, and expanding animal care programs such as f animal behavior and enrichment, ' adoptions and foster care. 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. 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- 1 house veterinarians; microchip services; and contracts for outside veterinary services for specialty medicine and after hours care. , FY 2015/16 Budget Highlights • Job assignments are anticipated to be restructured utilizing the current staffing 9 9 9 (regular and contract) and one new full-time position. The new structure will create specialized animal care divisions which will focus on general operation oversight, ' developing an enhanced animal behavior and enrichment program, and expanding the animal adoption program both onsite and offsite_ These changes follow up on a goal established in the Animal Center's Strategic Plan, and are an example of how we are preparing to fulfil our purpose as a Department. Specifically, the Management Aide will be upgraded to an Animal Center Manager to reflect the significant change in this position's duties. A part-time Vet Assistant will be Fiscal Year 201 5/16 Adopted Budget - Page 38 L.a:0 ' I converted to a full-time Vet Assistant and hours will be increased for a part-time Veterinarian to support this key function of the Animal Center. Two part-time IAnimal Care Attendants and two part-time Animal Caretakers will be also be added to assist with adoption counseling and additional cleaning duties throughout the Center. These staffing increases will be partially offset by savings in overtime and I contract services. • The Department aims to improve our placement rate of adult cats and kittens by I implementing a community cat program for feral cats. The Department has also opened a 24/7 kitten nursery to care for an anticipated 600-800 orphaned kittens until they are old enough for adoption. The kitten nursery is staff-run and largely volunteer supported, and is one of the first to open in California that is operated by a municipal animal center. These programs are made possible due to expanded fundraising efforts, and the Community Cat Program was established as a City ICouncil Goal. • The partnership with Western University College of Veterinary Medicine will be I expanded to include internships, and for the Center to act as a teaching hospital for third and fourth year veterinary students. Additionally, the Center has expanded use of Western's mobile spay and neuter vehicle to provide low cost Ispay and neuter opportunities for pets owned by Rancho Cucamonga residents. City Clerk/Records Management Department IAs a partner in democracy, the City Clerk's Office/Records Management V. �. ;l M.: Department promotes community ''"' I n w . involvement and awareness and ¢ - :r;. A supports the City Council, staff and the V citizens of Rancho Cucamonga by ','''.' coordinating the legislative process ': #d t 9 9� p x ' and administering City elections. ! i�x ¢ I Governed by provisions of state, election, and municipal codes, the N Department serves to preserve and Ijt Iprotect the legislative history of the City. As a service department, staff , / . .. ,. . assists the public, elected officials, and ' ' the City organization with a number of important activities, including accurately preparing and processing agendas, and administering the Citywide records I management program including records storage and destruction. The City Clerk's Office administers the coordination of City elections, including the filing of Candidate Disclosure Statements and Statements of Economic Interests as required by law. I fcl:". NA.1:. l iscal Year 21115%16 Adopted Budget Page 39 , •: FY 2015/16 Budget Highlights g • During FY 2015/16, the Department will assemble and distribute at least 24 agenda packets for the Rancho Cucamonga Fire Protection District and City Council, attend the meetings and provide minutes and action agendas. • Continually looking at ways to serve our citizens through the use of technology, staff will research cost efficient solutions to improve and streamline the agenda and meeting management process. Funds are included in the FY 2015/16 budget ' to move to an agenda management system, which would eliminate the current manual preparation process. • The Department will coordinate a ballot measure proposed for the November 3, 2015 Special Election regarding a West Side Community Facilities District, as well as plan, issue and process candidate nominations for a November 1, 2016 General Municipal Election for two Members of the City Council. City Clerk and City Treasurer. City Management ' The Rancho Cucamonga City Manager's Office includes the City Manager and Assistant I 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. 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, who together help staff the Healthy RC Division, • • • Community Information Program, I% . Legislative Affairs Program, Green RC Program, Cable Television Franchise f i . • Administration and Ombudsman programs. In FY 2014/15. Healthy RC had several 76-irri major accomplishments. The City was ' awarded its first ever Helen Putnam Award 1. - for Excellence by the League of California Cities for its Healthy RC Youth Leaders program. This award recognizes recipients for youth programs that engage youth in the public decision-making process. Healthy RC was also named the Most Innovative City in the nation by the National League of Cities for its innovative policies, programs, strategies, and impact on reducing childhood obesity. Additionally, the City was named number one in the nation (an honor shared with only 31 other cities) among participating cities by the Let's Move! Cities, Towns, and Counties initiative, led by First Lady Michelle Obama. Rancho Cucamonga was also Fiscal 20 15/16 Adopted Budget - Page 40 L.": awarded a Bicycle Friendly Community designation (Bronze Level) by the League of American Bicyclists. ' Through the Legislative Affairs Program. staff provides support for the City Council's active role in the League of California Cities and all federal and state legislative and policy ' activities of the City Council. In FY 2014/15, Mayor Dennis Michael became the First Vice President of the League of California Cities and will become the first member from the League's Inland Empire Division to be League President in September 2015 (in ' conjunction with the League's annual conference). In addition, the Mayor is now Immediate Past President of SANBAG for FY 2015/16. Mayor Pro Tem Spagnolo completed his first year of a two-year term as Vice President of the League's Inland ' Empire Division: however, he will become President of the League's Inland Empire Division in September 2015 at the League's annual conference. Sam is also the Chairman of the Omnitrans Board for FY 2015/16. Council Member Kennedy became Vice Chair of the League's Legislative Task Force. 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. The City's Green RC sustainability program is coordinating efforts to improve energy ' efficiency citywide, reduce the City's carbon footprint and ultimately reduce costs for the City by going green. Accomplishments under the City's sustainability program during the past year include the adoption of a green purchasing ordinance, which establishes ' sustainable purchasing requirements for city procurements, as well as being named a Cool California City by the California Air Resources Board for being one of the top three cities in California to reduce greenhouse gas emissions through sustainable programs ' and projects. The City also received a Red Tape to Red Carpet award for Solar-friendly initiatives and added two additional businesses to the Green Business Recognition Program. ' This year the City Manager's Office took the lead in developing and implementing a public safety performance dashboard, which provides the public with up-to-date information ' about the Police and Fire Departments. The dashboard is an enhancement to the City's existing data sharing efforts and provides public safety performance data in an interactive. easy-to-read format. 1 The office's Communications Manager is tasked with creating a unified, consistent "city voice", pulling together the varied public communications efforts from the all city ' departments and creating a City-wide community information program collaboratively with the departments. FY 2015116 Budget Highlights • Fund a full-time Management Analyst I for the Healthy RC initiative to provide ' support, coordination, and daily management necessary to ensure fiscal responsibility and programmatic fidelity, including grants and contracts management, and outcome evaluation. These duties were previously assigned to ' a temporary grant-funded position. .. . ; .. Fiscal Year 201511 6 Adopted Budget Palle 41 L':• �j ..s. • Add a new Administrative Intern to the Communications Division to assist with digital communications support and community engagement efforts and projects led by the Communications Manager. ' • Continue efforts to proactively manage Cucamonga Canyon, in concert with the US Forest Service. ' • Enhance the performance measurement dashboard to include information about programs and services provided by all city departments. • Develop a Sustainability Action Plan • Complete and implement a strategic Communications Plan 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 ,7 • and Family Programs, Special it gt- Events, Cultural Arts/Playhouse , "a • Operations, and Seniors and s Human Services. The : `.; ,> '4;Y Department also oversees park , ,f _ " ' 1 development activities including • 4 _ ' v4 - the planning, design. and , ` . ' : 1 A renovation of parks and facilities. '• , .3 : FY 2015/16 Budget Highlights • Personnel changes include modifying two p art-time positions to increase hours and include partial health benefits. After the cut in part time hours implemented by the Affordable Care Act in Fiscal Year 2014/15, a need was seen to increase hours in two positions requiring consistency in staffing: •:• Part-Time Community Services Specialist — Senior Programming — Seniors in particular need consistent familiar faces in their programs. By increasing budgeted hours from 25 hours per week to 35 hours per week, this position will be able to support the recent addition of the Gift Shop, Snack Bar and expansion of programs at Central Park. Part-Time Playhouse Theater Tech II — The increase and complexity of theatrical rentals in the Playhouse requires consistent personnel to work with our customers. This position will also provide support for requests for technical equipment for Celebration Hall, Library events, and various city-wide projects and programs. ' • The Community Services Department and the Library have budgeted to share one full time Fund Development Coordinator position as a means to meet the same need for fund development. Fundraising is critical to the success of both .... Fiscal Year 2015 1(, Adopted Budget - Page 42 .': Departments. This position will focus efforts on large scale capital fundraising, g fundraising events and provide expertise to the respective Foundations. The cost ' of this new position will be partially offset by the defunding of two part-time positions — a Community Services Specialist and a Recreation Leader. • One of the current Management Analyst I positions has been upgraded to a Management Analyst II. This position has taken on significant responsibilities ' managing our Community &Arts Foundation's non-profit financial operations since the department's Management Analyst Ill retired. This position is also responsible for the Department budget and the new classification creates a ladder within the ' department to allow for succession planning. • A new part-time Recreation Leader will be added to the Department to assist with t the new web-based registration solution and training as well as to assist with growing customer service needs in registration. ' • Registration/Revenue — Community Services processes over 40,000 activity registrations and countless rental requests each fiscal year. In FY 2014/15 staff actively pursued a replacement for the current CLASS Registration and Facility ' Booking Program and will upgrade our service with the current vendor, ActiveNet. Implementation of an upgraded registration system will be the focus early in the fiscal year, consisting of staff training and migration of current information with a ' launch anticipated in early 2016. Along with the enhanced ability of tracking revenue, the Department will implement a pricing methodology that continuously reflects community values, while generating adequate revenues to help sustain ' programs and services. • Park Facilities - Projects for FY 2015/16 will include design for a Trailhead at ' Central Park and for modifications to the Bank of America Courtyard at the Victoria Gardens Cultural Center. tThe lease on the current Rancho Cucamonga Family Sports Center will be ending FY 2016/17. Funding is budgeted for the design of a replacement gym. Los Amigos Park (formally Southwest Park) will go out for construction bid in early FY 2015/16 with construction anticipated to begin in early 2016. • Adult Sports - The Department will be contracting with Major League Softball ' (MLS) for the operating of the City's Adult Softball League. MLS has the expertise and the innovation that will provide a quality product to our patrons and potentially increase revenue. Staff will still oversee the program and manage the contract with ' MLS. This change will occur with our Winter 2016 leagues. • Fiscal Year 2015/16 Adopted) liudlgct Page 43 L.' J ' ••;. Park Ranger Program — In the 2014/15 I Il ,� 9 9 4 f Fiscal Year the Department launched a pilot �f Park Ranger Program. This program is in I _ collaboration with our Police Department and ' the Fire Protection District. Two part-time, non- ¶ '° sworn Park Rangers are patrolling parks and t -r, trails as a cost-effective means to enhance 4 , public safety. The Park Rangers will act both �` as first responders for some low-priority calls for I service as well as provide proactive park patrol and regulation enforcement. This pilot program I is being evaluated for its effectiveness before a ' broader program is considered in future years. • Founders Community Parade — In I 2015/16 the Founders Community Parade moves to a new location on Day Creek/Jack Benny Drive. Included in the budget request are I additional funds for street closures and infrastructure. Economic and Community Development Group 1 .. , t_______I , i y.' -.4:170-: irelft . it I This group encompasses all Economic and Community Development activities including Building and Safety, Community Improvement (formerly Code Enforcement), I Engineering, Planning, and Public Works Departments. The Economic Development Division plays a key role in the fiscal health of the City. I Recently, the City completed an update to its Economic Development Strategic Plan. The update will continue to provide a foundation for the City's economic development efforts over the next five to ten years. I FY 2015/16 Budget Highlights • Fund a part-time Management Aide position to handle data gathering, research I and analysis, documentation, correspondence, and record keeping for the Economic Development Group. I tit f3k- Fiscal Year 2015/16 Adopted Budget -- Page 44 L• •••• • 1 I • Begin implementation of the Economic Development Strategic Plan. Some of the ' core economic development programs and services will continue to remain key efforts in the City's business attraction and retention activities. For example, the Inland Empire Small Business Development Center (IESBDC) provides a vital role ' for new and existing business owners. This service is free to Rancho Cucamonga businesses and entrepreneurs. • Continue the Business Visitation Program, which was reestablished in 2014 as ' part of business retention efforts. The program is a cross-departmental effort of economic development and various key staff. ' • Rebrand and update the City's existing marketing. including communications pieces such as its website, newsletter, and social media presence, as outlined in the Economic Development Strategic Plan. ' • Work with GIS vendor ESRI to assist in the development of an application that contains geographic information as well as site selection tools for economic development. 1 The Engineering Services Department strives to ensure that Rancho Cucamonga has the vital infrastructure in place to maintain its standing as the premiere community in the ' region. There are six sections in the Engineering Services Department. The Administration & ' Budget Section provides imperative management and fiscal support to all six Engineering sections and is responsible for Capital Improvement budgets. The Land Development Section is responsible for conditioning new development projects to install street ' improvements and collection of development impact fees. plan checking street improvement plans and the issuance of all permits within the public rights-of-way. The Transportation Management Section oversees the City's traffic and transportation ' systems, and investigates and provides recommendations on matters related to traffic safety. The Capital Project Management Section designs and manages the construction of City-funded projects. The Environmental Programs Section is working collaboratively for an environmentally safe, healthy and sustainable community today and for future generations. The Rancho Cucamonga Municipal Utility Section is dedicated to the operation and administration of the City's electrical distribution system. FY 2015/16 Budget Highlights • Provide support to SANBAG during on-going construction of the 1-15 at Base Line ' Road Interchange Project. Project completion is anticipated in FY 2016117. • Prepare a master plan for the City's Intelligent Transportation Systems (traffic signals, communication systems, closed circuit video, etc.) 1 - beNA VP Fiscal Y'car 2015/16 Adopted I;udget Pace 45 L.•�•� I • I first RCMU welcomed Tesla Motors as its s ever Electric Vehicle charging customer at i.' - Victoria Gardens. With twelve charging 4 4. A r I stations, the Rancho Cucamonga Tesla site _� , is the largest station Tesla Motors has built �1 4,, ,, ii .q , in California for their nationwide �- 1~ I supercharger network. _ • Almost 8,000 feet of distribution circuit and I placement of 4 Pad Mounted Equipment switches were installed along Arrow Route from Rochester Avenue to Etiwanda I Avenue. This new line extension will also provide for 19 new LED streetlights fronting the property on Arrow Route and Etiwanda Avenue and will allow RCMU to provide electric service to two large distribution warehouses totaling over 1.6 million square I feet. • Manage the waste hauler franchise I ri, agreement negotiation process. ill., -•FY 'j • • Promote the Reuse Shed opening at the {a HHW facility. I ,;; • Construct the widening of Hellman --�r�-=••- Avenue at the Railroad Tracks, including new I """'�'�.°""" - railroad signals, vehicle and pedestrian gates and a new traffic signal at 8th Street. / • Pavement Rehabilitation of Foothill I Boulevard from Vineyard Avenue to Haven Avenue. t 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 I * : balanced, quality environment 4, "\ ... -, -. I:- w in the community. The Department functions as the ..•4 professional and technical I r f* tier fir advisor to the Planning Commission, Historic I M �► Preservation Commission and F i City Council on policy matters ••• 'y and issues concerning the I physical development of the community. I te -'.-4 Fiscal Year 2015'16 Adopted Budget - Page 46 L •••J • As the economy has improved, 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, while processing new projects and increased activity. Last year the Planning Department was reorganized and adopted some creative staffing changes to promote depth of knowledge and skill sets among the staff, while planning for the future. We have seen very positive results in developing skill sets and preparing staff ' for the vision of the future of the City. The current year staffing request will continue developing a strong leadership team that will focus on leading by example. FY 2015/16 Budget Highlights • Reestablish funding for a Senior Planner position. ' • Develop and release an RFQ for a Transit Oriented Development in conjunction with SANBAG at the Metrolink Station on Milliken Avenue. ' • Review areas of industrial zoning along arterials for possible rezoning to allow more commercial and office uses. • 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. An identified Council Goal, staff has developed a set of new Development Code standards to guide new Mixed ' Use/High Density/Transit Oriented Development in the City. Phase 2 of the project will include identifying Mixed Use densities and creating Overlay Zones. ' • Staff is working on the pre-zoning and annexation of a portion of the City's north eastern sphere, which is generally located to the north of Banyan Street and east of Haven Avenue. Early planning concepts include designating open space and conservation on 2,915 acres in the north part of the annexation area and residential on about 1,200 acres in the southern part. Residential development is envisioned to be in the form of a "residential neighborhood village" that features a mix of residential, neighborhood retail and service commercial, and public uses arranged in a compact land use pattern that would encourage residents to be active and walk to neighborhood services, schools, parks and other amenities. Once the new ' policy and regulatory framework is approved by the City Council, the annexation phase can begin. Pre-zoning is tentatively scheduled to be completed by mid-year 2016 and the annexation is expected to be completed by early 2017. ' • Continue to work with SANBAG on the San Bernardino County Reduction Plan on Greenhouse Gas emissions. ' • Empire Lakes - The applicant, Lewis Operating Corp., proposes to establish a mixed use development on the existing Empire Lakes Golf Course property. The proposed long-range project would allow for high density and medium-high density residential, mixed use, open space, and transit-oriented land uses all within close �•i twat Year 2 '1 l oed Flu get= Page 47 •'P proximity to transit services and local regional activity centers. The number of P Y 9 Y residential dwelling units would range from a minimum of 2,500 units to a maximum of up to 4,000 units. The new community is expected to appeal to a user group that is currently not supported with existing development in the city. • Massage Establishments - After adoption of interim ordinance number 872-A, staff is working on permanent provisions to regulating the siting and operation of new and existing massage establishments consistent with State Law. • SCAG Grant — Metrolink Study - Planning received a Compass Blueprint Grant through SCAG to look at the feasibility of a secondary Metrolink Station on Haven Avenue, and create transit-oriented development concepts surrounding the current Metrolink Station off Milliken Avenue. This project is expected to continue into 2016. • Staff is also working with SANBAG on the development of a transit-oriented, mixed residential and commercial project at the Metrolink Station. In addition to public parking for the Metrolink, the development would include multiple-family residential units as well as retail and service uses. It is anticipated that a private developer could be selected by the end of 2015 to enter into a long-term lease of the project site with the City and SANBAG. • The 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 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 Services Department, in partnership with the community, supports construction projects through plan checking, permit and inspection services to meet the requirements of construction codes, state mandated regulations and municipal codes. The Department enforces a series of nationally recognized standards and construction codes as well as mandates from state regulatory agencies, in matters pertinent to building construction, grading, drainage, water quality and permit process. The Community Improvement Division is responsible for the enforcement of the City's I zoning, sign, public nuisance, noise, property maintenance and various City codes. This division also manages the Community Improvement Volunteer Program. FY 2015/16 Budget Highlights • With the anticipation of a larger volume construction projects in FY 2015/16, the department will be focused on providing more in-house plan checking work, particularly in the area of fire plan check. A part-time plan examiner position is added for FY 2015/16, with a corresponding reduction in the contract service budget, so there is only a minimal net cost increase. 1 '.. , l fiscal )1'car 2015/16 Adopted Budget Page 48 L.,•;: I I • Continue to further enhance the use of the new permit software — Accela Automation (AA) and the Electronic Development Review (EDR) process. With Imore than twenty-four thousand (2,400) registered users in the AA system and about 60% of the inspection requests done through the AA system, these numbers continue to grow significantly. The department also anticipates a huge increase Ifrom the designers utilizing the EDR process. ., liaAelt ' mob'. .7 = . I OM I I . 1 .. I • Provide and coordinate the activities of three neighborhood clean-ups during this fiscal year. I • Additional funds are proposed for the budget of nuisance abatement in the Community Improvement program. As the community's built environment ages, I the additional money for this program will help staff manage the nuisance abatement work that is increasing. I • The Department continues to emphasize service consolidation within the department for improved customer service. Additional training funds are budgeted this year to facilitate cross-training of work duties. responsibilities and technical Icode knowledge, as well as succession planning. The Public Works Services Department maintains the City's infrastructure including I approximately 524 lane miles of roadway, 199 signal-controlled intersections/crossings. approximately 72,000 trees, 29 parks, and 14 City facilities. IFY 2015/16 Budget Highlights • The current Management Analyst II will be upgraded to a Management Analyst III 1 due to the regular and increased provision of higher level technical guidance and supervision of department work units. I • All Public Works sections will be focused on the goal to reduce overall City water consumption by a minimum of 32%. Parks staff have been working steadily on identifying areas where water can be reduced or eliminated in turf areas as I mandated by the State. In addition, Facilities staff are working on identifying and listing all fixtures that can be replaced with more water efficient models. Grants and rebates are also being explored to help offset the additional expenses. L IFiscal Year 201 5/16 Adopted l iti4et Page 49� :;;•J' 1 • I Work will continue with the GIS Division to implement the use of iPads in the field to collect real-time data. One additional iPad is being purchased during the fiscal year to expand the diversity of the iPad to the Streets On-Call program. This will I allow on-call personnel to document all PWSD emergency call-outs in the public right-of-way. Staff will also be looking into future usage of iPads in the areas of IWater Management and mapping, playground safety inspections, IPM (integrated pest management) and park facilities repairs and inventory. ,� • Work will continue on the Council I 4 41 II I Iap Chamber technology infrastructure i replacement necessary to provide reliable r support for public meetings. I A • Funds are budgeted to complete a city- wide tree inventory which will improve the tree trimming process, as well as to improve I E ■ the efficiency of the tree crew. . .4 lip _ . • The Streets Section is excited to I implement the new thermoplastic application process, which has been in use by other cities lilt Is, - and contractors for many years. I Thermoplastic material will be used by our . Signs and Markings crew to maintain the _ City's street markings (i.e., stop, stop bars, I stop ahead, signal ahead, keep clear, speed limits, and crosswalks) instead of paint. • There are many benefits to using I Thermoplastic, including increased durability. • The latest CNG fueling station expansion will be completed to accommodate the I expanding CNG fleet. The project will consist of installing twenty (20) new CNG time-fill stations and overhead lighting. The City has received a grant from the Mobile Source Air Pollution Reduction Review Committee (MSRC) in the amount t of $170,280 for this phase of the CNG station construction. • Over the years, the Civic Center has experienced problems with leaks from the , existing roofing system as well as the upper ` ``11 level patios. With the roofing system now IP replaced, the FY 2015/16 work on the upper P I level patios will meet the new Title 24 Cool Roof requirements and seal all penetrations and \ t joints to prevent water intrusion. • New facilities projects for this year include the N • G. 1 replacement of the aging water cooling tower - 11 4' I (HVAC); replacing 20-year old elevator controls and hydraulic tank: the Animal Care and Adoption Center "extreme makeover"; building a -- I I.iscal Year 20l5'l6 Adopted Budget Page 50 L'. . I family restroom at the stadium; Metrolink facility renovations and security upgrades; and multiple office reconfigurations at City Hall. ' • New streets projects will include the installation of CNG slow-fill dispensers at the Animal Center and the stadium; and a possible redesign of the Illuminated Street ' Name Signs. • New parks projects will include the continuation of water conservation and landscape renovations along Base Line Road and at the Civic Center; an ADA swing bay and rubberized surfacing at Garcia Park: and soccer field renovations at the Adult Sports Complex; and a feasibility study of artificial turf for the soccer ' fields. Library Services The Library Department 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 I 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 2014/15, 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. 41//b.'' The Library's entrepreneurial • _ endeavors continue to be successful, rs ..N.t ""' including the implementation of a . :- '*; 3;,'x 1 7' `� second passport acceptance agency at '�'� Y{ "-‘":��� 3+ .� ' the Archibald Library, continued sales 1 ', • ,x .�- ��,�.� � of a newly-redesigned (and more �r- - • .•. ( = economical) Play and Learn IslandlM to other libraries, and working once again with the California State Library to implement another round of the Staff ' Innovation FundTM to seven additional public libraries in the State. The Rancho Cucamonga Library also continues to be recognized by the Library community for the National Medal for Museum and Library ' Service. FY 2015/16 Budget Highlights ' • Personnel changes include the upgrade of an Office Specialist II to a Library Technician and the upgrade of a Librarian Ito a Librarian II. Additionally, funding will be provided for a new Librarian II to provide more formalized leadership for the Children's Services Division at the Biane Library. A part-time Library Technician will be added for media needs at the two libraries. • In FY 2015/16, the Library will continue to develop Phase I of the second floor of the Biane Library at Victoria Gardens. With construction drawings complete, the ' project will go out to bid during the summer, with the expectation of completing construction in Summer 2016. During the course of the year, the Library will create Fiscal Year 201 5/16 Adopted Budget Page 51 1L•:j • 1 a plan of service to showcase the innovative programs that will ha pp en when Phase I of the second floor opens. • The Library will also examine the newly-added programs for children and teens, including: 22 weekly story times for children. New programs include Rhyme Time, Mother 1 Goose of the Loose, and Bright Beginnings. Along with the existing story times, this increased the offerings from 18 to 22. Tween/Teen programs for children. Several successful grants have provided ♦ the libraries with new, exciting equipment from light and magnetic boards to DJ equipment to 3-D printers. In the upcoming year, lots of new programs will be offered to teens and tweens to get them excited about these technologies. Summer Reading Club. Rancho Cucamonga Library has joined the California Library Association statewide initiative to reach one million children during the 1 summer in local Summer Reading Clubs. • The Library also received a major grant from the California State Library to work with the GIS Division to train four partner libraries in GIS technologies. This summer, the grant will conclude with those partner libraries attending the ESRI Conference in order to further their GIS education and network with the other partner libraries. 1 1 MN 1 1 1 1 1 1 1 . ;.•, Fiscal Year 2015/16 Adopted Budget Page 52 L..: I " Aik Attachment B -'�•••• 1 • •_::: • J , RANCHO I CUCAMONGA CALIFORNIA 2015 CITY COUNCIL GOALS I These 2015 goals were developed at the Janua ry 2015 City Council g oal-settin g session. As noted, many of 1 these programs and projects are multi-year in nature, in order to develop and implement. PUBLIC SAFETY IProactively develop public safety programs and facilities to meet community needs. I 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 I 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 I (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 I Goal) PS-5. By June 2014, conduct a security assessment for all City and school district facilities, as applicable. Police (prior year Council Goal) 1 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 1 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 1 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 1 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 1 PARKS AND RECREATION DEVELOPMENT Proceed with planning and development of major parks and recreational projects. IPR-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) I 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 funding and timelines for City Council review. Community Services . � Fiscal Year 2015/1 h Adopted Budget — Page 53 1:.$': 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) 1. EP-2. By June 2011, negotiate updated joint use agreements with the elementary school districts. Community I 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" 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 I 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 44:=. 11200111 I Fiscal Year 201 5/16 Adopted Budget - Page 54 I MID AND LONG RANGE PLANNING IBegin 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 I 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. I 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 I 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 I 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 I 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 I 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 I OTHER OBJECTIVES: Begin multi-year process of revising and/or implementing major City documents and systems, including: I00-1. By April 2014, implement Accela Automation, the new land management enterprise system. Administrative Services(prior year Council Goal) I 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) I 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 I I I I I v b. Fiscal Year 2015/16 Adopted IRudget -- Page 55 L. ; • ;J, 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK , so." •.. . . I t i I isc it Year 201 `1(' \clopted Budget— Page 56 . •;: L._•• 1 1 GOVERNMENT FINANCE OFFICERS ASSOCIATION .Distinguished Budget Presen tation i Award ' PRESENTED TO City of Rancho Cucamonga ' California For the Fiscal Year Beginning ' July 1,2014 Executive Director i 1 i ' 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, 2014. In order to receive this award, a 1 governmental unit must publish a budget document that meets program criteria as a policy document, operations guide, financial plan, and communications device. 1 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. 1 I fiscal Year 2.015;16 Adopted lBticlget Page 57 —.•; 1 i THIS PAGE INTENTIONALLY LEFT BLANK ' 1 1 I 1 Fiscal Year 2015/16 Adopted Budget -- Page 58 ����; I I I ii 1.40 •-•• RANCHO ' CUCAMONGA CALIFORNIA 1 GENERAL INFORMATION Fiscal Year 2015/16 Adopted Budget Page 59 �L�'•�;J 1 1 1 1 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK t 1 1 i 1 1 1 1 I iscal Year 2015'16 Adopted Budget Page 60 L. j • .• II ' CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2015/16 Adopted Budget City Officials I ICity Council Name Term Expires IL. Dennis Michael Mayor 2018 Sam Spagnolo Mayor Pro-Tern 2016 1 William J. Alexander Council Member 2018 Lynne Kennedy Council Member 2016 Diane Williams Council Member 2018 I Administration and Department Heads 1 City Manager John R. Gillison IAssistant City Manager Linda Daniels Deputy City Manager/Administrative Services Lori Sassoon IDeputy City Manager/Economic and Community Development Jeff Bloom City Attorney James L. Markman I Treasurer (term expires 2016) James Frost City Clerk (term expires 2016) Janice C. Reynolds I City Clerk Services Director Linda Troyan Animal Services Director Veronica Fincher Building and Safety Official Trang Huynh 1 Community Services Director Nettie Nielsen Engineering Services Director/City Engineer Mark Steuer IFinance Director Tamara L. Layne Fire Chief Mike Costello I Human Resources Director Robert Neiuber Library Director Michelle Perera 1 Planning Director Police Chief Candyce Burnett Danielle Boldt Public Works Services Director Bill Wittkopf I 1 F iscal Year 201 5/16 Adopted Budget Page 61 L. .:: 1 1 1 1 i 1 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 1 1 i 1 1 1 1 1 1 kcal Year 20 1 5 16 :\dopled Budget Page 62 L, •;:J I I CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2015/16 Adopted Budget Organization Chart I ICitizens of IRancho Cucamonga ICity Clerk City Council City Treasurer City — Attorney 1 ICity Manager 1 I I Administrative Animal Care Police Economic and IServices and Services Department Community Admin/Purchasing/Spec Dist Development Community Fire II Finance Services District I I Human Library Services [— Resources 111 I Innovation and Technology I I I I I Building and Engineering Public Works 1 _ Safety Services Planning Services I Fiscal Year 2015/16 Adopted liud�get Page h r r r r r r 1 r r THIS PAGE INTENTIONALLY LEFT BLANK r r r I r r 1 I isu►I Year 2O1 5 I6 Wooed Budget - Page 64 L. J I CITY OF RANCHO CUCAMONGA,CALIFORNIA Functional Units by Fund Type IFiscal Year 2015/16 Adopted Budget I Fiscal Year 2015/16 Adopted Budget $221,887,760 I/ General Fund Special Revenue Funds Capital Projects Funds -$74,273,520 $123,945,840 $108,620 1 I Governance Assessment Districts Admin AD 84-I Day Creek/Mello Police AB2766 Air Quality Improvement CFD 2001-01 Animal Care and Services Beautification CFD 2003-01 Cultural Center Administrative Services Drainage Facilities CFD 2004-01 Rancho Etiwanda Est I Finance Park Development CFD 2006-01 Vintner's Grove Human Resources Transportation Economic and Comm.Dev. Etiwanda No.Equestrian Facility Enterprise Funds Building and Safety Underground Utilities $13,646,450 I Engineering Services Planning Landscape Maintenance Districts Sports Complex Street Light Maintenance Districts Regis Connect Public Works Services Gas Tax Municipal Utility I Community Services Measure I Utility Public Benefit AB 2928 Traffic Congestion Relief Other General Funds Foothill Blvd Maintenance Internal Service Funds $5,769,700 Integrated Waste Management $4,143,630 I Governance Prop 42-Traffic Congestion Mitig. Equipment Nehicle Replacement Comm Dev Technical Services Proposition 1B State Funding Computer Equip/Tech Replacement Police Asset Seizure-State and Federal Reimb St/County Parking Cit Citywide Infrastructure Imprv. I Law Enforcement Reserve Community Dev.Block Grant Traffic Safety Federal Safetea-LU Administrative Services Prop 1B-SLPP Info Technology-Development Pedestrian Grant/Art 3 I City Technology Fee Capital Reserve Public Resrce Grants/Healty RC CA Recycle/Litter Reduction Grant Finance Used Oil Recycling Benefits Contingency Safe Routes to School Program I Human Resources Prop 84 Park Bond Act Capital Reserve Recreation Services Economic and Comm.Dev. Library Fund Comm Dev Technical Services CA State Library City Technology Fee Staff Innovation(CA ST LB) Building and Safety The Big Read Library Gant Comm Dev Technical Services COP'S Program Grant-State I City Technology Fee Mobile Home Park Program Justice Assistance Grant(JAG) COPS Hiring Program Grant SB 1 186 Cert Access Special Program Dept of Homeland Security Grant Engineering Services Housing Sucessor Agency I Comm Dev Technical Services City Technology Fee AD 91-2 Redemption-Day Canyon PD 85 Redemption Fund Capital Reserve CFD 2000-03 Park Maintenance Planning Fire Protection District I Comm Dev Technical Services City Technology Fee Public Works Services I CVWD Reimbursements County of S.B. Reimbursements Capital Reserve Community Services ICapital Reserve 'Ail---"4".;e41.•.* I i cal Year 2015.'16 .\clohtccl I3uclget Page 65 L6•;: • 1 I 1 I 1 I � 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 I 1 1 1 1 1 1 1 I iscal Year 2015 16 Adopted Budget Page 66 11" •;:J CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2015/16 Adopted Budget Snapshot of the City of Rancho Cucamonga ' General Information: The City of Rancho Cucamonga currently has an estimated population of 174,064 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): 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 2006-172,322 2010-178,904 2014-174,064 tNumber of Registered Voters (San Bernardino County Registrar of Voters): 84,369 tCapital Asset Statistics (per June 30, 2014 CAFR): Police: Fire: Stations: 1 Fire Stations: 7 Patrol units: 60 ' Public Works: Parks and Recreation: Streets (miles): 524 Parks: 31 Streetlights: 16,334 Acreage: 343 Traffic signals: 220 Community centers: 6 I - ______ Fiscal Year 2015/16 Adopted 13udgct Page 67 L.•:• I CITY OF RANCHO CUCAMONGA, CALIFORNIA Population by Age 1 2010 (Census), 2015 (est), and 2020 (est) I 2010 Population by Age Total 165,269 0 - 4 6.2% I 5 - 9 6.8% 10 - 14 7.7% I 15 - 24 15.6% 25 - 34 14.4% 35 - 44 15.0% 1 45 - 54 15.7% 55 - 64 10.8% ' 65 - 74 4.7% 75 - 84 2.3% 85 + 0.9% 2015 Population by Age : ; MIN I Total 171,055 0 - 4 6.0% I 5 - 9 6.3% 10 - 14 6.9% 15 - 24 14.4% 1 25 - 34 15.8% 35 - 44 13.9% • 45 - 54 14.5% 1 55 - 64 12.3% 65 - 74 6.4% I 75 - 84 2.5% 85 i 1.0% 2020 Population by Age T 1 otal 176,876 0 - 4 6.0% 5 - 9 6.0% 1 10 - 14 6.4% 15 - 24 12.4% S 25 - 34 16.8% 35 - 44 14.8% 45 - 54 13.1% ' 55 - 64 12.4% 65 - 74 7.9% 75 - 84 3.0% 1 85 + 1.1% Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri I forecasts for 2015 an• I I ' enverted Census 2000 data into 2010 geography.) -----•---,--_:�------- ��. I ku tI \ �•.0 201 -; 16 .\doptcd laud, ct I'ale 68 L':.:.: 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Educational Attainment Current Year ' 2015 Population 25+ by Educational Attainment Total 113,615 Less than 9th Grade 3.8% 9th - 12th Grade, No Diploma 5.0% High School Graduate 17.6% GED/Alternative Credential 2.7% ' Some College, No Degree 28.7% Associate Degree 9.9% Bachelor's Degree 20.6% Graduate/Professional Degree 11.9% 1 i 1 1 1 1 1 1 1 1 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 iscal Year 2015/16 Adopted Budget - Page 69 L.•:• I CITY OF RANCHO CUCAMONGA, CALIFORNIA Principal Employers Current Year and Nine Years Ago* I 2014 2005 Percent of Percent of I Number of Total Number of Total Employer Employees, Rank Income' Employees, Rank Employment I Chaffey Community College 1,229 1 1.69% 1,100 1 1.45% Etiwanda School District 1,058 2 1.45% 1,015 2 1.34% I Amphastar Pharmaceutical 880 3 1.21% n/a n/a n/a City of Rancho Cucamonga 858 4 1.18% 705 4 0.93% Inland Empire Health Plan 850 5 1.17% n/a n/a n/a Alta Loma School District 623 6 0.86% 920 3 1.22% Central School District 527 7 0.72% 500 7 0.66% II Lexxiom, Inc. 360 8 0.49% n/a n/a n/a Law Enforcement/Investigations 358 9 0.49% n/a n/a n/a Tamco Steel 350 10 0.48% n/a n/a n/a Frito-Lay, Inc. n/a n/a n/a 600 5 0.79% C.W. Construction n/a n/a n/a 600 5 0.79% I Mission Foods n/a n/a n/a 573 6 0.76% Target n/a n/a n/a 475 8 0.63% Mercury Casualty n/a n/a n/a 437 9 0.58% 1 Note: "Total Employment" as used above represents the total employment of all employers located within City limits. I Includes full-time and part-time employees. *Only the top ten employers for each year presented have data displayed. If a company did not rank in the top ten employers for both years presented, then one of the two years will state "n/a". I Source: June 30, 2014 Comprehensive Annual Financial Report 1 e:::90::1 l.iscal Year 2015;16 Adopted Budget - Page 70 L ;.• .; .., I LCITY OF RANCHO CUCAMONGA,CALIFORNIA Principal Sales Tax Remitters ' Current Year and Nine Years Ago 2014 2005 Business Name Business Category Business Name Business Category Apple Electronics/Appliance Stores Albertsons Grocery Stores Liquor Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Ameron International Contractors Best Buy Electronics/Appliance Stores Ameron Steel Pipe Contractors Chevron Service Stations Arco AM PM Mini Mart Service Stations Circle K Service Stations Best Buy Electronics/Appliance Stores IIICircle K Service Stations Chevron Service Stations Costco Discount Department Stores Circuit City Electronics/Appliance Stores IDay Creek Arco Service Stations Costco Discount Department Stores Day Creek Shell Service Stations Dan Reshaw Mobil Service Stations IHaven Mobil Service Stations Home Depot Lumber/Building Materials Home Depot Lumber/Building Materials Huttig Lumber/Building Materials JC Penney Department Stores JC Penney Department Stores Living Spaces Furniture Home Furnishings Living Spaces Furniture Home Furnishings Lowes Lumber/Building Materials Lowes Lumber/Building Materials IMacys Department Stores Macys Department Stores Monoprice Fulfillment Centers Mervyns Department Stores INIC Partners Electrical Equipment Novartis Animal Health Medical/Biotech Ralphs Grocery Stores Liquor Robinsons May Department Stores Ralphs Grocery Stores Liquor Sears Department Stores IRoss Family Apparel Stater Bros Grocery Stores Liquor Sears Department Stores Tamco Heavy Industrial 1 i Target Discount Department Stores Target Discount Department Stores Tesoro Refining& Marketing Service Stations Walmart Discount Department Stores IWalmart Discount Department Stores West End Material Supply Lumber/Building Materials Walters Wholesale Electric Plumbing/Electrical Supplies Wickes Home Furnishings I * Firms listed alphabetically Source: June 30, 2014 Comprehensive Annual Financial Report I �lid 1•car 201 s 16 \Molted 11u(lect I'al2c 71 L,� . •J� 1 1 I THIS PAGE INTENTIONALLY LEFT BLANK 1 I 1 I I r r I 1 I i�c;il ,ail R 1 \d pica I�u1l L� 1':11'c CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Budget Guide The purpose of the City of Rancho Cucamonga's "blueprint"p rp y g 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 Functional Units by Fund Type chart; 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. I 1 iscal l'car 2(115'16 :\dloptcd Rud ei Pape 73 L••';• CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 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 I 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 itic nI l ccu ?I)I 1(, \d 1 tcd Mi4ci I'4!c 74 L•��'J I CITY OF RANCHO CUCAMONGA, CALIFORNIA IFiscal Year 2015/16 Adopted Budget Budget Process I 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 Iexpenditures. For proprietary funds, the budget is prepared on a full accrual basis. This means expenses are I 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. IBasis 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. I 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. IBudgetary control is maintained at the department level within each fund. The City also maintains an encumbrance accounting system budgetary control. Estimated purchase amounts are I 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. IBudgetary 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 Iproposed for FY 2015/16: Special Revenue Funds: IAD 93-1 Masi Commerce Center Park Land Acquisition Community/Rec Center Development Park Improvement I Library Impact Fee Animal Center Impact Fee Police Impact Fee General City Street Lights SB 140 Fire Technology Fee Fund IVarious Grant Funds Capital Projects Funds: IADs 82-1, 86-2 CFDs 2000-01, 2000-03, 2003-01, 2004-01, 2006-02 IThe following Flow Chart describes the p rocess.City's annual budget Y g I I kcal 1 c,u. 2.0 15 1() :Aduptcd Iiiid 2Lt Rive 75 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget I Budget Process FLOW CHART January February FINANCE DEPARTMENTS , Analyze and Project Early January Submit Budget Revenue Estimates Requests to Finance I Department BUDGET KICK-OFF February/March February • FINANCE FINANCE I Present Mid-Year Review and Analyze Budget Review Budget Requests/ Finalize Revenue Projections I March April April 1 CITY MANAGER/ ENGINEERING/ FINANCE FINANCE DIRECTOR PUBLIC WORKS 1, Prepare Proposed Budget Meetings with CIP presented to Budget Departments Planning Commission 1 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 ,,ErisiON00111"1"1"011111.1111111.1"""."-47— 11111111 Fiscal Year 2015;16 :Adopted 13udget Page 76 ,, I ri L.. • -. 0 RANCHO I CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA I I Budget Summary I Fiseal Year 2015/16 Adopted Budget-Page 77 ••� 1 ' i ' ' I I THIS PAGE INTENTIONALLY LEFT BLANK 1 I ' t ' ' - Fiscal Year 2015.16 Adopted Budget - Page 78 •; N 000000000000000 0000000 0 00 ✓ 000v, o Hoop - M f mN - 000 V 0 ^ P V, n .c .0 00 N 00 MPr1- M ^ oono r o V n no O V el,r- M 00 T°. .o 0000'0 - - oor-iN O' NvNM '.;000N V rN c' ^ o °o ,'^, mTrMOO ,n v„n0P Nv, M00 P v) PP — .000 0 0 — N000'— v'00 - v, e 0 .n .nrl - Moo V; .o v H oo r ooN r: — v,P -- 4;.000 r:06 rim v'0- — n N - - N - P .O 00 .O N M CO M N N H H H H H H H Ca. u .0 0 0 0 o 0 0_ 0 0 0 0 .0 o N.� N - .'O ' ' .O P V ' O rV'1 N ' ' .MD '� .O C N P M O - N n ET — .n - M - n N M 'n V 0 lc H H H H H 69 H A 1.. 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'. xC I— co > ° N W '+ 9 7 a ld 0 CC O ,� 7 On Y 'O U 5 �-• C). *xx fW x H C L CCC v Li C' 8. b G N O F a+ f I✓ C± 0� C CL C W p I p u a) u >,- a) g � � � - a m 00 0. o CF' •v H .2 ,g `� u ow 6 5 eel w OD 'E uoO w 0 u ry u L. tzl >, vi grt u, H ¢ u. 8 „a u s e > .g' R. 2E e g. �.� 0 ' - 0 C < 0 O I w -� WH a � � V •-• a.) � o OU � V H m � -' * * ** OD I iseal Year 2015'16 Adopted liucl`oct 1'a`uu 7() L',., J 1 I I 1 I I I THIS PAGE INTENTIONALLY LEFT BLANK 1 I 1 1 I I I I I Itil'aI l ear ,01 '1(' \dop cd 13udget - Page 80 • • 1 1 .• 1040•_ •o- 11• B 0* •t.• RANCHO ' CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA I Revenue Summaries 1 L Fiscal Year 2015/16 Adopted Budget— Page 81 L....•• 1 I I I I i THIS PAGE INTENTIONALLY LEFT BLANK i 1 I I I i i t I I isca ear 2015/16 Adopted Budget - Page 82 L• .•J I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget 1 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 2015/16 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 Lcollaboration with its partner Beacon Economics) and an examination of local business data, the consultant anticipates the City will receive sales tax revenue of$28.9 million for FY 2015/16, a $2,369,340 or 8.9%, increase over the FY 2014/15 budget. Vehicle license fees(VL F and Property Tax in lieu of VLF). The majority ty 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. I Fiscal Year 2015/16 Adopted Budget Page 83 * ! - L._;.--I I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 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$16,548,490 which is a$1,557,460 or 10.4%,increase from the FY 2014/15 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 I 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 $211,470 or 3.3%, from FY 2014/15. 1 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 1 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 4.71%. Property tax revenues for the City General Fund(including post-RDA property tax revenue)have l increased overall by$1,630,120 or 31.6%from FY 2014/15,with property transfer taxes projected to increase $57,960 or 8%. The Library's property tax has increased $380,430 or 10.9%from FY 2014/15 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 $1,909,250 or 9.2% from FY 2014/15, 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 I i,1/4 Ll Year 2015, 16 :Adop cd Budget Page 84 • CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Revenue and Resource Estimates corresponding decrease in these revenues being allocated to the District's Capital Reserve Fund. Property tax revenue for the Fire District's two Community Facilities Districts (CFDs) decreased $227,500, or 3.1% from FY 2014/15 with no increase in CPI required. The rates in each CFD were actually decreased by 5%. This reflects the District's commitment to maintain CFD rates without CPI increases to the extent practical and, where possible, to reduce rates in a prudent manner. 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 1 and Safety, Engineering,or Planning Fees are adjusted accordingly. Based on input received from the Community Development departments, development fees are projected to decrease $400,000 (excluding special services fees), or 10.1%, from FY 2014/15. This reduced level of development fees reflects more"normal"development activity. 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 increase $32,410, or 1.4%, from FY 2014/15. 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 1 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$70,180 or 2.7%from FY 2014/15. The revenues discussed above total $101,678,340 and represent 91.5% of the City's Operating Budget and 53.4%of the City's overall budget. Other Funds. Revenues for the other City funds are comprised of various taxes, charges for ' services, intergovernmental, and other sources. Property taxes are collected for the City's various Landscape Maintenance Districts (LMDs), Street Lighting Districts (SLDs), and various special districts. These property tax revenues total $14,101,190, or 7.4%, 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$5,726,810, or 3%, 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 fiscal Year 2015/16 Adopted 13udgei I'w1r X� L, J 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Revenue and Resource Estimates 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. Charges for services are received for Community Services recreational and community activities, in the amount of $2,908,590, as well as for the City's Municipal Utility, in the amount of $12,030,320, which provides electrical service to a portion of the City. Together, these revenues represent 7.8% 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$21,649,730, or 11.4%, of the City's overall budget. Other sources of revenue include interest earnings,reimbursements from other funds,and transfers in. 1 I 1 t I I Fiscal Year 201 5/16 Adopted Budget — Page 86 •', .' L. •y• I I i I I I I I 1 THIS PAGE INTENTIONALLY LEFT BLANK I 1 I 1 I i 1 Fiscal Year 2015/16 Adopted udget- Page 87 L, ;;J I City of Rancho Cucamonga, California t Revenue Summary by Category Operating Budget* Fiscal Year 2015/16 Adopted Budget Intergovernmental Other Charges for Services 0.16% 3 2.92% .53% Use of Money&Prop Tr2.07%In 2.07/o 0.84% Fines&Forfeitures 0.79% Licenses&Permits 3.42% Taxes: , Property Tax** $ 57,730,600 Sales Tax 28,930,980 1 Franchise Fees 6,544,350 Transient Occupancy Tax 2,649,350 Admissions Tax 40,900 Subtotal-Taxes 95,896,180 Licenses & Permits 3,798,830 Fines & Forfeitures 882,240 Use of Money& Property 931,290 Charges for Services 3,246,590 1 Intergovernmental 175,610 Other 3,919,970 Transfer In 2,304,650 i Total Operating Budget $ 111,155,360 I *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$16,474,380 for the City General Fund (Fund 001). Fiscal Year 2015' 16 Adopted 13udu,c1 - Page 88 ICity of Rancho Cucamonga Revenue Summary by Category IOperating Budget Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 001 -GENERAL FUND TAXES $ 56,947,193 $ 56,325,300 $ 62,209,270 LICENSES& PERMITS 3,755,282 3,815,550 3,778,950 FINES& FORFEITURES 704,987 737,080 659,040 I USE OF MONEY& PROPERTY 696,353 487,420 413,240 CHARGES FOR SERVICES 3,686,476 3,512,120 3,110,250 INTERGOVERNMENTAL 153,256 157,860 155,610 I OTHER 2,505,868 2,516,210 2,584,320 TRANSFER IN 1,246,770 1,349,440 1,294,800 TOTAL 001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480 I281 - FIRE FUND TAXES $ 18,691,347 $ 20,696,510 $ 22,605,760 LICENSES& PERMITS 87,174 30,000 19,880 I FINES& FORFEITURES 17,586 39,800 43,200 USE OF MONEY& PROPERTY 338,513 316,590 337,250 CHARGES FOR SERVICES 51,794 78,820 13,820 I OTHER 756,378 731,970 1,195,230 TOTAL 281 - FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140 I 282-COMMUNITY FACILITIES DIST 85-1 TAXES $ 6,208,523 $ 6,197,700 $ 6,001,060 USE OF MONEY& PROPERTY 69,159 30,200 27,050 CHARGES FOR SERVICES 3,360 3,600 3,600 IOTHER 69,882 30,000 0 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,350,925 $ 6,261,500 $ 6,031,710 I 283-COMMUNITY FACILITIES DIST 88-1 TAXES $ 1,192,557 $ 1,229,740 $ 1,198,880 USE OF MONEY& PROPERTY 1,544 0 0 I CHARGES FOR SERVICES 560 1,120 1,120 OTHER 19,689 1 0,000 0 TRANSFER IN 817,610 980,660 1,009,850 I TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,031,960 $ 2,221,520 $ 2,209,850 290- LIBRARY FUND TAXES $ 3,452,880 $ 3,500,780 $ 3,881,210 1 FINES& FORFEITURES 183,812 180,000 180,000 USE OF MONEY& PROPERTY 169,701 138,800 153,750 CHARGES FOR SERVICES 141,473 117,500 117,800 I INTERGOVERNMENTAL 14,016 15,000 20,000 OTHER 115,000 150,420 140,420 TOTAL 290- LIBRARY FUND $ 4,076,882 $ 4,102,500 $ 4,493,180 ITOTAL OPERATING BUDGET $ 102,098,743 $ 103,380,190 $ 111,155,360 1 /Fiscal Year 2015/16 Adopted Budget - Page 89 L. :J City of Rancho Cucamonga I Revenue Detail Operating Budget I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 001 -GENERAL FUND I TAXES 4101 Property Taxes-CY Secured $ 3,359,033 $ 3,406,830 $ 3,826,060 4102 Property Taxes-CY Unsecured 152,104 155,530 170,740 I 4103 Property Taxes-PY Sec& Unsec 102,428 109,860 104,930 4104 Property Taxes-Penalties/Int. 183,888 184,080 229,030 4105 Property Taxes-Supplemental 179,298 147,820 150,190 4106 Property Taxes-Unitary 341,126 343,670 620,270 I 4107 Property Transfer Tax 855,487 722,960 780,920 4111 Property Tax In-Lieu of VLF 14,806,232 14,914,310 16,474,380 4113 Property Tax- Post RDA Res Blc 1,872,534 810,480 1,687,170 , 4120 Sales and Use Tax 19,198,474 19,561,770 21,322,550 4121 Prop 172-Half Cent Sales Tax 469,497 479,380 500,920 4122 Sales Tax In-Lieu(Triple FIp) 6,550,329 6,520,590 7,107,510 4125 Transient Occupancy Tax 2,554,570 2,579,170 2,649,350 I 4126 Admissions Tax 55,258 55,970 40,900 4130 Franchise Fee-Gas& Electric 2,640,886 2,684,720 2,833,880 4131 Franchise Fee-Resid. Refuse 991,479 988,560 1,001,000 , 4132 Franchise Fee-Comm. Refuse 1,225,702 1,255,830 1,238,000 4133 Franchise Fee-Cable 1,408,868 1,403,770 1,471,470 TOTAL TAXES $ 56,947,193 $ 56,325,300 $ 62,209,270 I LICENSES& PERMITS 4201 Business Licenses $ 2,210,351 $ 2,174,510 $ 2,205,820 4202 Bicycle License 505 0 0 ' 4203 Electrical Permit 49,964 0 0 4204 Mechanical Permit 44,903 0 0 1 4205 Plumbing Permit 32,827 0 0 I 4206 Grading Permit 12,239 0 0 4207 Building Permits 950,593 1,166,810 1,166,810 4208 Bldg Pmt-Strong Motion Fees (125) 0 0 4209 Mobile Home Permit 6,536 5,940 2,460 I 4210 Bldg Permits-SB1473(90%to CA) 500 670 880 4215 Animal Licenses 298,209 295,000 305,000 4216 Parking Permits 0 55,000 500 I 4220 Other Licenses& Permits 50,238 40,990 19,750 4231 Business Licenses-P/Y 12,681 13,310 13,500 4232 Business Licenses-Penalties 85,860 63,320 64,230 ' TOTAL LICENSES& PERMITS $ 3,755,282 $ 3,815,550 $ 3,778,950 FINES& FORFEITURES I 4301 Vehicle Code Fines $ 144,222 $ 124,910 $ 84,510 4302 Parking Citations 255,565 272,540 235,850 4306 Vehicle Release Fees 169,600 185,930 179,340 4307 Citation Proof of Corr Fees 1,970 2,420 1,140 I 4308 General Ordinance Fines 46,447 41,260 44,300 4309 False Alarm Fees 42,625 35,950 38,720 4310 Loud Party Ordinance Fines 100 200 100 I4313 Other Fines& Forfeitures 44,457 73,870 75,080 I iscal Year 2(11 5'16 Adopted Budget - Page 90 L,:: ; J ICity of Rancho Cucamonga Revenue Detail I Operating Budget Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget ITOTAL FINES& FORFEITURES $ 704,987 $ 737,080 $ 659,040 USE OF MONEY& PROPERTY 4401 Interest Earnings $ 407,813 $ 394,020 $ 338,980 I 4402 Unrealized Gain 170,623 0 0 4419 Other Rental/Lease Income 35,974 38,770 24,190 4440 Sale of Fixed Assets 81,943 54,630 50,070 ITOTAL USE OF MONEY& PROPERTY $ 696,353 $ 487,420 $ 413,240 CHARGES FOR SERVICES I 4501 Plan Check Fees $ 104,246 $ 976,320 $ 976,320 4502 Building Plan Check 851,695 0 0 4503 Electrical Plan Check 3,383 0 0 4504 Mechanical Plan Check 667 0 0 I 4505 Plumbing Plan Check 3,160 0 0 4506 Grading Plan Check 23,566 0 0 4508 Planning Fees 866,843 650,000 700,000 I 4509 Planning-Special Services Fee (479) 159 440,000 440,000 4510 Engineering Fees , 0,839 1,150,000 700,000 4511 Engineering-Special Services 0 50,000 50,000 I 4560 Fingerprint Fees 37,045 33,380 42,470 4563 Candidates Filing Fees 0 10,000 0 4564 Returned Item Charge 518 650 510 4570 Sale of Printed Materials 18,143 16,270 14,950 I 4571 Sale of Taxable Items 416 129 0 0 4630 Animal Adoption Fees 129,836 125,000 125,000 4631 Animal Spay/Neuter Fees 8,049 7,000 7,000 I 4633 Animal Boarding Fees 8,536 9,000 9,000 4634 Animal Impound Fees 18,452 18,000 18,000 4636 Owner Surrender Fees 11,945 13,000 13,000 4637 Animal Pick-Up Fee 5,126 5,000 5,000 I 4638 Microchipping Fee 4,490 4,000 4,500 4640 Vaccination Services 0 4,500 4,500 TOTAL CHARGES FOR SERVICES $ 3,686,476 $ 3,512,120 $ 3,110,250 IINTERGOVERNMENTAL 4701 Motor Vehicle In-Lieu Fees $ 75,900 $ 76,720 $ 74,110 I 4710 Homeowners Property Tax Relief 77,356 81,140 81,500 TOTAL INTERGOVERNMENTAL $ 153,256 $ 157,860 $ 155,610 OTHER I 4901 Other Revenue $ 775,608 $ 591,870 $ 656,610 4905 Contributions/Fundraising 46,130 45,430 70,000 4911 Reimbursement from Other Funds 208,899 808,160 754,450 I 4913 State Mandate Reimbursement 53,308 0 5303 0 4914 Non Abated Reimbursements 570,439 , 0 54,500 4915 Bad Debt Recovery 0 17,720 12,860 I 4917 RDASA Admin Allowance 851,484 1,000,000 835,900 4918 Housing SA Admin Allowance 0 0 200,000 Fiscal Year 2015/16 Adopted Budget Page 91 , City of Rancho Cucamonga I Revenue Detail Operating Budget I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget TOTAL OTHER $ 2,505,868 $ 2,516,210 $ 2,584,320 I TRANSFER IN 8006 Transfer In-Fund 006 $ 0 $ 50,000 $ 39,450 ' 8017 Transfer In-Law Enforcment Rsv 60,000 114,080 0 8131 Transfer In-LMD 2 131,420 0 0 8705 Transfer In-Municipal Utility 1,055,350 1,185,360 1,255,350 TOTAL TRANSFER IN $ 1,246,770 $ 1,349,440 $ 1,294,800 1 I TOTAL 001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480 281 - FIRE FUND I TAXES 4101 Property Taxes-CY Secured $ 12,945,315 $ 13,076,230 $ 14,729,800 I 4102 Property Taxes-CY Unsecured 580,100 593,150 649,140 4103 Property Taxes-PY Sec&Unsec 404,608 377,670 389,020 4104 Property Taxes-Penalties/Int. 146,720 148,330 149,070 4105 Property Taxes-Supplemental 220,581 118,810 209,400 1 4106 Property Taxes-Unitary 519,227 525,970 410,940 4110 Homeowners Exemption 170,182 170,180 170,660 4112 Property Tax- Post RDA 3,704,614 5,686,170 5,897,730 ' TOTAL TAXES $ 18,691,347 $ 20,696,510 $ 22,605,760 LICENSES& PERMITS 4211 Fire Permits $ 87,174 $ 30,000 $ 19,880 I TOTAL LICENSES& PERMITS $ 87,174 $ 30,000 $ 19,880 FINES& FORFEITURES I 4309 False Alarm Fees $ 1,425 $ 3,000 $ 3,000 4313 Other Fines&Forfeitures (2,400) 2,200 3,200 4316 Weed Abatement 18,561 34,600 37,000 I TOTAL FINES& FORFEITURES $ 17,586 $ 39,800 $ 43,200 USE OF MONEY& PROPERTY 4401 Interest Earnings $ 237,724 $ 231,530 $ 248,330 4402 Unrealized Gain (6,150) 0 0 4419 Other Rental/Lease Income 88,580 85,060 88,920 I 4440 Sale of Fixed Assets 18,358 0 0 I TOTAL USE OF MONEY& PROPERTY $ 338,513 $ 316,590 $ 337,250 CHARGES FOR SERVICES 4501 Plan Check Fees $ 46,441 $ 75,000 $ 10,000 I 4510 Engineering Fees 110 0 0 4546 FSD Fees 440 140 140 4548 D.U.I.Recovery 0 280 280 I 4549 Hazmat Recovery 0 900 900 4551 Fire Setters Recovery 330 500 500 4553 Fire Maintenance Fees 4,473 2,000 2,000 1 4 _r`n•Fiscal Year 2015/16 Adopted Budget - Page 92 L•••;,.] • ••__._ ICity of Rancho Cucamonga Revenue Detail IOperating Budget Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget ITOTAL CHARGES FOR SERVICES $ 51,794 $ 78,820 $ 13,820 OTHER 1 4901 Other Revenue 8,801 11,400 11,400 4905 Contributions/Fundraising 0 3,000 0 4913 State Mandate Reimbursement 6 0 17,580 4914 Non-Abated Reimbursements 411,955 210,300 390,690 I 756,378 4916 Reimbursement from OPEB Trust 335,616 507,270 775,560 TOTAL OTHER $ $ 731,970 $ 1,195,230 ITOTAL 281 -FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140 282-COMMUNITY FACILITIES DIST 85-1 TAXES I 4101 Property Taxes-CY Secured $ 6,068,814 $ 6,129,670 $ 5,906,400 4103 Property Taxes-PY Sec& Unsec 118,118 46,060 76,750 4104 Property Taxes-Penalties/Int. 21,592 21,970 17,910 ITOTAL TAXES $ 6,208,523 $ 6,197,700 $ 6,001,060 USE OF MONEY& PROPERTY I 4401 Interest Earnings $ 29,168 $ 30,200 $ 27,050 4402 Unrealized Gain 39,992 0 0 TOTAL USE OF MONEY& PROPERTY $ 69,159 $ 30,200 $ 27,050 I CHARGES FOR SERVICES 4552 CFD Annexation Fees $ 3,360 $ 3,600 $ 3,600 TOTAL CHARGES FOR SERVICES $ 3,360 $ 3,600 $ 3,600 I OTHER 4901 Other Revenue $ (9,323) $ 0 $ 0 4914 Non-Abated Reimbursements 79,205 30,000 0 TOTAL OTHER $ 69,882 $ 30,000 $ 0 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,350,925 $ 6,261,500 $ 6,031,710 I283-COMMUNITY FACILITIES DIST 88-1 TAXES 1 4101 Property Taxes-CY Secured 1,210,560 1,184,330$ 4103 Property Taxes-PY Sec&Unsec 24,649 15,950 13,330 4104 Property Taxes-Penalties/Int. 3,148 3,230 1,220 TOTAL TAXES $ 1,192,557 $ 1,229,740 $ 1,198,880 USE OF MONEY& PROPERTY 4402 Unrealized Gain $ 1,544 $ 0 $ 0 ' TOTAL USE OF MONEY& PROPERTY $ 1,544 $ 0 $ 0 CHARGES FOR SERVICES I4552 CFD Annexation Fees $ 560 $ 1,120 $ 1,120 1 777\ Fiscal Year 2015/16 Adopted Budget Page 93 I City of Rancho Cucamonga Revenue Detail Operating Budget I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget TOTAL CHARGES FOR SERVICES $ 560 $ 1,120 $ 1,120 I OTHER 4901 Other Revenue $ 14,561 $ 0 $ 0 I 4914 Non-Abated Reimbursements 5,128 10,000 0 TOTAL OTHER $ 19,689 $ 10,000 $ 0 TRANSFER IN I 8281 Transfer In-Fire Fund $ 817,610 $ 980,660 $ 1,009,850 TOTAL TRANSFER IN $ 817,610 $ 980,660 $ 1,009,850 TOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,031,960 $ 2,221,520 $ 2,209,850 I 290- LIBRARY FUND TAXES I 4101 Property Taxes-CY Secured $ 3,081,115 $ 3,166,790 $ 3,490,120 4102 Property Taxes-CY Unsecured 83,497 81,760 89,930 4103 Property Taxes-PY Sec& Unsec 49,503 30,480 55,270 4105 Property Taxes-Supplemental 98,425 81,410 79,110 I 4106 Property Taxes-Unitary 0 0 26,440 4112 Property Tax- Post RDA 140,340 0 0 4113 Property Tax- Post RDA Res Blc 0 140,340 140,340 TOTAL TAXES $ 3,452,880 $ 3,500,780 $ 3,881,210 FINES& FORFEITURES I 4312 Library Fines and Fees S 183,812 $ 180,000 $ 180,000 TOTAL FINES& FORFEITURES $ 183,812 $ 180,000 $ 180,000 USE OF MONEY& PROPERTY I 4401 Interest Earnings $ 45,882 $ 48,800 $ 63,750 4402 Unrealized Gain 37,563 0 0 4410 Media Rentals 86,256 90,000 90,000 I TOTAL USE OF MONEY & PROPERTY $ 169,701 $ 138,800 $ 153,750 CHARGES FOR SERVICES 111 4512 Library Card& Merchndse Sales $ 0 $ 0 $ 0 4515 Information Service Fees 656 500 800 4565 Passport Processing Fees 93,815 75,000 75,000 I 4567 Passport Photo Fees 21,812 18,000 18,000 4570 Sale of Printed Materials 25,189 24,000 24,000 TOTAL CHARGES FOR SERVICES $ 141,473 $ 117,500 $ 117,800 INTERGOVERNMENTAL I 4740 Grant Income $ 14,016 $ 15,000 $ 20,000 TOTAL INTERGOVERNMENTAL $ 14,016 $ 15,000 $ 20,000 I OTHER 4901 Other Revenue $ 0 $ 420 $ 420 1 4907 Private Contributions Library 115,000 130,000 130,000 / �' \ Fiscal Year 2(115'16 Adopted Budget - Page 94 : :. City of Rancho Cucamonga Revenue Detail ' Operating Budget Fiscal Year 2015/16 Adopted Budget ' 2014/15 Adopted 2015/16 2013/14 Adopted Actual Budget Budget 4909 RC Library Foundation Support 0 20,000 10,000 TOTAL OTHER $ 115,000 $ 150,420 $ 140,420 ' TOTAL 290- LIBRARY FUND $ 4,076,882 $ 4,102,500 $ 4,493,180 TOTAL OPERATING BUDGET $ 102,098,743 $ 103,380,190 $ 111,155,360 I I I I 1 _ wt„ l isc<ii fear :20I 5 16 Adoptcd 13uclgLt Page 95 1 City of Rancho Cucamonga, California Revenue Summary by Category All Funds Fiscal Year 2015/16 Adopted Budget , Other Development Fees 3.23% Transfer In 2.6.6 7/0 5.53% 1 Intergovernmental ., 11.37% ;; Charges for Services I 10.23% 411111/ Use of Money& ' Property 2.68% Fines&Forfeitures 0.71% Licenses&Permits 2.13% Taxes $ 117,051,180 Licenses & Permits 4,058,390 Fines & Forfeitures 1,353,110 Use of Money& Property 5,107,030 Charges for Services 19,494,050 Intergovernmental 21,649,730 Development Fees 5,077,920 Other 6,154,310 Transfer In 10,537,680 Total All Funds Budget $ 190,483,400 I l fiscal Year '(115 16 .Adopted Budget Page c)6 L_•�:%J ICity of Rancho Cucamonga Revenue Summary by Category All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I CITY OF RANCHO CUCAMONGA TAXES $ 75,306,974 $ 74,520,140 $ 81,518,670 LICENSES& PERMITS 3,774,298 4,068,150 4,038,510 FINES& FORFEITURES 1,344,029 1,352,440 1,309,910 I USE OF MONEY& PROPERTY 4,851,287 3,482,680 4,261,380 CHARGES FOR SERVICES 18,667,346 19,281,830 19,470,510 INTERGOVERNMENTAL 13,171,089 14,100,480 21,649,730 I DEVELOPMENT FEES 5,499,659 1,855,950 5,077,920 OTHER 11,054,910 4,692,420 4,959,080 TRANSFER IN 5,013,585 4,207,990 9,527,830 ITOTAL CITY OF RANCHO CUCAMONGA $ 138,683,178 $ 127,562,080 $ 151,813,540 R.C. FIRE PROTECTION DISTRICT TAXES $ 33,603,1 12 $ 34,265,390 $ 35,532,510 I LICENSES& PERMITS 87,174 30,000 19,880 FINES& FORFEITURES 17,586 39,800 43,200 USE OF MONEY& PROPERTY 1,347,355 781,520 845,650 I CHARGES FOR SERVICES 70,692 100,880 23,540 OTHER 845,950 771,970 1,195,230 TRANSFER IN 817,610 980,660 1,009,850 ITOTAL R.C. FIRE PROTECTION DISTRICT $ 36,789,479 $ 36,970,220 $ 38,669,860 TOTAL ALL FUNDS BUDGET $ 175,472,657 $ 164,532,300 $ 190,483,400 I I I I I I I I I-iscal Year 2015/16 Adopted Budget Page 97 ... City of Rancho Cucamonga I Revenue Detail 1 All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 ' 2013/14 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA 001 -GENERAL FUND I 4101 Property Taxes-CY Secured $ 3,359,033 $ 3,406,830 $ 3,826,060 4102 Property Taxes-CY Unsecured 152,104 155,530 170,740 4103 Property Taxes-PY Sec&Unsec 102,428 109,860 104,930 I 4104 Property Taxes-Penalties/Int. 183,888 184,080 229,030 4105 Property Taxes-Supplemental 179,298 147,820 150,190 4106 Property Taxes-Unitary 341,126 343,670 620,270 I 4107 Property Transfer Tax 855,487 722,960 780,920 41 1 1 Property Tax In-Lieu of VLF 14,806,232 14,914,310 16,474,380 4113 Property Tax-Post RDA Res Bic 1,872,534 810,480 1,687,170 4120 Sales and Use Tax 19,198,474 19,561,770 21,322,550 I 4121 Prop 172-Half Cent Sales Tax 469,497 479,380 500,920 4122 Sales Tax In-Lieu(Triple Flp) 6,550,329 6,520,590 7,107,510 4125 Transient Occupancy Tax 2,554,570 2,579,170 2,649,350 I 4126 Admissions Tax 55,258 55,970 40,900 4130 Franchise Fee-Gas& Electric 2,640,886 2,684,720 2,833,880 4131 Franchise Fee-Resid. Refuse 991,479 988,560 1,001,000 ' 4132 Franchise Fee-Comm. Refuse 1,225,702 1,255,830 1,238,000 4133 Franchise Fee-Cable 1,408,868 1,403,770 1,471,470 4201 Business Licenses 2,210,351 2,174,510 2,205,820 4202 Bicycle License 505 0 0 t 4203 Electrical Permit 49,964 0 0 4204 Mechanical Permit 44,903 0 0 4205 Plumbing Permit 32,827 0 0 , 4206 Grading Permit 12,239 0 0 4207 Building Permits 950,593 1,166,810 1,166,810 4208 Bldg Pmt-Strong Motion Fees (125) 0 0 I 4209 Mobile Home Permit 6,536 5,940 2,460 4210 Bldg Permits-SB 1473(90%to CA) 500 670 880 4215 Animal Licenses 298,209 295,000 305,000 4216 Parking Permits 0 55,000 500 I 4220 Other Licenses&Permits 50,238 40,990 19,750 4231 Business Licenses-P/Y 12,681 13,310 13,500 4232 Business Licenses-Penalties 85,860 63,320 64,230 I 4301 Vehicle Code Fines 144,222 124,910 84,510 4302 Parking Citations 255,565 272,540 235,850 4306 Vehicle Release Fees 169,600 185,930 179,340 4307 Citation Proof of Corr Fees 1,970 2,420 1,140 4308 General Ordinance Fines 46,447 41,260 44,300 4309 False Alarm Fees 42,625 35,950 38,720 4310 Loud Party Ordinance Fines 100 200 100 I 4313 Other Fines& Forfeitures 44,457 73,870 75,080 4401 Interest Earnings 407,813 394,020 338,980 4402 Unrealized Gain 170,623 0 0 I 4419 Other Rental/Lease Income 35,974 38,770 24,190 4440 Sale of Fixed Assets 81,943 54,630 50,070 4501 Plan Check Fees 104,246 976,320 976,320 4502 Building Plan Check 851,695 0 0 I „�/ �,? \ Fiscal Year 2015, 1 : •.. �� Adopted Budget Page �1K �• J ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 4503 Electrical Plan Check 3,383 0 0 4504 Mechanical Plan Check 667 0 0 4505 Plumbing Plan Check 3,160 0 0 4506 Grading Plan Check 23,566 0 0 I 4508 Planning Fees 866,843 650,000 700,000 4509 Planning-Special Services Fee (479) 440,000 440,000 4510 Engineering Fees 1,590,839 1,150,000 700,000 I 4511 Engineering- Special Services 0 3704 50,000 50,000 4560 Fingerprint Fees , 5 33,380 42,470 4563 Candidates Filing Fees 0 10,000 0 4564 Returned Item Charge 518 650 510 I 4570 Sale of Printed Materials 18,143 16,270 14,950 4571 Sale of Taxable Items 416 0 0 4630 Animal Adoption Fees 129,836 125,000 125,000 I 4631 Animal Spay/Neuter Fees 8,049 7,000 7,000 4633 Animal Boarding Fees 8,536 9,000 9,000 4634 Animal Impound Fees 18,452 18,000 18,000 I 4636 Owner Surrender Fees 11,945 13,000 13,000 4637 Animal Pick-Up Fee 5,126 5,000 5,000 4638 Microchipping Fee 4,490 4,000 4,500 4640 Vaccination Services 0 4,500 4,500 I 4701 Motor Vehicle In-Lieu Fees 75,900 76,720 74,110 4710 Homeowners Property Tax Relief 77,356 81,140 81,500 4901 Other Revenue 775,608 591,870 656,610 I 4905 Contributions/Fundraising 46,130 45,430 70,000 4911 Reimbursement from Other Funds 208,899 808,160 754,450 4913 State Mandate Reimbursement 53,308 0 0 4914 Non-Abated Reimbursements 570,439 53,030 54,500 I 4915 Bad Debt Recovery 0 17,720 12,860 4917 RDASA Admin Allowance 851,484 1,000,000 835,900 4918 Housing SA Admin Allowance 0 0 200,000 I 8006 Transfer In-Fund 006 0 6000 50,000 39,450 8017 Transfer In-Law Enforcment Rsv , 0 114,080 0 8131 Transfer In-LMD 2 131,420 0 0 I 8705 Transfer In-Municipal Utility 1,055,350 1,185,360 1,255,350 TOTAL 001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480 003-REIMB ST/COUNTY PARKING CIT I 4303 Parking Cit Surcharge-State $ 13,948 $ 14,650 $ 14,080 4304 Parking Cit Surchrge-County 1,032 0 0 4305 Parking Cit Surcharge-Cnty Crt 25,680 25,140 24,140 I 4402 Unrealized Gain 83 0 0 4901 Other Revenue 30,566 32,820 33,920 TOTAL 003- REIMB ST/COUNTY PARKING CIT $ 71,309 $ 72,610 $ 72,140 006-CVWD REIMBURSEMENTS 4402 Unrealized Gain $ 1,651 $ 0 $ 0 4745 Other lntergov'tl Reimbursemnt 349,536 275,000 309,600 I4901 Other Revenue (118) 0 0 I fiscal Year 2015 16 Adopted Midget Page (Y) •-.• City of Rancho Cucamonga I Revenue Detail All Funds ' Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 ' 2013/14 Adopted Adopted Actual Budget Budget TOTAL 006-CVWD REIMBURSEMENTS $ 351,069 $ 275,000 $ 309,600 I 007-CAL TRANS REIMBURSEMENTS 4402 Unrealized Gain $ (151) $ 0 $ 0 TOTAL 007-CAL TRANS REIMBURSEMENTS $ (151) $ 0 $ 0 I 008-CNTY OF S. B. REIMBURSEMENTS 4402 Unrealized Gain $ (261) $ 0 $ 86,680 0 I 4745 Other Intergov'tI Reimbursemnt 81,981 86,680 4901 Other Revenue (11,168) 0 0 4914 Non-Abated Reimbursements 0 2,610 2,610 , 8001 Transfer In-General Fund 4,800 4,800 8,840 TOTAL 008-CNTY OF S. B. REIMBURSEMENTS $ 75,351 $ 94,090 $ 98,130 016-COMM DEV TECHNICAL SRVCS FUND ' 4401 Interest Earnings 17,421 18,580 22,980 4402 Unrealized Gain 6,836 0 0 4518 General Plan Update Fee 35,220 30,270 30,270 ' TOTAL 016-COMM DEV TECHNICAL SRVCS FUND $ 59,476 $ 48,850 $ 53,250 017-LAW ENFORCEMENT RESERVE 4401 Interest Earnings $ 66,638 $ 69,400 $ 97,340 I 4402 Unrealized Gain 36,394 0 0 4914 Non-Abated Reimbursements 1,259,918 0 0 TOTAL 017- LAW ENFORCEMENT RESERVE $ 1,362,950 $ 69,400 $ 97,340 ' 018-TRAFFIC SAFETY 4301 Vehicle Code Fines $ 414,571 $ 395,570 $ 432,650 4401 Interest Earnings 136 0 740 4402 Unrealized Gain (1 10) 0 0 TOTAL 018-TRAFFIC SAFETY $ 414,597 $ 395,570 $ 433,390 , 019- INFO TECHNOLOGY-DEVELOPMENT 4401 Interest Earnings $ 5,330 $ 4,900 $ 6,090 4402 Unrealized Gain 2,792 0 4519 Information Technology Revenue 180,704 155,330 155,330 0 I TOTAL 019- INFO TECHNOLOGY-DEVELOPMENT $ 188,826 $ 160,230 $ 161,420 020-CITY TECHNOLOGY FEE FUND I 4401 Interest Earnings 543 0 970 4402 Unrealized Gain 303 0 0 4514 Technology Center Revenue 17 0 0 I 4517 Technology Fee-Permit 148,960 135,070 160,460 TOTAL 020-CITY TECHNOLOGY FEE FUND $ 149,822 $ 135,070 $ 161,430 022-MOBILE HOME PARK PROGRAM I 4218 Mobile Home Lot Fees-City $ 14,916 $ 14,910 $ 14,910 4219 Mobile Home Lot Fees-State 3,150 3,150 3,150 4401 Interest Earnings 826 650 990 I - , - - -: Fiscal Year 2015/16 Adopted Budget Page 100 L,. .,.li ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013114 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain 454 0 0 I4901 Other Revenue 1,120 1,120 1,120 TOTAL 022- MOBILE HOME PARK PROGRAM $ 20,466 $ 19,830 $ 20,170 023-SB1186 CERT ACCESS SPEC PROG 4401 Interest Earnings $ 74 $ 0 $ 150 4402 Unrealized Gain 14 0 0 I 4650 SBI 186 Cert Access Spec Prog 6,480 6,570 6,570 TOTAL 023-SB1186 CERT ACCESS SPEC PROG $ 6,568 $ 6,570 $ 6,720 025-CAPITAL RESERVE I 4401 Interest Earnings $ 411,791 $ 413,800 $ 613,930 4402 Unrealized Gain 301,486 0 0 4901 Other Revenue 48,763 19,900 0 I 4911 Reimbursement from Other Funds 0 1 0 200,000 4914 Non-Abated Reimbursements ,764,187 0 0 4935 Contributed Capital 937,997 0 0 I 8001 Transfer In-General Fund 508,680 0 700,000 TOTAL 025-CAPITAL RESERVE $ 3,972,904 $ 433,700 $ 1,513,930 073-BENEFITS CONTINGENCY I 4401 Interest Earnings $ 55,205 $ 61,610 $ 55,440 4402 Unrealized Gain 28,609 0 0 TOTAL 073- BENEFITS CONTINGENCY $ 83,814 $ 61,610 $ 55,440 I100-ASSESSMENT DISTRICTS ADMIN 4401 Interest Earnings $ 7,337 $ 7,990 $ 7,740 4402 Unrealized Gain 5,378 0 0 I4901 Other Revenue 998,838 1,049,170 1,049,170 TOTAL 100-ASSESSMENT DISTRICTS ADMIN $ 1,01 1,554 $ 1,057,160 $ 1,056,910 I 101 -AD 93-1 MASI COMMERCE CENTER 4401 Interest Earnings $ 109 $ 100 $ 120 4402 Unrealized Gain 55 0 0 ITOTAL 101 - AD 93-1 MASI COMMERCE CENTER $ 164 $ 100 $ 120 105-AB2766 AIR QUALITY IMPROVEMENT 4401 Interest Earnings $ 3,977 $ 4,890 $ 4,920 I 4402 Unrealized Gain 1,788 0 0 4740 Grant Income 187,402 224,730 212,200 TOTAL 105-AB2766 AIR QUALITY IMPROVEMENT $ 193,167 $ 229,620 $ 217,120 I110-BEAUTIFICATION 4401 Interest Earnings $ 11,075 $ 10,120 $ 12,070 4402 Unrealized Gain 7,125 0 0 I 4801 Beautification Fees 202,297 0 0 TOTAL 110- BEAUTIFICATION $ 220,497 $ 10,120 $ 12,070 IIll -PARK LAND ACQUISITION ---------,... K:,r_ ,F...-, . - - /W \ - I fiscal Year :2015'16 Adopted Budget Page 101 L,, J City of Rancho Cucamonga I Revenue Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 1 2013/14 Adopted Adopted Actual Budget Budget 4818 Park Land Acq Impact Fee 0 0 300,000 ' TOTAL 1 II - PARK LAND ACQUISITION $ 0 $ 0 $ 300,000 112-DRAINAGE FAC/GENERAL 4401 Interest Earnings $ 18,462 $ 20,060 $ 27,200 I 4402 Unrealized Gain 11,100 0 0 4806 Storm Drain Fees 638,194 200,000 450,000 TOTAL 112- DRAINAGE FAC/GENERAL $ 667,755 $ 220,060 $ 477,200 I 113-COMMUNITY/REC CENTER DEVELPMNT 4822 Community/Rec Ctr Impact Fee $ 0 $ 0 $ 100,000 , TOTAL 113-COMMUNITY/REC CENTER DEVELPMNT $ 0 $ 0 $ 100,000 114-DRAINAGE-ETIWANDA/SAN SEVAINE 4401 Interest Earnings $ 7,459 $ 8,030 $ 9,850 I 4402 Unrealized Gain 5,846 0 0 4807 Secondary Regional Fee 144,680 30,000 50,000 TOTAL 114- DRAINAGE-ETIWANDA/SAN SEVAINE $ 157,984 $ 38,030 $ 59,850 I 115- HENDERSON/WARDMAN DRAINAGE 4402 Unrealized Gain $ 5,075 $ 0 $ 0 4807 Secondary Regional Fee 112,761 0 0 I TOTAL 115- HENDERSON/WARDMAN DRAINAGE $ 117,836 $ 0 $ 0 116- ETIWANDA DRAINAGE , 4401 Interest Earnings $ 17,001 $ 18,760 $ 23,690 4402 Unrealized Gain 11,856 0 0 4807 Secondary Regional Fee 295,702 80,000 50,000 I TOTAL 116- ETIWANDA DRAINAGE $ 324,559 $ 98,760 $ 73,690 118-UPPER ETIWANDA DRAINAGE 4401 Interest Earnings $ 5,322 $ 5,380 $ 6,550 111 4402 Unrealized Gain 3,329 0 0 TOTAL 118- UPPER ETIWANDA DRAINAGE $ 8,650 $ 5,380 $ 6,550 119- PARK IMPROVEMENT I 4819 Park Improvement Impact Fee $ 0 $ 0 $ 150,000 TOTAL 119- PARK IMPROVEMENT $ 0 $ 0 $ 150,000 1 120- PARK DEVELOPMENT 4401 Interest Earnings $ 100,080 $ 115,650 $ 141,860 4402 Unrealized Gain 70,395 0 0 I 4740 Grant Income 232,635 0 0 4800 Park Development Fees 823,430 693,030 820,000 TOTAL 120- PARK DEVELOPMENT $ 1,226,539 $ 808,680 $ 961,860 I 122-SOUTH ETIWANDA DRAINAGE 4401 Interest Earnings $ 3,042 $ 3,070 $ 4,840 4402 Unrealized Gain 1,898 0 0 I I kcal Year 21)15 l h .\duptcd Iiuh.i, ci I';w,. Iii' L', :,J ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I TOTAL 122-SOUTH ETIWANDA DRAINAGE 5 4,940 $ 3,070 $ 4,840 123- LIBRARY IMPACT FEE 4401 Interest Earnings $ 0 $ 0 $ 350 1 4814 Library Impact Fee 0 0 50,000 TOTAL 123- LIBRARY IMPACT FEE $ 0 $ 0 $ 50,350 I 124-TRANSPORTATION 4401 Interest Earnings $ 158,272 $ 163,480 $ 266,740 4402 Unrealized Gain 110,709 0 0 4745 Other Intergov'tl Reimbursemnt 41,627 0 0 I 4804 Transportation Fee/Backbone 1,817,352 510,000 0 4805 Transportation Fee/EV Preemptn 26,493 8,250 0 4809 In Lieu Fees 67,885 0 0 I 4810 Trans Fee/Arrow I-15 Int 423,885 126,750 0 4811 Trans Fee/Base Line 1-15 Int 302,018 90,000 0 4812 Trans Fee/Haven RxR Grade Sep 50,338 15,000 0 I 4820 Regional Transportation Fee 0 0 1,140,000 4821 Local Transportation Fee 0 0 1,860,000 4901 Other Revenue 31,539 0 0 4911 Reimbursement from Other Funds 1,794,384 0 0 ITOTAL 124-TRANSPORTATION $ 4,824,502 $ 913,480 $ 3,266,740 125-ANIMAL CENTER IMPACT FEE I 4401 Interest Earnings $ 0 $ 0 $ 10 15 4815 Animal Center Impact Fee 0 0 15,000 TOTAL 125-ANIMAL CENTER IMPACT FEE $ 0 $ 0 $ 15,010 I 126- LOWER ETIWANDA DRAINAGE 4401 Interest Earnings $ 5,214 $ 5,230 $ 6,930 4402 Unrealized Gain 2,971 0 0 I 4914 Non-Abated Reimbursements 47,800 0 0 TOTAL 126- LOWER ETIWANDA DRAINAGE $ 55,985 $ 5,230 $ 6,930 I 127- POLICE IMPACT FEE 4401 Interest Earnings $ 0 $ 0 $ 250 4816 Police Impact Fee 0 0 40,000 I TOTAL 127- POLICE IMPACT FEE $ 0 $ 0 $ 40,250 128- ETIWANDA NO. EQUESTRIAN FACIL. 4401 Interest Earnings $ 6,660 $ 0 $ 7,740 I 4402 Unrealized Gain 3,975 0 0 4809 In Lieu Fees 12,000 0 0 TOTAL 128- ETIWANDA NO. EQUESTRIAN FACIL. $ 22,635 $ 0 $ 7,740 I129-UNDERGROUND UTILITIES 4401 Interest Earnings $ 105,575 $ 108,920 $ 131,410 4402 Unrealized Gain 67,603 0 0 1 4813 Underground Utilities Fee 570,468 100,000 50,000 I i,,_,il fear 2(i l .`1(, .\dopkcl kiihet I'a.�c 11).3 �.+�� I . City of Rancho Cucamonga I Revenue Detail All Funds ' Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget TOTAL 129-UNDERGROUND UTILITIES $ 743,646 $ 208,920 $ 181,410 I 130-LMD#1 GENERAL CITY 4101 Property Taxes-CY Secured $ 1,185,221 $ 1,179,890 $ 1,218,350 4103 Property Taxes-PY Sec&Unsec 14,253 11,900 11,900 ' 4104 Property Taxes-Penalties/Int. 4,611 1,190 1,190 4401 Interest Earnings 3,932 4,020 4,500 4402 Unrealized Gain 4,168 0 0 ' 4419 Other Rental/Lease Income 22,296 15,000 24,910 4554 Park Maintenance Fees 0 0 4,450 4901 Other Revenue 1,843 700 2,000 I 8001 Transfer In-General Fund 317 0 0 TOTAL 130- LMD#1 GENERAL CITY $ 1,236,640 $ 1,212,700 $ 1,267,300 131 -LMD#2 VICTORIA , 4101 Property Taxes-CY Secured $ 3,147,076 $ 3,117,980 $ 3,173,000 4103 Property Taxes-PY Sec& Unsec 42,441 29,730 29,730 4104 Property Taxes-Penalties/Int. 15,269 2,970 2,970 , 4401 Interest Earnings 21,218 21,750 20,500 4402 Unrealized Gain 18,541 0 0 4554 Park Maintenance Fees 0 0 1,490 I 8001 Transfer In-General Fund 301,440 301,440 328,570 TOTAL 131 - LMD#2 VICTORIA $ 3,545,984 $ 3,473,870 $ 3,556,260 132- LMD#3A HYSSOP I 4101 Property Taxes-CY Secured $ 3,724 $ 3,720 $ 3,670 4401 Interest Earnings 430 420 440 4402 Unrealized Gain 275 0 0 I TOTAL 132- LMD#3A HYSSOP $ 4,429 $ 4,140 $ 4,110 133-LMD#3B MEDIANS 4101 Property Taxes-CY Secured $ 985,275 $ 988,000 $ 1,024,630 I 4103 Property Taxes-PY Sec& Unsec 21,441 9,730 9,730 4104 Property Taxes-Penalties/Int. 14,161 970 970 4216 Parking Permits 0 234,540 240,000 I 4401 Interest Earnings 5,350 7,040 8,650 4402 Unrealized Gain 4,828 0 0 4901 Other Revenue 0 340 340 TOTAL 133- LMD#3B MEDIANS $ 1,031,054 $ 1,240,620 $ 1,284,320 134-LMD#4R TERRA VISTA 4101 Property Taxes-CY Secured $ 2,539,281 $ 2,552,410 $ 2,788,600 I 4103 Property Taxes-PY Sec& Unsec 9,182 25,480 12,500 4104 Property Taxes-Penalties/Int. 2,733 2,550 1,250 4401 Interest Earnings 28,084 27,080 38,910 ' 4402 Unrealized Gain 21,773 0 0 4554 Park Maintenance Fees 0 0 2,080 TOTAL 134- LMD#4R TERRA VISTA $ 2,601,053 $ 2,607,520 $ 2,843,340 I i,c,11 1'k:di 201 1(, \�I(Ihtod I�uLl��•1 Page 104 I` .;'j • 1 City of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget 135- LMD#5 ANDOVER I4101 Property Taxes-CY Secured $ 2,493 $ 2,490 $ 2,460 4401 Interest Earnings 815 630 780 4402 Unrealized Gain 509 0 0 ITOTAL 135- LMD#5 ANDOVER $ 3,817 $ 3,120 $ 3,240 136- LMD#6R CARYN COMMUNITY I 4101 Property Taxes-CY Secured $ 453,564 $ 452,640 $ 464,730 4103 Property Taxes-PY Sec&Unsec 3,967 4,470 3,500 4104 Property Taxes-Penalties/Int. 1,054 470 350 4401 Interest Earnings 0 0 1 8,810 I4402 Unrealized Gain 1,403 0 0 TOTAL 136- LMD#6R CARYN COMMUNITY $ 459,988 $ 457,580 $ 487,390 I 137- LMD#7 NORTH ETIWANDA 4101 Property Taxes-CY Secured $ 852,670 $ 844,070 $ 902,420 4103 Property Taxes-PY Sec&Unsec 9,374 8,610 8,610 I 4104 Property Taxes-Penalties/Int. 1,915 860 860 4401 Interest Earnings 7,963 7,070 6,910 4402 Unrealized Gain 6,134 0 0 4419 Other Rental/Lease Income 22,659 15,000 25,660 I 4554 Park Maintenance Fees 0 414 0 540 8868 Transfer In-Fund 868 4 50,000 50,000 TOTAL 137- LMD#7 NORTH ETIWANDA $ 901,129 $ 925,610 $ 995,000 I138- LMD#8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured $ 32,367 $ 31,830 $ 32,340 4103 Property Taxes-PY Sec& Unsec 152 290 350 I 4104 Property Taxes-Penalties/Int. 17 30 30 4401 Interest Earnings 620 600 690 4402 Unrealized Gain 385 0 0 ITOTAL 138- LMD#8 SOUTH ETIWANDA $ 33,541 $ 32,750 $ 33,410 139- LMD#9 LOWER ETIWANDA I 4101 Property Taxes-CY Secured $ 166,682 $ 165,940 $ 169,810 4103 Property Taxes-PY Sec& Unsec 3,867 3,790 3,790 4104 Property Taxes-Penalties/Int. 995 380 380 4401 Interest Earnings 22,258 23,720 23,570 I 4402 Unrealized Gain 17,124 0 0 4554 Park Maintenance Fees 0 0 1,500 TOTAL 139- LMD#9 LOWER ETIWANDA $ 210,927 $ 193,830 $ 199,050 r140- LMD#10 RANCHO ETIWANDA 4101 Property Taxes-CY Secured $ 470,157 $ 483,410 $ 548,210 I 4103 Property Taxes-PY Sec& Unsec 6,165 4,770 4,770 4104 Property Taxes-Penalties/Int. 1,495 470 470 4401 Interest Earnings 8,632 9,010 9,130 4402 Unrealized Gain 6,918 0 0 1 4554 Park Maintenance Fees 0 0 4,740 �'i Fiscal Year 2015/16 Adapted Budget ['age 105 L. .:=_I •-.• City of Rancho Cucamonga I Revenue Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 4901 Other Revenue 2,364 200 200 1 TOTAL 140- LMD#10 RANCHO ETIWANDA $ 495,733 $ 497,860 $ 567,520 150-GENERAL CITY STREET LIGHTS 4401 Interest Earnings $ 676 $ 680 $ 800 ' 4402 Unrealized Gain 413 0 0 TOTAL 150-GENERAL CITY STREET LIGHTS $ 1,089 $ 680 $ 800 151 -SLD#1 ARTERIAL I 4101 Property Taxes-CY Secured $ 781,490 $ 768,400 $ 815,910 4103 Property Taxes-PY Sec& Unsec 8,758 7,850 7,850 I 4104 Property Taxes-Penalties/Int. 3,462 790 790 4401 Interest Earnings 8,466 9,080 9,320 4402 Unrealized Gain 6,753 0 0 4808 Developer Energizing Fee 1,532 2,800 2,800 I TOTAL 151 -SLD#1 ARTERIAL $ 810,462 $ 788,920 $ 836,670 152-SLD#2 RESIDENTIAL I 4101 Property Taxes-CY Secured $ 348,450 $ 342,070 $ 364,260 4103 Property Taxes-PY Sec& Unsec 4,127 3,480 3,480 4104 Property Taxes-Penalties/Int. 1,138 350 350 I 4402 Unrealized Gain 316 0 0 4808 Developer Energizing Fee 5,868 120 120 8170 Transfer In-Gas Tax 0 0 350,170 8172 Transfer In-Gas Tax 0 240,540 0 , TOTAL 152-SLD#2 RESIDENTIAL $ 359,899 $ 586,560 $ 718,380 153-SLD#3 VICTORIA ' 4101 Property Taxes-CY Secured $ 347,615 $ 341,060 $ 349,510 4103 Property Taxes-PY Sec& Unsec 4,769 3,510 3,510 4104 Property Taxes-Penalties/Int. 1,715 350 350 4401 Interest Earnings 10,159 11,200 13,680 I 4402 Unrealized Gain 7,084 0 0 4808 Developer Energizing Fee 342 0 0 TOTAL 153-SLD#3 VICTORIA $ 371,684 $ 356,120 $ 367,050 I 154-SLD#4 TERRA VISTA 4101 Property Taxes-CY Secured $ 158,869 $ 155,200 $ 174,940 4103 Property Taxes-PY Sec&Unsec 674 1,600 1,600 4104 Property Taxes-Penalties/Int. 234 160 160 4401 Interest Earnings 4,793 4,760 5,840 4402 Unrealized Gain 3,164 0 0 I 4808 Developer Energizing Fee 31 1 0 0 TOTAL 154-SLD#4 TERRA VISTA $ 168,045 $ 161,720 $ 182,540 155-SLD#5 CARYN COMMUNITY I 4101 Property Taxes-CY Secured $ 43,818 $ 42,870 $ 43,600 4103 Property Taxes-PY Sec& Unsec 419 440 440 4104 Property Taxes-Penalties/Int. 126 40 40 , � \ kcal 1 ear 201 5 16 .\Jollied I3ud iet Page 106 L•,: J ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget ' 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget 4401 Interest Earnings 109 20 0 I4402 Unrealized Gain 165 0 0 TOTAL 155-SLD#5 CARYN COMMUNITY $ 44,636 $ 43,370 $ 44,080 ' 156-SLD#6 INDUSTRIAL AREA 4101 Property Taxes-CY Secured $ 128,385 $ 127,620 $ 134,310 4103 Property Taxes-PY Sec& Unsec 3,130 1,300 1,300 I 4104 Property Taxes-Penalties/Int. 2,066 130 3 130 4401 Interest Earnings 3,616 ,600 4,510 4402 Unrealized Gain 2,297 0 0 I TOTAL 156-SLD#6 INDUSTRIAL AREA $ 139,494 $ 132,650 $ 140,250 157-SLD#7 NORTH ETIWANDA 4101 Property Taxes-CY Secured $ 118,807 $ 117,840 $ 124,360 I 4103 Property Taxes-PY Sec& Unsec 1,395 1,200 1,200 4104 Property Taxes-Penalties/Int. 296 120 120 4401 Interest Earnings (574) 0 0 4402 Unrealized Gain (96) 0 0 I 4808 Developer Energizing Fee 2,476 0 0 8174 Transfer In-Fund 174 83,710 81,950 105,100 TOTAL 157-SLD#7 NORTH ETIWANDA $ 206,015 $ 201,110 $ 230,780 I 158-SLD#8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured $ 68,350 $ 67,990 $ 69,550 I 4103 Property Taxes-PY Sec& Unsec 1,199 1,330 1,330 4104 Property Taxes-Penalties/Int. 269 130 130 4401 Interest Earnings 21,952 19,320 23,600 4402 Unrealized Gain 15,419 0 0 1 4808 Developer Energizing Fee 1,629 0 0 TOTAL 158-SLD#8 SOUTH ETIWANDA $ 108,817 $ 88,770 $ 94,610 I 170-GAS TAX 2105/PROP111 4401 Interest Earnings $ 16,208 $ 18,420 $ 32,350 4402 Unrealized Gain 11,554 0 0 I 4720 Gas Tax 2105-Prop 1 I I 1,205,758 859,480 1,022,120 4745 Other Intergov'tl Reimbursemnt 3,367 0 0 TOTAL 170-GAS TAX 2I05/PROP111 $ 1,236,887 $ 877,900 $ 1,054,470 I 172-GAS TAX 2106-2107 4401 Interest Earnings $ 2,151 $ 0 $ 0 4402 Unrealized Gain 3,741 0 0 I 4721 State Gas Tax-2106 574,798 1 673,680 531,760 4722 State Gas Tax 2107 1,289,842 1,056,070 1,397,430 4723 State Gas Tax-2I07.5 10,000 10,000 10,000 ' TOTAL 172-GAS TAX 2106-2107 $ 1,880,532 $ 1,739,750 $ 1,939,190 174 GAS TAX R&T7360 4401 Interest Earnings $ 39,650 $ 40,490 $ 43.230 1 4402 Unrealized Gain 25,569 0 0 I.iseal Year 2(115'16 Adopted Budget Pare 1(17 L,': J - •. City of Rancho Cucamonga I Revenue Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 , 2013/14 Adopted Adopted Actual Budget Budget 4725 Gas Tax R&T7360 2,469,925 1,870,220 887,550 TOTAL 174-GAS TAX R&T7360 $ 2,535,145 $ 1,910,710 $ 930,780 176-MEASURE 1 1990-2010 4401 Interest Earnings $ 16,145 $ 13,930 $ 15,830 I 4402 Unrealized Gain 11,471 0 0 TOTAL 176- MEASURE 1 1990-2010 $ 27,616 $ 13,930 $ 15,830 177-MEASURE 1 2010-2040 1 4401 Interest Earnings $ 35,896 $ 38,980 $ 43,630 4402 Unrealized Gain 21,498 0 0 4715 Measure I Local St Allotment 2,322,077 2,621,000 2,570,450 TOTAL 177- MEASURE 1 2010-2040 $ 2,379,471 $ 2,659,980 $ 2,614,080 178-SB 140 4402 Unrealized Gain $ 220 $ 0 $ 0 TOTAL 178-SB 140 $ 220 $ 0 $ 0 182-AB 2928 TRAFFIC CONGEST RELIEF I 4402 Unrealized Gain $ 1,843 $ 0 $ 0 TOTAL 182-AB 2928 TRAFFIC CONGEST RELIEF $ 1,843 $ 0 $ 0 I 186- FOOTHILL BLVD MAINTENANCE 4402 Unrealized Gain $ 124 $ 0 $ 0 TOTAL 186- FOOTHILL BLVD MAINTENANCE $ 124 $ 0 $ 0 I 188- INTEGRATED WASTE MANAGEMENT 4134 Integrated Waste Mgmt Fee $ 1,224,294 $ 1,122,190 $ 1,237,000 4220 Other Licenses& Permits 950 0 1,500 4401 Interest Earnings 15,766 17,340 22,280 4402 Unrealized Gain 11,540 0 0 4590 Administrative Fee-C&D Program 24,000 15,000 24,000 I 4901 Other Revenue 1,890 0 24,000 TOTAL 188- INTEGRATED WASTE MANAGEMENT $ 1,278,440 $ 1,154,530 $ 1,308,780 190-PROP 42-TRAFFIC CONGESTION MIT I 4401 Interest Earnings $ 3,651 $ 5,280 $ 3,730 4402 Unrealized Gain 5,460 0 0 TOTAL 190-PROP 42-TRAFFIC CONGESTION MIT $ 9,112 $ 5,280 $ 3,730 I 194- PROPOSITION 1B STATE FUNDING 4401 Interest Earnings $ 2,340 $ 2,360 $ 2,790 III 4402 Unrealized Gain 1,458 0 0 TOTAL 194- PROPOSITION 1B STATE FUNDING $ 3,798 $ 2,360 $ 2,790 195-STATE ASSET SEIZURE I 4401 Interest Earnings $ 0 $ 0 $ 1,100 4402 Unrealized Gain 2,462 0 0 4740 Grant Income 6,830 0 0 1 1 kcal Year :201 1() .Advpied liiit.let I',i12c 1 ON ..� 1 City of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget TOTAL 195-STATE ASSET SEIZURE $ 9,292 $ 0 $ 1,100 196-CA ASSET SEIZURE 15% 4401 Interest Earnings $ 11 $ 0 $ 30 I 4740 Grant Income 1,205 0 0 TOTAL 196-CA ASSET SEIZURE 15% $ 1,216 $ 0 $ 30 197- FEDERAL ASSET SEIZURE 4401 Interest Earnings $ 1,408 $ 1,160 $ 760 4402 Unrealized Gain 894 0 0 I TOTAL 197- FEDERAL ASSET SEIZURE $ 2,302 $ 1,160 $ 760 198-CITYWIDE INFRASTRUCTURE IMPRV 4401 Interest Earnings $ 44,682 $ 62,370 $ 91,220 I 4402 Unrealized Gain 22,337 1 0 4,000,000 0 4745 Other Intergov'tl Reimbursemnt 1,999,129 ,000,000 3,389,190 4901 Other Revenue 366,010 0 0 491 1 Reimbursement from Other Funds 269,747 0 0 I TOTAL 198-CITYWIDE INFRASTRUCTURE IMPRV $ 2,701,904 $ 4,062,370 $ 3,480,410 204-COMMUNITY DEVELOPMENT BLK GRNT I 4740 Grant Income $ 670,236 $ 862,700 $ 1,069,350 4741 Program Income 354,345 350,000 350,000 TOTAL 204-COMMUNITY DEVELOPMENT BLK GRNT $ 1,024,581 $ 1,212,700 $ 1,419,350 I209- FEDERAL SAFETEA-LU 4740 Grant Income $ 0 $ 0 $ 3,951,810 I TOTAL 209- FEDERAL SAFETEA-LU $ 0 $ 0 $ 3,951,810 211 - PROP 1B-SLPP 4740 Grant Income $ 0 $ 0 $ 1,000,000 TOTAL 211 - PROP 1B-SLPP $ 0 $ 0 $ I,000,000 215- ENRGY EFFICNCY/CONSRVATN GRNT I 4402 Unrealized Gain $ 110 $ 0 $ 0 TOTAL 215- ENRGY EFFICNCY/CONSRVATN GRNT $ 110 $ 0 $ 0 218-PUBLIC RESRCE GRNTS/HEALTHY RC I 4402 Unrealized Gain $ 316 $ 0 $ 0 4740 Grant Income 71,334 63,170 63,170 4905 Contributions/Fundraising 288,163 332,110 332,110 I 4914 Non-Abated Reimbursements 515 0 0 TOTAL 218- PUBLIC RESRCE GRNTS/HEALTHY RC $ 360,328 $ 395,280 $ 395,280 225-CA RECYC/LITTER REDUCTION GRNT I 4402 Unrealized Gain $ 316 $ 0 $ 0 4740 Grant Income 32,120 44,300 44,700 TOTAL 225-CA RECYC/LITTER REDUCTION GRNT $ 32,437 $ 44,300 $ 44,700 I I.iscal Year 21)15`16 Adopted 13udget Page 109 L, J City of Rancho Cucamonga I Revenue Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 1 2013/14 Adopted Adopted Actual Budget Budget 226- USED OIL RECYCLING GRANT 4402 Unrealized Gain S 399 $ 0 $ 0 4740 Grant Income 233 0 0 TOTAL 226-USED OIL RECYCLING GRANT $ 632 $ 0 $ 0 227- USED OIL RECYCLING PROGRAM ' 4401 Interest Earnings $ (205) $ 0 $ 0 4740 Grant Income 48,401 48,230 47,840 i TOTAL 227-USED OIL RECYCLING PROGRAM $ 48,196 $ 48,230 $ 47,840 II 234-SAFE ROUTES TO SCHOOL PROGRAM 4740 Grant Income $ 53,187 $ 0 $ 148,560 I TOTAL 234-SAFE ROUTES TO SCHOOL PROGRAM $ 53,187 $ 0 $ 148,560 235- PROP 84 PARK BOND ACT II 4740 Grant Income $ 0 $ 283,500 $ 3,544,360 TOTAL 235- PROP 84 PARK BOND ACT $ 0 $ 283,500 $ 3,544,360 239- FEDERAL GRANT FUNDS-DREIER 4402 Unrealized Gain $ 83 $ 0 $ 0 TOTAL 239- FEDERAL GRANT FUNDS-DREIER $ 83 $ 0 $ 0 t ii 250- RECREATION SERVICES 4401 Interest Earnings 22,163 22,400 29,650 4402 Unrealized Gain 16,918 0 0 I 4419 Other Rental/Lease Income 959,537 908,280 1,020,670 4520 Recreation Fees 2,095,729 2,276,850 2,064,100 4522 Processing Fees 63,601 62,150 59,570 , 4523 Web Sales Fees 3,964 0 0 4571 Sale of Taxable Items 28,900 28,500 28,500 4581 Ticket Sales 615,714 575,250 749,020 4586 Advertising Revenue 5,600 7,400 7,400 I 4588 Theatre Rental Ticket Sales 16,927 0 0 4901 Other Revenue 160,984 183,600 198,180 4905 Contributions/Fundraising 334,831 282,580 273,010 ' 4914 Non-Abated Reimbursements 14,688 20,000 20,000 8258 Transfer In- Fund 258 1,822 0 0 8271 Transfer In-Fund 271 65 0 0 TOTAL 250- RECREATION SERVICES $ 4,341,445 $ 4,367,010 $ 4,450,100 I 258-SENIOR OUTREACH GRANT 4740 Grant Income $ 6,920 $ 6,920 $ 0 I TOTAL 258-SENIOR OUTREACH GRANT $ 6,920 $ 6,920 $ 0 271 -COUNTY SENIOR TRANSPORT.GRANT I 4401 Interest Earnings $ 1 $ 0 $ 0 TOTAL 271 -COUNTY SENIOR TRANSPORT.GRANT $ 1 $ 0 $ 0 272- FREEDOM COURTYARD RSRC GRANTS - I I kc•a1 1"c.0 20 1 1 h :'work,' Iiii,l2cl Page 110 L,..,.•_1 ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 4401 Interest Earnings (556) 0 20 4740 Grant Income 153,570 0 0 TOTAL 272- FREEDOM COURTYARD RSRC GRANTS $ 153,014 $ 0 $ 20 I 290- LIBRARY FUND 4101 Property Taxes-CY Secured $ 3,081,115 $ 3,166,790 $ 3,490,120 4102 Property Taxes-CY Unsecured 83,497 81,760 89,930 I 4103 Property Taxes-PY Sec&Unsec 49,503 30,480 55,270 4105 Property Taxes-Supplemental 98,425 81,410 79,110 4106 Property Taxes-Unitary 0 0 26,440 4112 Property Tax- Post RDA 140,340 0 0 1 4113 Property Tax- Post RDA Res BIc 0 140,340 140,340 4312 Library Fines and Fees 183,812 180,000 180,000 4401 Interest Earnings 45,882 48,800 63,750 I 4402 Unrealized Gain 37,563 0 9000 0 4410 Media Rentals 86,256 , 0 90,000 4515 Information Service Fees 656 500 800 I 4565 Passport Processing Fees 93,815 75,000 75,000 4567 Passport Photo Fees 21,812 18,000 18,000 4570 Sale of Printed Materials 25,189 24,000 24,000 4740 Grant Income 14,016 15,000 20,000 I 4901 Other Revenue 0 115 420 130 420 4907 Private Contributions Library ,000 ,000 130,000 4909 RC Library Foundation Support 0 20,000 10,000 ITOTAL 290- LIBRARY FUND $ 4,076,882 $ 4,102,500 $ 4,493,180 291 -CA STATE LIBRARY 4402 Unrealized Gain $ 151 $ 0 $ 0 1 4740 Grant Income 148,512 0 25,000 TOTAL 291 -CA STATE LIBRARY $ 148,663 $ 0 $ 25,000 I 292-STAFF INNOVATION FD(CA ST LB) 4103 Property Taxes-PY Sec&Unsec $ 3,674 $ 0 $ 0 4401 Interest Earnings 1,668 0 2,820 I 4402 Unrealized Gain 399 120 0 0 4740 Grant Income ,388 0 60,370 TOTAL 292-STAFF INNOVATION FD(CA ST LB) $ 126,129 $ 0 $ 63,190 I 301 -THE BIG READ LIBRARY GRANT 4402 Unrealized Gain $ 124 $ 0 $ 0 4740 Grant Income 0 0 20,000 I 4909 RC Library Foundation Support TO 0 0 10,000 TOTAL 301 -THE BIG READ LIBRARY GRANT $ 124 $ 0 $ 30,000 302-LIBRARY SERVICES&TECH. ACT 1 4402 Unrealized Gain $ 220 $ 0 $ 0 TOTAL 302- LIBRARY SERVICES&TECH. ACT $ 220 $ 0 $ 0 I310- PUBLIC LIBRARY BOND ACT-2000 _ 1 iscal Year 2015/16 Adopted 13udgct Page 1 1 1 b J .-s. City of Rancho Cucamonga I Revenue Detail All Funds 1 Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain $ 193 $ 0 $ 0 4740 Grant Income 7 0 0 TOTAL 310-PUBLIC LIBRARY BOND ACT-2000 $ 199 $ 0 $ 0 329-LIBRARY CAPITAL FUND I 4401 Interest Earnings $ 5,279 $ 0 $ 10,120 4402 Unrealized Gain 3,164 0 0 8001 Transfer In-General Fund 500,000 0 0 I TOTAL 329- LIBRARY CAPITAL FUND $ 508,443 $ 0 $ 10,120 354-COP'S PROGRAM GRANT-STATE I 4402 Unrealized Gain $ 2,462 $ 0 $ 0 4740 Grant Income 329,245 200,000 200,000 TOTAL 354-COP'S PROGRAM GRANT-STATE $ 331,707 $ 200,000 $ 200,000 356-JUSTICE ASSIST GRNT(JAG)ARRA 111 4401 Interest Earnings $ (37) $ 70 $ 0 4402 Unrealized Gain 358 0 0 I 4740 Grant Income 1,398 0 0 TOTAL 356-JUSTICE ASSIST GRNT(JAG)ARRA $ 1,719 $ 70 $ 0 361 -JUSTICE ASSISTANCE GRANT(JAG) I 4402 Unrealized Gain $ 674 $ 0 $ 0 4740 Grant Income 88,224 23,460 23,460 TOTAL 361 -JUSTICE ASSISTANCE GRANT(JAG) $ 88,898 $ 23,460 $ 23,460 I 370-OTS-"DRINK,DRIVE,LOSE" GRANT 4402 Unrealized Gain $ 96 $ 0 $ 0 TOTAL 370-OTS-"DRINK,DRIVE,LOSE" GRANT $ 96 $ 0 $ 0 1 373-COPS SECURE OUR SCHOOLS GRANT 4402 Unrealized Gain $ 28 $ 0 $ 0 I 4740 Grant Income (1,850) 0 0 8017 Transfer In-Law Enforcment Rsv 12,720 0 0 TOTAL 373-COPS SECURE OUR SCHOOLS GRANT $ 10,898 $ 0 $ 0 I 374-COPS HIRING PROGRAM GRANT 4740 Grant Income $ 50,000 $ 39,720 $ 12,500 8001 Transfer In-General Fund 75,000 116,960 150,730 TOTAL 374-COPS HIRING PROGRAM GRANT $ 125,000 $ 156,680 $ 163,230 380-HOMELAND SECURITY GRANT-FIRE I 4402 Unrealized Gain $ 28 $ 0 $ 0 4740 Grant Income 40,006 49,760 35,000 TOTAL 380- HOMELAND SECURITY GRANT-FIRE $ 40,033 $ 49,760 $ 35,000 I 381 -HOMELAND SECURITY GRANT-POLICE 4740 Grant Income $ 0 $ 0 $ 20 1 I isc;il Yca1 201 I N .V.IOIp1ccl Bud:2cl 1'upc 1 12 J ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget TOTAL 381 - HOMELAND SECURITY GRANT-POLICE $ 0 $ 0 $ 20 I 396-HOUSING SUCCESSOR AGENCY 4401 Interest Earnings $ 0 $ 0 $ 44,850 I 4901 Other Revenue 0 0 12,000 8623 Transfer In-2007 Housing Bonds 0 0 4,173,410 TOTAL 396-HOUSING SUCCESSOR AGENCY $ 0 $ 0 $ 4,230,260 I600-AD 82-1 6TH ST INDUSTRIAL 4401 Interest Earnings $ 127 $ 120 $ 150 4402 Unrealized Gain 69 0 0 ITOTAL 600-AD 82-1 6TH ST INDUSTRIAL $ 196 $ 120 $ 150 602-AD 84-1 DAY CREEK/MELLO I 4401 Interest Earnings $ 9,873 $ 11,010 $ 12,960 4402 Unrealized Gain 6,822 0 0 TOTAL 602-AD 84-1 DAY CREEK/MELLO $ 16,696 $ 11,010 $ 12,960 I 610-CFD 2000-03 RANCHO SUMMIT 4402 Unrealized Gain 110 0 0 8858 Transfer in fr Fund 858 2 0 0 ITOTAL 610-CFD 2000-03 RANCHO SUMMIT $ 112 $ 0 $ 0 612-CFD 2001-01 I 4401 Interest Earnings $ 4,801 $ 4,850 $ 5,720 4402 Unrealized Gain 3,012 0 0 TOTAL 612-CFD 2001-01 $ 7,813 $ 4,850 $ 5,720 I 614-CFD 2003-01 PROJECT FUND 4401 Interest Earnings $ 10 $ 0 $ 0 4402 Unrealized Gain 28 0 0 ITOTAL 614-CFD 2003-01 PROJECT FUND $ 38 $ 0 $ 0 615-CFD 2003-01 CULTURAL CENTER 4401 Interest Earnings $ 11 $ 0 $ 0 I TOTAL 615-CFD 2003-01 CULTURAL CENTER $ 11 $ 0 $ 0 617-CFD 2004-01 RANCHO ETIWANDA ES I 4401 Interest Earnings $ 122 $ 50 $ 60 4402 Unrealized Gain 28 0 0 8820 Transfer in fr Fund 820 187,804 0 0 ITOTAL 617-CFD 2004-01 RANCHO ETIWANDA ES $ 187,953 $ 50 $ 60 680-CFD 2006-01 VINTNER'S GROVE 4401 Interest Earnings $ 79 $ 10 $ 20 I TOTAL 680-CFD 2006-01 VINTNER'S GROVE $ 79 $ 10 $ 20 681 -CFD 2006-02 AMADOR ON ROUTE 66 ' 4401 Interest Earnings $ 59 $ 60 $ 70 I iscal Year 21115'16 Adopted liudgct Page 113 L, City of Rancho Cucamonga I Revenue Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain 28 0 0 , TOTAL 681 -CFD 2006-02 AMADOR ON ROUTE 66 $ 87 $ 60 $ 70 700-SPORTS COMPLEX 4126 Admissions Tax $ 103,308 $ 90,000 $ 90,000 I 4402 Unrealized Gain 564 0 0 4411 Special Event Rental 9,650 8,500 7,000 4419 Other Rental/Lease Income 75,061 56,390 60,120 I 4426 Stadium Lease-Minimum Rent 83,000 88,000 93,000 4520 Recreation Fees 220,931 261,550 129,430 4562 Maintenance Fees 241 8,000 8,000 I 4580 Stadium Security Reimbursement 34,150 34,150 34,150 4583 Baseball Security Reimb. 45,057 47,320 47,320 4901 Other Revenue (10,364) 4,580 0 8001 Transfer In-General Fund 1,388,180 1,927,790 2,223,290 I TOTAL 700-SPORTS COMPLEX $ 1,949,778 $ 2,526,280 $ 2,692,310 702-REGIS CONNECT I 4401 Interest Earnings $ 5 $ 0 $ 450 4670 REGIS Connect Service Fees 58,949 104,500 39,150 TOTAL 702- REGIS CONNECT $ 58,954 $ 104,500 $ 39,600 I 705-MUNICIPAL UTILITY 4401 Interest Earnings $ 62,718 $ 52,210 $ 108,110 4402 Unrealized Gain 33,176 0 0 I 4601 Monthly Srvc Fee-Electric Util 519,453 436,240 554,000 4602 Commodity Fee-Electric Util. 9,946,662 10,568,720 10,600,000 4603 New Srvc Activation Fee-Util. 7,476 45,100 25,000 I 4604 Dist Line Ext Fee-Elec Utility 326,060 252,490 600,000 4605 Wholesale Energy Sales&Cntrt 124,309 93,710 150,000 4608 Standby Demand Fee 7,610 91,320 91,320 4610 Late Fee-Electric Utility 9,614 5,260 10,000 I 4735 ARB-Cap and Trade Revenue 61,429 279,000 461,000 4901 Other Revenue 27,234 29,630 10,000 4915 Bad Debt Recovery 6,629 0 0 I TOTAL 705- MUNICIPAL UTILITY $ 11,132,373 $ 11,853,680 $ 12,609,430 706-UTILITY PUBLIC BENEFIT FUND 4401 Interest Earnings $ 7,695 $ 5,520 $ 8,360 I 4402 Unrealized Gain 5,254 0 0 4609 Public Benefit Fund-Elec Util 272,318 296,460 317,890 4901 Other Revenue 20,000 0 0 I 8705 Transfer In-Municipal Utility 75,000 0 0 TOTAL 706- UTILITY PUBLIC BENEFIT FUND $ 380,267 $ 301,980 $ 326,250 707-MUNICIPAL DEPARTING LOAD FUND t 4401 Interest Earnings $ 193 $ 0 $ 0 4402 Unrealized Gain 110 0 0 I Fiscal Year 2015 10 Adopted Budget l'u�t2e 1 I4 L, ,=J ICity of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget TOTAL 707- MUNICIPAL DEPARTING LOAD FUND $ 303 $ 0 $ 0 708-RCMU CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 16,246 $ 16,810 $ 30,490 I 4402 Unrealized Gain 10,440 0 0 4602 Commodity Fee-Electric Util. 750 0 0 TOTAL 708- RCMU CAPITAL REPLACEMENT FUND $ 27,436 $ 16,810 $ 30,490 712- EQUIPNEHICLE REPLACEMENT 4401 Interest Earnings $ 79,151 $ 82,390 $ 94,950 4402 Unrealized Gain 48,539 0 0 TOTAL 712- EQUIPNEHICLE REPLACEMENT $ 127,690 $ 82,390 $ 94,950 714-COMP EQUIP/TECH REPLCMENT FUND I 4401 Interest Earnings $ 33,053 $ 33,250 $ 24,970 4402 Unrealized Gain 21,924 0 0 4419 Other Rental/Lease Income 24,624 24,200 70,270 4540 lntragovernmental User Fees 40,000 1 15,000 330,680 I 4911 Reimbursement from Other Funds 45,680 45,680 65,680 8001 Transfer In General Fund 443,583 0 0 8020 Transfer In-Fund 020 135,070 135,070 135,070 8124 Transfer In-Transportation Fd 0 0 7,850 TOTAL 714- COMP EQUIP/TECH REPLCMENT FUND $ 743,934 $ 353,200 $ 634,520 I 838-AD 91-2 REDEMPTION-DAY CANYON 4101 Property Taxes-CY Secured $ 31,936 $ 31,290 $ 31,290 4103 Property Taxes-PY Sec& Unsec 139 320 320 4104 Property Taxes-Penalties/Int. 20 30 30 4401 Interest Earnings 1,038 960 880 4402 Unrealized Gain 784 0 0 TOTAL 838-AD 91-2 REDEMPTION-DAY CANYON $ 33,917 $ 32,600 $ 32,520 I840-AD 91-2 RESERVES- DAY CANYON 4419 Other Rental/Lease Income 1,957 0 0 ITOTAL 840-AD 91-2 RESERVES-DAY CANYON $ 1,957 $ 0 $ 0 848-PD 85 REDEMPTION FUND 4101 Property Taxes-CY Secured $ 1,122,679 $ 1,1 16,910 $ 1,122,210 I 4103 Property Taxes-PY Sec&Unsec 34,487 1 1,500 1 1,500 4104 Property Taxes-Penalties/Int. 6,638 1,500 1,500 4401 Interest Earnings 7,389 8,070 8,310 I 4402 Unrealized Gain 7,482 10 0 107,450 0 4419 Other Rental/Lease Income 1,909 ,450 107,450 4554 Park Maintenance Fees 0 0 5,500 4901 Other Revenue 0 20,750 0 111 8001 Transfer In-General Fund 2,693 0 0 8868 Transfer In Fund 868 44,872 0 0 TOTAL 848- PD 85 REDEMPTION FUND $ 1,328,151 $ 1,266,180 $ 1,256,470 I 1.i seal Year 2615'16 :\dOptccl 1.luc1get I'arc 1 15 [1:::::: •-.•J City of Rancho Cucamonga I Revenue Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 868-CFD 2000-03 PARK MAINTENANCE , 4101 Property Taxes-CY Secured $ 352,716 $ 399,490 $ 409,590 4103 Property Taxes-PY Sec& Unsec 5,505 3,600 3,600 4104 Property Taxes-Penalties/Int. 340 360 360 4401 Interest Earnings 5,469 4,910 3,860 I 4402 Unrealized Gain 4,883 0 0 8001 Transfer In-General Fund 642 0 0 TOTAL 868-CFD 2000-03 PARK MAINTENANCE $ 369,555 $ 408,360 $ 417,410 I TOTAL CITY OF RANCHO CUCAMONGA $ 138,683,177 $ 127,562,080 $ 151,813,540 R,C. FIRE PROTECTION DISTRICT I 281 -FIRE FUND 4101 Property Taxes-CY Secured $ 12,945,315 $ 13,076,230 $ 14,729,800 , 4102 Property Taxes-CY Unsecured 580,100 593,150 649,140 4103 Property Taxes-PY Sec& Unsec 404,608 377,670 389,020 4104 Property Taxes-Penalties/Int. 146,720 148,330 149,070 I 4105 Property Taxes-Supplemental 220,581 118,810 209,400 4106 Property Taxes-Unitary 519,227 525,970 410,940 4110 Homeowners Exemption 170,182 170,180 170,660 4112 Property Tax-Post RDA 3,704,614 5,686,170 5,897,730 I 4211 Fire Permits 87,174 30,000 19,880 4309 False Alarm Fees 1,425 3,000 3,000 4313 Other Fines& Forfeitures (2,400) 2,200 3,200 ' 4316 Weed Abatement 18,561 34,600 37,000 4401 Interest Earnings 237,724 231,530 248,330 4402 Unrealized Gain (6,150) 0 0 4419 Other Rental/Lease Income 88,580 85,060 88,920 t 4440 Sale of Fixed Assets 18,358 0 0 4501 Plan Check Fees 46,441 75,000 10,000 4510 Engineering Fees 110 0 0 t 4546 FSD Fees 440 140 140 4548 D.U.I. Recovery 0 280 280 4549 Hazmat Recovery 0 900 900 I 4551 Fire Setters Recovery 330 500 500 4553 Fire Maintenance Fees 4,473 2,000 2,000 4901 Other Revenue 8,801 11,400 11,400 4905 Contributions/Fundraising 0 3,000 0 1 4913 State Mandate Reimbursement 6 0 17,580 4914 Non-Abated Reimbursements 411,955 210,300 390,690 4916 Reimbursement from OPEB Trust 335,616 507,270 775,560 TOTAL 281 -FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140 282-COMMUNITY FACILITIES DIST 85-1 I 4101 Property Taxes-CY Secured $ 6,068,814 $ 6,129,670 $ 5,906,400 4103 Property Taxes-PY Sec& Unsec 118,118 46,060 76,750 4104 Property Taxes-Penalties/Int. 21,592 21,970 17,910 4401 Interest Earnings 29,168 30,200 27,050 I 4402 Unrealized Gain 39,992 0 0 //7\ I i'sc,il Yew' 2015 1(� .Ad pt�(1 Bli ct 1),1L2 ' I 16 �,;�� � ICity of Rancho Cucamonga Revenue Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget 4552 CFD Annexation Fees 3,360 3,600 3,600 I4901 Other Revenue (9,323) 0 0 4914 Non-Abated Reimbursements 79,205 30,000 0 TOTAL 282-COMMUNITY FACILITIES DIST 85-1 $ 6,350,925 $ 6,261,500 $ 6,031,710 I283-COMMUNITY FACILITIES DIST 88-1 4101 Property Taxes-CY Secured $ 1,164,759 $ 1,210,560 $ 1,184,330 I 4103 Property Taxes-PY Sec& Unsec 24,649 15,950 13,330 4104 Property Taxes-Penalties/Int. 3,148 3,230 1,220 4402 Unrealized Gain 1,544 0 0 4552 CFD Annexation Fees 560 1,120 1,120 I 4901 Other Revenue 14,561 0 0 4914 Non-Abated Reimbursements 5,128 10,000 0 8281 Transfer In-Fire Fund 817,610 980,660 1,009,850 ITOTAL 283-COMMUNITY FACILITIES DIST 88-1 $ 2,031,960 $ 2,221,520 $ 2,209,850 285- FIRE TECHNOLOGY FEE FUND I 4401 Interest Earnings $ 149 $ 0 $ 280 4402 Unrealized Gain 7 0 0 4517 Technology Fee-Permit 14,978 17,340 5,000 TOTAL 285- FIRE TECHNOLOGY FEE FUND $ 15,134 $ 17,340 $ 5,280 I288- FIRE PROTECTION CAPITAL FUND 4112 Property Tax-Post RDA $ 7,510,686 $ 6,141,440 $ 5,726,810 I 4401 Interest Earnings 371,983 434,730 481,070 4402 Unrealized Gain 542,010 0 0 TOTAL 288- FIRE PROTECTION CAPITAL FUND $ 8,424,679 $ 6,576,170 $ 6,207,880 I 289- FIRE DISTRICT CAPITAL RESERVE 4401 Interest Earnings $ 10,740 $ 0 $ 0 4402 Unrealized Gain 13,249 0 0 ITOTAL 289- FIRE DISTRICT CAPITAL RESERVE $ 23,989 $ 0 $ 0 TOTAL R.C. FIRE PROTECTION DISTRICT $ 36,789,478 $ 36,970,220 $ 38,669,860 1 TOTAL ALL FUNDS $ 175,472,657 $ 164,532,300 $ 190,483,400 I I I I Fiscal Year 2015/16 Adopted Budget . Page 117 L,' City of Rancho Cucamonga I Revenues by Fund Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted I Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND I001 -GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480 TOTAL GENERAL FUND $ 69,696,184 $ 68,900,980 $ 74,205,480 OTHER GENERAL FUNDS I 003-REIMB ST/COUNTY PARKING CIT $ 71,309 $ 72,610 $ 72,140 006-CV WD REIMBURSEMENTS 351,069 275,000 309,600 007-CAL TRANS REIMBURSEMENTS (151) 0 0 I 008-CNTY OF S. B. REIMBURSEMENTS 75,351 94,090 98,130 016-COMM DEV TECHNICAL SRVCS FUND 59,476 48,850 53,250 017-LAW ENFORCEMENT RESERVE 1,362,950 69,400 97,340 ' 018-TRAFFIC SAFETY 414,597 395,570 433,390 019- INFO TECHNOLOGY-DEVELOPMENT 188,826 160,230 161,420 020-CITY TECHNOLOGY FEE FUND 149,822 135,070 161,430 022-MOBILE HOME PARK PROGRAM 20,466 19,830 20,170 I 023-SBl 186 CERT ACCESS SPEC PROG 6,568 6,570 6,720 025 -CAPITAL RESERVE 3,972,904 433,700 1,513,930 073 -BENEFITS CONTINGENCY 83,814 61,610 55,440 I TOTAL OTHER GENERAL FUNDS $ 6,756,999 $ 1,772,530 $ 2,982,960 SPECIAL REVENUE I 100- ASSESSMENT DISTRICTS ADMIN $ 1,011,554 $ 1,057,160 $ 1,056,910 101 -AD 93-1 MASI COMMERCE CENTER 164 100 120 105 -AB2766 AIR QUALITY IMPROVEMENT 193,167 229,620 217,120 I 110- BEAUTIFICATION 220,497 10,120 12,070 111 - PARK LAND ACQUISITION 0 0 300,000 112- DRAINAGE FAC/GENERAL 667,755 220,060 477,200 113 -COMMUNITY/REC CENTER DEVELPMNT 0 0 100,000 I 114- DRAINAGE-ETIWANDA/SAN SEVAINE 157,984 38,030 59,850 115 - HENDERSON/WARDMAN DRAINAGE 117,836 0 0 116- ETIWANDA DRAINAGE 324,559 98,760 73,690 ' 118- UPPER ETIWANDA DRAINAGE 8,650 5,380 6,550 119-PARK IMPROVEMENT 0 0 150,000 120-PARK DEVELOPMENT 1,226,539 808,680 961,860 122-SOUTH ETIWANDA DRAINAGE 4,940 3,070 4,840 ' 123 - LIBRARY IMPACT FEE 0 0 50,350 124-TRANSPORTATION 4,824,502 913,480 3,266,740 125- ANIMAL CENTER IMPACT FEE 0 0 15,010 I 126- LOWER ETIWANDA DRAINAGE 55,985 5,230 6,930 127- POLICE IMPACT FEE 0 0 40,250 128- ETIWANDA NO. EQUESTRIAN FACIL. 22,635 0 7,740 , 129- UNDERGROUND UTILITIES 743,646 208,920 181,410 130- LMD#1 GENERAL CITY 1,236,640 1,212,700 1,267,300 131 - LMD#2 VICTORIA 3,545,984 3,473,870 3,556,260 132-LMD#3A HYSSOP 4,429 4,140 4,110 133- LMD#3B MEDIANS 1,031,054 1,240,620 1,284,320 134-LMD#4R TERRA VISTA 2,601,053 2,607,520 2,843,340 135 - LMD#5 ANDOVER 3,817 3,120 3,240 ' 136- LMD#6R CARYN COMMUNITY 459,988 457,580 X487,390 Fiscal Year 201 5i 16 .'\duplcd Budget - Page 1 18 . . ICity of Rancho Cucamonga Revenues by Fund IFiscal Year 2015/16 Adopted Budget 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget 137- LMD#7 NORTH ETIWANDA 901,129 925,610 995,000 138- LMD#8 SOUTH ETIWANDA 33,541 32,750 33,410 I 139-LMD#9 LOWER ETIWANDA 210,927 193,830 199,050 140 LMD#10 RANCHO ETIWANDA 495,733 497,860 567,520 150-GENERAL CITY STREET LIGHTS 1,089 680 800 I 151 -SLD#1 ARTERIAL 810,462 788,920 836,670 152- SLD#2 RESIDENTIAL 359,899 586,560 718,380 153 -SLD#3 VICTORIA 371,684 356,120 367,050 I 154 -SLD#4 TERRA VISTA 168,045 161,720 182,540 155 SLD#5 CARYN COMMUNITY 44,636 43,370 44,080 156 - SLD#6 INDUSTRIAL AREA 139,494 132,650 140,250 157- SLD#7 NORTH ETIWANDA 206,015 201,110 230,780 I 158 -SLD#8 SOUTH ETIWANDA 108,817 88,770 94,610 1 170 GAS TAX 2105/PROP1 I 1 1,236,887 877,900 1,054,470 172-GAS TAX 2106-2107 1,880,532 1,739,750 1,939,190 I 174-GAS TAX R&T7360 2,535,145 1,910,710 930,780 176 MEASURE l 1990-2010 27,616 13,930 15,830 177- MEASURE 1 2010-2040 2,379,471 2,659,980 2,614,080 178-SB 140 220 0 0 1 182-AB 2928 TRAFFIC CONGEST RELIEF 1,843 0 0 186 FOOTHILL BLVD MAINTENANCE 124 0 0 188- INTEGRATED WASTE MANAGEMENT 1,278,440 1,154,530 1,308,780 I 190-PROP 42-TRAFFIC CONGESTION MIT 9,112 5,280 3,730 194 PROPOSITION 1B STATE FUNDING 3,798 2,360 2,790 195 - STATE ASSET SEIZURE 9,292 0 1,100 I 196-CA ASSET SEIZURE 15% 1,216 0 30 197 FEDERAL ASSET SEIZURE 2,302 I,I60 760 198-CITYWIDE INFRASTRUCTURE IMPRV 2,701,904 4,062,370 3,480,410 204-COMMUNITY DEVELOPMENT BLK GRNT 1,024,581 1,212,700 1,419,350 I 209- FEDERAL SAFETEA-LU 0 0 3,951,810 21 1 - PROP I B SLPP 0 0 1,000,000 215-ENRGY EFFICNCY/CONSRVATN GRNT 110 0 0 I 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 360,328 395,280 395,280 225 -CA RECYC/LITTER REDUCTION GRNT 32,437 44,300 44,700 226-USED OIL RECYCLING GRANT 632 0 0 I 227- USED OIL RECYCLING PROGRAM 48,196 48,230 47,840 234 SAFE ROUTES TO SCHOOL PROGRAM 53,187 0 148,560 235- PROP 84 PARK BOND ACT 0 283,500 3,544,360 239- FEDERAL GRANT FUNDS-DREIER 83 0 0 I 250- RECREATION SERVICES 4,341,445 4,367,010 4,450,100 258 SENIOR OUTREACH GRANT 6,920 6,920 0 271 -COUNTY SENIOR TRANSPORT.GRANT 1 0 0 I 272- FREEDOM COURTYARD RSRC GRANTS 153,014 0 20 290- LIBRARY FUND 4,076,882 4,102,500 4,493,180 291 -CA STATE LIBRARY 148,663 0 25,000 292-STAFF INNOVATION FD(CA ST LB) 126,129 0 63,190 I 301 -THE BIG READ LIBRARY GRANT 124 0 30,000 302 LIBRARY SERVICES&TECH. ACT 220 0 0 310- PUBLIC LIBRARY BOND ACT-2000 199 0 0 I 329- LIBRARY CAPITAL FUND 508,443 0 10,120 354 COP'S PROGRAM GRANT STATE 331,707 200,000 200,000 I•fiscal Year 2O15:'16 Adapted Budget Page 119 ., L•.-e City of Rancho Cucamonga I Revenues by Fund Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted ' Actual Budget Budget 356-JUSTICE ASSIST GRNT(JAG)ARRA 1,719 70 0 361 -JUSTICE ASSISTANCE GRANT(JAG) 88,898 23,460 23,460 370-OTS-"DRINK,DRIVE,LOSE"GRANT 96 0 0 373 -COPS SECURE OUR SCHOOLS GRANT 10,898 0 0 374-COPS HIRING PROGRAM GRANT 125,000 156,680 163,230 380- HOMELAND SECURITY GRANT-FIRE 40,033 49,760 35,000 I 381 - HOMELAND SECURITY GRANT-POLICE 0 0 20 396- HOUSING SUCCESSOR AGENCY 0 0 4,230,260 838-AD 91-2 REDEMPTION-DAY CANYON 33,917 32,600 32,520 ' 848- PD 85 REDEMPTION FUND 1,328,151 1,266,180 1,256,470 868 -CFD 2000-03 PARK MAINTENANCE 369,555 408,360 417,410 TOTAL SPECIAL REVENUE $ 47,594,316 $ 41,633,630 $ 58,178,570 CAPITAL PROJECTS ' 600-AD 82-I 6TH ST INDUSTRIAL $ 196 $ 120 $ 150 602-AD 84-1 DAY CREEK/MELLO 16,696 11,010 12,960 ' 610-CFD 2000-03 RANCHO SUMMIT 112 0 0 612-CFD 2001-01 7,813 4,850 5,720 614-CFD 2003-01 PROJECT FUND 38 0 0 I 615 -CFD 2003-01 CULTURAL CENTER 11 0 0 617-CFD 2004-01 RANCHO ETIWANDA ES 187,953 50 60 680-CFD 2006-01 VINTNER'S GROVE 79 10 20 I 681 -CFD 2006-02 AMADOR ON ROUTE 66 87 60 70 TOTAL CAPITAL PROJECTS $ 212,986 $ 16,100 $ 18,980 ENTERPRISE FUNDS I 700-SPORTS COMPLEX $ 1,949,778 $ 2,526,280 $ 2,692,310 702-REGIS CONNECT 58,954 104,500 39,600 705-MUNICIPAL UTILITY 11,132,373 11,853,680 12,609,430 I 706-UTILITY PUBLIC BENEFIT FUND 380,267 301,980 326,250 707- MUNICIPAL DEPARTING LOAD FUND 303 0 0 708- RCMU CAPITAL REPLACEMENT FUND 27,436 16,810 30,490 1 TOTAL ENTERPRISE FUNDS $ 13,549,111 $ 14,803,250 $ 15,698,080 INTERNAL SERVICE FUNDS I 712- EQUIP/VEHICLE REPLACEMENT $ 127,690 $ 82,390 $ 94,950 714-COMP EQUIP/TECH REPLCMENT FUND 743,934 353,200 634,520 TOTAL INTERNAL SERVICE FUNDS $ 871,624 $ 435,590 $ 729,470 ,• FIDUCIARY FUNDS 840-AD 91-2 RESERVES-DAY CANYON $ 1,957 $ 0 $ 0 TOTAL FIDUCIARY FUNDS $ 1,957 $ 0 $ 0 I TOTAL CITY OF RANCHO CUCAMONGA $ 138,683,177 $ 127,562,080 $ 151,813,540 I R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND $ 19,942,792 $ 21,893,690 $ 24,215,140 I I kcal 1'c'al. 2(11 5'1O 1,1upl��J ItuLdgel l'a,e 1?(1 L,:.. J• 1 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 1 2013/14 Adopted Adopted Actual Budget Budget 282 -COMMUNITY FACILITIES DIST 85-1 6,350,925 6,261,500 6,031,710 283-COMMUNITY FACILITIES DIST 88-1 2,031,960 2,221,520 2,209,850 1 285 - FIRE TECHNOLOGY FEE FUND 15,134 17,340 5,280 288- FIRE PROTECTION CAPITAL FUND 8,424,679 6,576,170 6,207,880 289- FIRE DISTRICT CAPITAL RESERVE 23,989 0 0 TOTAL SPECIAL REVENUE $ 36,789,479 $ 36,970,220 $ 38,669,860 TOTAL R.C. FIRE PROTECTION DISTRICT $ 36,789,478 $ 36,970,220 $ 38,669,860 1 TOTAL ALL FUNDS $ 175,472,657 $ 164,532,300 $ 190,483,400 1 i 1 1 i 1 1 i 1 1 1 1 e •Fiscal Year 2015/16 Adopted Budget - Page 121 L�»�••• 1 I 1 1 1 THIS PAGE INTENTIONALLY LEFT BLANK , I1 1 t 1 Fiscal Year 2015/16 Adopted 13uclget I'auc 122 [24.: R I 1 f `#; j • $•" •L. i-+• RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA 1 Expenditure Summaries I I __ ... . I iscal Year 201 /I6 Adopted Budget Page 1-2:z ,L,'••; I City of Rancho Cucamonga, California I Expenditure Summary by Department Operating Budget* Fiscal Year 2015/16 Adopted Budget I Library Services I Community Services 4.05% 4.47% Governance 1.97% I Planning Works Services g 9 /o .48 2.06% Fire District 28.92% I Engineering Services 2.31% Building&Safety 2.45% 1111111111111116■.-- _.-1 Econ. and Comm. 7.. ' ' Dev. 0.66% Innovation& I Technology 2.64% Human Resources 0.68% Finance I 1.36% Administrative Animal Care and Police Services Services 30.17% 6.03% 2.74% 1 Governance $ 2,180,300 I Fire District 32,048,450 Police 33,432,190 Animal Care and Services 3,038,880 I Administrative Services 6,680,580 Finance 1,512,520 Human Resources 752,770 I Innovation& Technology 2,924,800 Econ. and Comm. Dev. 732,940 I Building & Safety 2,717,600 Engineering Services 2,554,350 Planning 2,283,290 I Public Works Services 10,510,310 Community Services 4,952,990 Library Services 4,493,180 I Total Operating Budget $ 110,815,150 I *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 iseul Year 1(I15 16 Adopted IiudLct I'u"..!e 12-4 L'. .• ICity of Rancho Cucamonga Expenditure Summary by Category I Operating Budget Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget I OQl -GENERAL FUND PERSONNEL SERVICES $ 21,876,024 $ 24,791,080 $ 26,259,900 OPERATIONS& MAINTENANCE 42,381,254 46,394,370 49,278,520 CAPITAL OUTLAY 154,374 109,610 420,000 I DEBT SERVICE 14,257 13,750 17,120 COST ALLOCATION (4,918,640) (5,104,290) (5,113,450) TRANSFER OUT 3,225,334 2,958,470 3,41 1,430 ITOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520 281 -FIRE FUND I PERSONNEL SERVICES OPERATIONS& MAINTENANCE $ 14,287,317 $ 15,808,370 $ 17,667,470 4,985,267 4,300,080 4,733,240 CAPITAL OUTLAY 0 0 0 I DEBT SERVICE 401,020 804,580 804,580 TRANSFER OUT 817,610 980,660 1,009,850 TOTAL FIRE FUND $ 20,491,216 $ 21,893,690 $ 24,215,140 I 282-COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES $ 5,698,503 $ 5,971,110 $ 4,716,390 OPERATIONS& MAINTENANCE 1,133,539 1,188,210 907,070 I DEBT SERVICE 0 0 0 TRANSFER OUT 0 0 0 TOTAL COMMUNITY FACILITIES DIST 85-I $ 6,832,043 $ 7,159,320 $ 5,623,460 1 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES $ 1,645,906 $ 1,922,480 $ 1,946,040 I OPERATIONS& MAINTENANCE 266,350 299,040 263,810 DEBT SERVICE 0 0 0 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,912,257 $ 2,221,520 $ 2,209,850 1 290-LIBRARY FUND PERSONNEL SERVICES $ 2,744,373 $ 3,095,840 $ 3,278,480 OPERATIONS& MAINTENANCE 872,407 1,115,680 1,198,990 I CAPITAL OUTLAY 12,733 0 10,500 5,000 DEBT SERVICE 10,833 , 0 10,710 TRANSFER OUT 0 0 0 ITOTAL LIBRARY FUND $ 3,640,347 $ 4,222,020 $ 4,493,180 TOTAL OPERATING BUDGET $ 95,608,471 $ 104,659,540 $ 110,815,150 I I I I iscul Year 2(115'1(, Adopted Budget I'al2c 125 L::::'_1 City of Rancho Cucamonga I Expenditure Detail Operating Budget I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 , 2013/14 Adopted Adopted Actual Budget Budget 001-GENERAL FUND I PERSONNEL SERVICES 5000-Regular Salaries $ 14,144,100 $ 15,172,270 $ 15,706,370 5005-Overtime Salaries 309,471 297,600 360,770 ' 5010- Part Time Salaries 1,253,504 1,949,180 2,267,240 Fringe Benefits 6,555,166 7,714,330 8,085,860 5060-Tuition Reimbursement 27,299 24,000 40,000 ' 5061 - Employee Development 30,159 118,420 202,000 5065-Coffee Fund 3,501 4,500 4,500 5093 -Other Funds-Salary Reimbursmnt (447,176) (489,220) (406,840) ' TOTAL PERSONNEL SERVICES $ 21,876,024 $ 24,791,080 $ 26,259,900 OPERATIONS& MAINTENANCE I 5100-Travel and Meetings $ 99,233 $ 146,710 $ 251,390 5102-Training 103,183 157,160 228,700 5105 -Mileage 4,262 5,400 6,030 I 5150-Office Supplies& Equipment 228,790 247,500 243,450 5151 -Postage 98,898 88,120 88,120 5152-Computer Software 15,041 51,900 55,780 I 5160- Membership Dues 120,215 135,730 144,100 5161 -Publications& Subscriptions 47,508 58,100 55,260 5165- Licenses,Permits&Fees 207,946 233,000 233,000 I 5200-Operations& Maintenance 1,378,419 1,624,600 1,745,760 5201 -0& MNolunteer Program 19,000 20,000 20,000 5204-O& M/Facilities 460,215 517,180 523,580 I 5207-0& M/Capital Supplies 43,836 23,300 20,300 5210-O& M/Crime Prevention 8,415 21,000 26,000 5215 -O& M/Computer Equipment 3,984 12,400 11,460 I 5217-Technical Investigative Costs 0 0 65,610 5220-Cellular Technology 118,734 153,090 120,270 5250- Vehicle Operations& Maint. 414,319 524,600 526,100 I 5252- Emergency Equipment& Veh Rntl 33,099 33,670 40,670 5253- Vehicle Collision Repair 67,778 135,000 135,000 5255 -Gasoline 622,125 751,850 700,000 I 5256- Diesel Fuel 31,722 40,000 40,000 5257-CNG Fuel 18,909 24,000 24,000 5260-O&M/Animal Care 146,937 138,330 123,330 I 5262-O&M/Community& Info Programs 3,200 2,000 2,000 5263 -O&M/Field Services 7,722 5,000 5,000 5264-O&MNeterinarian Services 92,337 102,000 137,000 I5280-Equip Operations& Maint 26,287 30,430 30,430 5283 -Depreciation-Computer Equip 40,000 115,000 235,450 5285-Safety Gear& Equipment 25,892 28,130 46,000 5300-Contract Services 32,907,032 35,119,070 37,366,770 l isudl l car '2(115 16 AdopicJ laud et 1).p.2c 12.(, L..:..:J - 1 ICity of Rancho Cucamonga Expenditure Detail I Operating Budget Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 II 2013/14 Adopted Adopted Actual Budget Budget I 5303 -Contract Serv/Reimbursable 60,608 523,380 523,740 5304-Contract Serv/Facilities 1,324,507 1,521,930 1,515,140 5310-Tree Maintenance 400,000 500,000 630,000 5312- Legal Services 535,269 414,810 383,660 I 5320- Hazardous Waste Removal 18,067 24,320 24,320 5360-Contract Serv/Animal Care 102,665 70,910 49,820 5362-Contract Serv/Comm& Info Prgm 7,892 9,990 9,990 I5363 -Contract Serv/Field Services 11,131 16,500 16,500 5364-Contract Serv/Vet Services 103,597 73,400 73,400 5365-Cont Srv-Spay/Neuter Program 0 50,000 35,000 I 5400-Telephone Utilities 263,975 293,100 244,300 5401 -Gas Utilities 92,252 115,000 101,700 I 5402- Water Utilities 458,426 445,960 532,510 5403- Electric Utilities 1,363,884 1,518,790 1,594,730 5410- Property Insurance 192,824 189,280 200,680 5510- Property Tax Admin. Fee 69,288 82,730 92,470 I 5999- Prior Period Adjustment (18,166) 0 0 TOTAL OPERATIONS& MAINTENANCE $ 42,381,254 $ 46,394,370 $ 49,278,520 ICAPITAL OUTLAY 5603 -Capital Outlay-Equipment $ 109,497 $ 21,610 $ 20,000 5604-Capital Outlay-Vehicles 0 83,000 0 I5605 -Capital Outlay-Computer Equip 44,877 5,000 0 5650-Capital Project 0 0 400,000 TOTAL CAPITAL OUTLAY $ 154,374 $ 109,610 $ 420,000 IDEBT SERVICE 5703 -Capital Lease Payment $ 14,258 $ 13,750 $ 17,120 ITOTAL DEBT SERVICE $ 14,257 $ 13,750 $ 17,120 COST ALLOCATION I5990-Cost Allocation Plan Offset $ (4,918,640) $ (5,104,290) $ (5,1 1 3,450) TOTAL COST ALLOCATION $ (4,918,640) $ (5,104,290) $ (5,113,450) I TRANSFER OUT 9008-Transfer Out-Fund 008 $ 4,800 $ 4,800 $ 8,840 9025 -Transfer Out-Capital Reserve 508,680 0 700,000 I 9130-Transfer Out-Fund 130 317 301 0 0 9131 -Transfer Out-LMD2 301,440 301,440 328,570 9329-Transfer Out-Library Cap Fund 500,000 0 0 I 9374-Transfer Out-Fund 374 75,000 116,960 150,730 9700 Transfer Out Sports Complex 1,388,180 1,927,790 2,223,290 9714-Transfer Out-Comptr Eq Rplc 443,583 0 0 1 9848-Transfer Out-Fund 848 2,693 0 0 I jseal Year 2(11 5'16 ;\dnpied Iiud e1 Page 127 L,; il City of Rancho Cucamonga I Expenditure Detail Operating Budget t Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 ' 2013/14 Adopted Adopted Actual Budget Budget 9868 -Transfer Out-Fund 868 642 0 0 9900-Transfer Out-Reserves 0 607,480 0 TOTAL TRANSFER OUT $ 3,225,334 $ 2,958,470 $ 3,411,430 TOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520 I 281-FIRE FUND I PERSONNEL SERVICES 5000- Regular Salaries $ 6,939,007 $ 7,518,580 $ 12,127,240 5005 -Overtime Salaries 1,976,695 2,413,580 3,877,960 ' 5010- Part Time Salaries 78,616 79,570 144,160 Fringe Benefits 5,254,460 5,786,640 8,205,540 5060-Tuition Reimbursement 38,540 10,000 10,000 I 5082-Reimb Personnel from CFD 85-1 0 0 (4,716,390) 5083 -Reimb Personnel from CFD 88-1 0 0 (1,946,040) 5093-Other Funds-Salary Reimbursmnt 0 0 (35,000) 1 TOTAL PERSONNEL SERVICES $ 14,287,317 $ 15,808,370 $ 17,667,470 OPERATIONS& MAINTENANCE I 5100-Travel and Meetings $ 17,475 $ 26,540 $ 33,790 5102-Training 73,046 126,120 146,770 5150-Office Supplies& Equipment 20,329 22,030 33,940 5151 - Postage 598 800 800 I 5152-Computer Software 25,300 0 0 5155 -Public Relations/Educ Material 23,047 24,000 34,000 5160-Membership Dues 3,982 5,210 6,590 I 5161 - Publications& Subscriptions 5,752 4,360 4,850 5165 - Licenses,Permits& Fees 6,794 9,120 9,540 5200-Operations& Maintenance 189,359 266,310 322,860 ' 5220-Cellular Technology 24,632 34,800 36,540 5250-Vehicle Operations&Maint. 111,947 139,860 139,860 5255-Gasoline 33,078 35,770 35,770 I 5256-Diesel Fuel 74,743 91,480 91,480 5280- Equip Operations& Maint 7,007 24,200 26,100 5285 -Safety Gear& Equipment 42,331 73,690 75,990 I 5290-Specialized Tools& Equipment 25,407 28,940 33,220 5291 -Equipment Supplies& Repairs 28,905 27,450 29,700 5300-Contract Services 600,536 734,040 849,830 I 5312-Legal Services 17,823 50,000 50,000 5320-Hazardous Waste Removal 1,017 2,500 2,500 5321 - Fire Incident Costs 1,833 2,500 2,500 I 5400-Telephone Utilities 28,605 34,670 35,540 5401 -Gas Utilities 8,755 11,040 9,660 5402-Water Utilities 17,356 16,750 20,670 t I kcal Ycnr 2015 1(, :AcluhtC(l lBi.id��ct 1),v,4c 128 L,••.;� ICity of Rancho Cucamonga Expenditure Detail I Operating Budget Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 1 2013/14 Adopted Adopted Actual Budget Budget I 5403-Electric Utilities 64,884 94,910 100,250 5416-General Liability Insurance 48,718 58,900 100,250 5417-General Liability Claims 5 000 tY 0 0 I 5501 -Admin./General Overhead 1,689,520 1,940,320 2,053,220 5510- Property Tax Admin. Fee 142,822 138,790 156,840 5720-Misc Contributions to City 225,750 274,980 290,180 5725-Other Expenditures 4,454 0 0 I5999- Prior Period Adjustment 1,414,462 0 0 TOTAL OPERATIONS& MAINTENANCE $ 4,985,267 $ 4,300,080 $ 4,733,240 IDEBT SERVICE 5700- Interest Expense $ 191,829 $ 173,930 $ 145,560 5701 -Principal Repayments 208,156 626,050 654,420 1 5703-Capital Lease Payment 1,036 4,600 4,600 TOTAL DEBT SERVICE $ 401,020 $ 804,580 $ 804,580 I TRANSFER OUT 9283-Transfer Out-CFD 88-I $ 817,610 $ 980,660 $ 1,009,850 TOTAL TRANSFER OUT $ 817,610 $ 980,660 $ 1,009,850 I TOTAL FIRE FUND $ 20,491,216 $ 21,893,690 $ 24,215,140 I 282-COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES 5000-Regular Salaries $ 2,999,299 $ 3,076,310 $ 0 I 5005 -Overtime Salaries 814,682 830,060 0 5010 Part Time Salaries 24,077 38,060 0 Fringe Benefits 1,860,446 2,026,680 0 I5081 - Reimb Personnel to Fire Fund 0 0 4,716,390 TOTAL PERSONNEL SERVICES $ 5,698,503 $ 5,971,110 $ 4,716,390 I OPERATIONS& MAINTENANCE 5100-Travel and Meetings $ 214 $ 1,120 $ 1,120 5150-Office Supplies& Equipment 6,763 14,110 420 I 5160-Membership Dues 0 140 140 5161 -Publications& Subscriptions 0 220 220 5165-Licenses,Permits& Fees 3,247 4,770 5,490 I 5200-Operations& Maintenance 36,187 52,180 20,970 5220-Cellular Technology 52 0 0 5250-Vehicle Operations&Maint. 58,178 69,940 69,940 I 5255-Gasoline 16,926 17,160 17,160 5256-Diesel Fuel 39,570 50,060 50,060 5280- Equip Operations& Maint 833 6,000 6,000 I5285- Safety Gear& Equipment 16,323 15,640 15,640 _ _ -. � . . . • .•; :. Fiscal Year 2015/16 Adopted Budget - Page 129 L,;•. J City of Rancho Cucamonga 1 Expenditure Detail Operating Budget I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 i 2013/14 Adopted Adopted Actual Budget Budget 5290-Specialized Tools& Equipment 1,369 3,130 3,130 1 5300-Contract Services 378,372 434,260 363,080 5400-Telephone Utilities 15,387 17,710 17,850 5401 -Gas Utilities 5,541 7,620 6,120 I 5402- Water Utilities 17,309 17,860 20,530 5403-Electric Utilities 48,218 57,840 65,140 5416-General Liability Insurance 41,135 46,270 1,010 I 5501 -Admin./General Overhead 408,010 331,080 243,050 5720-Misc Contributions to City 41,100 41,100 0 5999-Prior Period Adjustment (1,194) 0 0 I TOTAL OPERATIONS& MAINTENANCE $ 1,133,539 $ 1,188,210 $ 907,070 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,832,043 $ 7,159,320 $ 5,623,460 ' 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES I 5000- Regular Salaries $ 820,489 $ 943,240 $ 0 5005 -Overtime Salaries 287,890 344,870 0 Fringe Benefits 537,528 634,370 0 I 5081 -Reimb Personnel to Fire Fund 0 0 1,946,040 TOTAL PERSONNEL SERVICES $ 1,645,906 $ 1,922,480 $ 1,946,040 OPERATIONS& MAINTENANCE I 5150-Office Supplies& Equipment $ 2,334 $ 3,420 $ 0 1 5165 - Licenses, Permits& Fees 1,257 1,920 1,920 5200-Operations& Maintenance 10,711 17,980 4,000 I 5300-Contract Services 95,976 105,510 82,130 5400-Telephone Utilities 10,292 9,840 10,330 5401 -Gas Utilities 1,670 2,080 1,840 I 5402- Water Utilities 2,612 4,250 5,100 5403- Electric Utilities 12,244 15,820 16,610 5416-General Liability Insurance 9,744 11,230 0 I 5501 - Admin./General Overhead 99,670 107,150 141,880 5720- Misc Contributions to City 19,840 19,840 0 TOTAL OPERATIONS& MAINTENANCE $ 266,350 $ 299,040 $ 263,810 ' TOTAL COMMUNITY FACILITIES DIST 88-1 $ 1,912,257 $ 2,221,520 $ 2,209,850 I290-LIBRARY FUND PERSONNEL SERVICES 5000-Regular Salaries $ 1,397,576 $ 1,535,130 $ 1,609,630 I 5010- Part Time Salaries 634,458 777,900 839,100 TOTAL PERSONNEL SERVICES 5 2,744,373 $ 3,095,840 $ 3,278,480 1 I kcal Ycar 2015 In Adoptccl I3udgct I'agc 130 L.::: City of Rancho Cucamonga I I Expenditure Detail I Operating Budget Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget II OPERATIONS& MAINTENANCE Fringe Benefits 712,338 782,810 829,750 5100-Travel and Meetings $ 17,599 $ 16,700 $ 24,700 I 5102-Training 2,000 2,000 2,000 5105 -Mileage 866 1,900 1,900 5150-Office Supplies& Equipment 23,169 22,550 22,550 5152-Computer Software 6,515 32,700 6,430 I5160- Membership Dues 3,169 5,550 6,200 5200-Operations& Maintenance 470,898 617,420 697,210 5207-O& M/Capital Supplies 1,061 6,850 10,000 I5215-0& M/Computer Equipment 7,359 5,000 3,380 5220-Cellular Technology 1,437 1,610 1,610 5300-Contract Services 195,262 247,440 266,510 1 5400-Telephone Utilities 10,276 10,500 10,500 5402 Water Utilities 5,388 4,500 5,040• 5403 - Electric Utilities 61,815 70,050 70,050 I5501 -Admin./General Overhead 70,910 70,910 70,910 5999 Prior Period Adjustment (5,316) 0 0 I TOTAL OPERATIONS& MAINTENANCE $ 872,407 $ 1,115,680 $ 1,198,990 CAPITAL OUTLAY 5605 -Capital Outlay-Computer Equip $ 12,733 $ 0 $ 5,000 ITOTAL CAPITAL OUTLAY $ 12,733 $ 0 $ 5,000 DEBT SERVICE I 5703-Capital Lease Payment $ 10,833 $ 10,500 $ 10,710 TOTAL DEBT SERVICE $ 10,833 $ 10,500 $ 10,710 ITOTAL LIBRARY FUND $ 3,640,347 $ 4,222,020 $ 4,493,180 TOTAL OPERATING BUDGET $ 95,608,471 $ 104,659,540 $ 110,815,150 I I I I I Fiscal Year 2015/16 Adopted Budget - Page 1 3 1 L, •. J I City of Rancho Cucamonga, California I Expenditure Summary by Department All Funds Fiscal Year 2015/16 Adopted Budget I I Library Services Governance I 3.21% 0.99% Community Services 5.12% Fire District I Public Works Services 26.28% 11.53% Planning I 2.87% Engineering Services I 19.93% Police Building&Safety 15.68% i 1.24% Econ.and Comm.Dev. 0.41% Animal Care and Services Innovation Finan e 1.37% nnovation 8 I Technology Human Resources 0.68° Administrative Services 2.40% 0.34% 7.94/o I Governance $ 2,204,580 1 Fire District 58,320,070 Police 34,789,170 Animal Care and Services 3,038,880 I Administrative Services 17,616,030 Finance 1,512,520 Human Resources 752,770 I Innovation& Technology 5,336,230 Econ. and Comm. Dev. 899,020 I Building& Safety 2,758,650 Engineering Services 44,218,210 Planning 6,377,520 I Public Works Services 25,579,580 Community Services 11,367,080 Library Services 7,117,450 I Total All Funds Budget $ 221,887,760 , I kcal Year ?O 1 ; I O Adopted budget - Page 13-) L.::.:J ICity of Rancho Cucamonga Expenditure Summary by Category IAll Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I CITY OF RANCHO CUCAMONGA PERSONNEL SERVICES $ 37,891,385 $ 41,559,470 $ 42,765,840 OPERATIONS& MAINTENANCE 72,906,104 78,593,290 81,664,480 CAPITAL OUTLAY 10,441,168 15,360,880 38,343,860 DEBT SERVICE 73,501 577,770 588,110 COST ALLOCATION (4,918,640) (5,104,290) (5,113,450) I TRANSFER OUT 5,770,492 4,815,470 5,354,420 TOTAL CITY OF RANCHO CUCAMONGA $ 122,164,011 $ 135,802,590 $ 163,603,260 R.C. FIRE PROTECTION DISTRICT IPERSONNEL SERVICES $ 21,631,728 $ 23,701,960 $ 24,329,900 OPERATIONS& MAINTENANCE 8,294,883 6,967,810 6,894,020 I CAPITAL OUTLAY 3,207,087 3,626,000 25,246,150 DEBT SERVICE 401,020 804,580 804,580 TRANSFER OUT 817,610 980,660 1,009,850 ITOTAL R.C. FIRE PROTECTION DISTRICT $ 34,352,329 $ 36,081,010 $ 58,284,500 TOTAL ALL FUNDS $ 156,516,341 $ 171,883,600 $ 221,887,760 I I I I I I I I Fiscal Year 2015/16 Adopted Budget Page 133 L: J City of Rancho Cucamonga t Expenditure Detail All Funds U Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 ' 2013/14 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA I 001-GENERAL FUND 5000-Regular Salaries $ 14,144,100 $ 15,172,270 $ 15,706,370 5005 -Overtime Salaries 309,471 297,600 360,770 , 5010- Part Time Salaries 1,253,504 1,949,180 2,267,240 Fringe Benefits 6,555,166 7,714,330 8,085,860 5060-Tuition Reimbursement 27,299 24,000 40,000 I 5061 -Employee Development 30,159 118,420 202,000 5065 -Coffee Fund 3,501 4,500 4,500 5093 -Other Funds-Salary Reimbursmnt (447,176) (489,220) (406,840) 5100-Travel and Meetings 99,233 146,710 251,390 I 5102-Training 103,183 157,160 228,700 5105- Mileage 4,262 5,400 6,030 5150-Office Supplies& Equipment 2.28,790 247,500 243,450 I 5151 -Postage 98,898 88,120 88,120 5 152-Computer Software 15,041 51,900 55,780 5160-Membership Dues 120,215 135,730 144,100 I 5161 -Publications& Subscriptions 47,508 58,100 55,260 5165 - Licenses, Permits& Fees 207,946 233,000 233,000 5200-Operations& Maintenance 1,378,419 1,624,600 1,745,760 I 5201 -0& M/Volunteer Program 19,000 20,000 20,000 5204-O& M/Facilities 460,215 517,180 523,580 5207-0& M/Capital Supplies 43,836 23,300 20,300 ' 5210-O& M/Crime Prevention 8,415 21,000 26,000 5215 -O& M/Computer Equipment 3,984 12,400 11,460 5217-Technical Investigative Costs 0 0 65,610 I 5220-Cellular Technology 118,734 153,090 120,270 5250-Vehicle Operations&Maint. 414,319 524,600 526,100 5252- Emergency Equipment& Veh Rntl 33,099 33,670 40,670 5253 -Vehicle Collision Repair 67,778 135,000 135,000 I 5255 -Gasoline 622,125 751,850 700,000 5256-Diesel Fuel 31,722 40,000 40,000 5257-CNG Fuel 18,909 24,000 24,000 I 5260-O&M/Animal Care 146,937 138,330 123,330 5262-O&M/Community& Info Programs 3,200 2,000 2,000 5263 -O&M/Field Services 7,722 5,000 5,000 I 5264-O&MNeterinarian Services 92,337 102,000 137,000 5280-Equip Operations& Maint 26,287 30,430 30,430 5283 -Depreciation-Computer Equip 40,000 115,000 235,450 1 5285 -Safety Gear& Equipment 25,892 28,130 46,000 5300-Contract Services 32,907,032 35,1 19,070 37,366,770 5303 -Contract Serv/Reimbursable 60,608 523,380 523,740 5304-Contract Serv/Facilities 1,324,507 1,521,930 1,515,140 5310-Tree Maintenance 400,000 500,000 630,000 5312- Legal Services 535,269 414,810 383,660 5320-Hazardous Waste Removal 18,067 24,320 24,320 I •.. Fiscal Year 2015'16 Adopted 13udget - Page 134 L. •;:J • s. ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 5360-Contract Sery/Animal Care 102,665 70,910 49,820 5362 Contract Serv/Comm& Info Prgm 7,892 9,990 9,990 5363-Contract Sery/Field Services 11,131 16,500 16,500 5364-Contract Serv/Vet Services 103,597 73,400 73,400 5365-Cont Srv-Spay/Neuter Program 0 50,000 35,000 5400-Telephone Utilities 263,975 293,100 244,300 5401 -Gas Utilities 92,252 115,000 101,700 I 5402-Water Utilities 458,426 445,960 532,510 5403- Electric Utilities 1,363,884 1,518,790 1,594,730 5410- Property Insurance 192,824 189,280 200,680 I 5510- Property Tax Admin. Fee 69,288 82,730 92,470 5603 Capital Outlay Equipment 109,497 21,610 20,000 5604-Capital Outlay-Vehicles 0 83,000 0 I 5605 -Capital Outlay-Computer Equip 44,877 5,000 0 40000 5650 Capital Project 0 0 400,000 5703-Capital Lease Payment 14,258 13,750 17,120 U 5990-Cost Allocation Plan Offset (4,918,640) (5,104,290) (5,113,450) 5999 Prior Period Adjustment (18,166) 0 0 9008-Transfer Out-Fund 008 4,800 4,800 8,840 9025 -Transfer Out-Capital Reserve 508,680 0 700,000 I9130-Transfer Out-Fund 130 317 0 0 9131 Transfer Out-LMD2 301,440 301,440 328,570 9329-Transfer Out-Library Cap Fund 500,000 0 0 I 9374-Transfer Out-Fund 374 75,000 116,960 150,730 9700 Transfer Out Sports Complex 1,388,180 1,927,790 2,223,290 9714-Transfer Out-Comptr Eq Rplc 443,583 0 0 I 9848-Transfer Out-Fund 848 2,693 0 0 9868 -Transfer Out Fund 868 642 0 0 9900-Transfer Out-Reserves 0 607,480 0 ITOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520 003-REIMB ST/COUNTY PARKING CIT I 5200-Operations& Maintenance $ 75,453 $ 72,610 $ 72,140 5250 Vehicle Operations& Maint. 885 0 0 TOTAL REIMB ST/COUNTY PARKING CIT $ 76,338 $ 72,610 $ 72,140 I 006-CVWD REIMBURSEMENTS 5000-Regular Salaries $ 83,688 $ 90,140 $ 93,130 1 Fringe Benefits 38,553 42,200 43,770 5200 Operations& Maintenance 42,897 43,000 43,000 5250- Vehicle Operations& Maint. 9,904 10,000 10,000 I 5252-Emergency Equipment& Veh Rntl 1,000 1,000 1,000 5280 Equip Operations& Maint 570 500 500 9001 -Transfer Out-General Fund 0 50,000 39,450 I ,, . ,R` Fiscal Year 2015, 16 Adopted Budget - Page 1 35 • 1 - City of Rancho Cucamonga I Expenditure Detail All Funds Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget TOTAL CVWD REIMBURSEMENTS $ 176,611 $ 236,840 $ 230,850 I 008-CNTY OF S. B. REIMBURSEMENTS 5300-Contract Services $ 81,461 $ 86,680 $ 86,680 I TOTAL CNTY OF S. B. REIMBURSEMENTS $ 81,460 $ 86,680 $ 86,680 016-COMM DEV TECHNICAL SRVCS FUND I 5102-Training $ 2,880 $ 0 $ 0 5152-Computer Software 58,075 0 0 5161 -Publications& Subscriptions 0 840 0 I 5200-Operations& Maintenance 29,160 1,500 0 5215 -O& M/Computer Equipment 106,039 0 0 5220-Cellular Technology 590 0 0 5300-Contract Services 58,611 50,000 30,000 5999-Prior Period Adjustment (1,087) 0 0 TOTAL COMM DEV TECHNICAL SRVCS FUND $ 254,268 $ 52,340 $ 30,000 I 017-LAW ENFORCEMENT RESERVE 5501 -Admin./General Overhead $ 3,940 $ 1,760 $ 2,220 I 5603-Capital Outlay-Equipment 0 130,350 100,000 5605-Capital Outlay-Computer Equip 0 0 30,000 5650-Capital Project 0 100,000 5999- Prior Period Adjustment (5,495) 0 0 0 I 9001 -Transfer Out-General Fund 60,000 114,080 0 9373 -Transfer Out-Fund 373 1 2,720 0 0 I TOTAL LAW ENFORCEMENT RESERVE $ 71,165 $ 346,190 $ 132,220 018-TRAFFIC SAFETY I 5300-Contract Services $ 357,984 $ 393,200 $ 435,000 5501 -Admin./General Overhead 2,940 2,650 3,050 TOTAL TRAFFIC SAFETY $ 360,924 $ 395,850 $ 438,050 I 019-INFO TECHNOLOGY-DEVELOPMENT 5501 - Admin./General Overhead $ 204,320 $ 204,320 $ 123,850 I TOTAL INFO TECHNOLOGY-DEVELOPMENT $ 204,320 $ 204,320 $ 123,850 020-CITY TECHNOLOGY FEE FUND I 5501 -Admin./General Overhead $ 0 $ 0 $ 1,010 9714-Transfer Out-Comptr Eq Rplc 135,070 135,070 135,070 ' TOTAL CITY TECHNOLOGY FEE FUND $ 135,070 $ 135,070 $ 136,080 022-MOBILE HOME PARK PROGRAM I 5200-Operations& Maintenance $ 0 $ 5,150 $ 5,150 it:....... 7, l'jtical Year 2015.'16 .\dohicd Budget - Page 136 L. •;: ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 5300-Contract Services 0 31,000 31,000 5501 - Admin./General Overhead 60 280 300 TOTAL MOBILE HOME PARK PROGRAM $ 60 $ 36,430 $ 36,450 I023-SB1186 CERT ACCESS SPEC PROG 5102-Training $ 0 $ 700 $ 700 I 5200-Operations& Maintenance 320 3,930 3,600 5501 - Admin./General Overhead 0 330 300 TOTAL SB1186 CERT ACCESS SPEC PROG $ 320 $ 4,960 $ 4,600 I025-CAPITAL RESERVE 5200-Operations& Maintenance $ 46,228 $ 0 $ 0 I 5204-O& M/Facilities 18,310 0 1350 0 5207 O& M/Capital Supplies 0 , 0 5,000 5215-O& M/Computer Equipment 4,636 0 0 I 5300-Contract Services 48,534 147,000 49,250 5320 Hazardous Waste Removal 2,726 20,000 20,000 5411 -Other Insurance 6,103 6,580 7,180 5416-General Liability Insurance 333,269 293,130 306,710 I 5417-General Liability Claims 519,250 650,000 500,000 5501 -Admin./General Overhead 25,320 13,390 24,710 5600-Capital Outlay-Land 937,997 0 0 I 5602-Capital Outlay-Bldg& Imprvmnt 142,280 35,000 1,092,000 5603 -Capital Outlay-Equipment 15,875 35,000 0 5607-Cap Outlay-Impry Oth Than Bldg 21,561 380,000 290,000 I 5650-Capital Project 63,109 885,000 1,680,000 5999 Prior Period Adjustment (20,132) 0 0 TOTAL CAPITAL RESERVE $ 2,165,066 $ 2,478,600 $ 3,974,850 I073-BENEFITS CONTINGENCY 5000- Regular Salaries $ 1,129,264 $ 300,000 $ 500,000 I 5501 -Admin./General Overhead 7,550 3,650 3,930 5999- Prior Period Adjustment (4,586) 0 0 ITOTAL BENEFITS CONTINGENCY $ 1,132,227 $ 303,650 $ 503,930 100-ASSESSMENT DISTRICTS ADMIN 5000- Regular Salaries $ 107,838 $ 108,790 $ 111,770 I Fringe Benefits 50,088 50,830 52,230 5100 Travel and Meetings 2,756 2,750 2,750 5102-Training 12,540 13,550 22,140 I 5105- Mileage 1,539 1,750 1,750 5150-Office Supplies& Equipment 0 1,000 1,000 5151 - Postage 10,525 12,000 13,400 I 5152-Computer Software 0 21,240 1 1,950 12,450 5200 -Operations& Maintenance , 0 30,800 ��25,710 kcal Year _'O 15 1 h \dopted l3ud et Pa;e I,",7 L, ...J • City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 5215 -O& M/Computer Equipment 2,222 6,160 0 I 5220-Cellular Technology 2,947 4,500 4,500 5300-Contract Services 140,420 112,150 118,660 5501 - Admin./General Overhead 784,560 775,790 744,100 I 5999- Prior Period Adjustment (938) 0 0 TOTAL ASSESSMENT DISTRICTS ADMIN $ 1,135,737 $ 1,132,020 $ 1,110,460 105-AB2766 AIR QUALITY IMPROVEMENT I 5102-Training $ 0 $ 2,500 $ 0 5200-Operations& Maintenance 15,864 21,160 21,160 , 5300-Contract Services 1,750 1,320 1,350 5501 - Admin./General Overhead 1,000 640 790 5603-Capital Outlay-Equipment 0 0 20,000 I 5604-Capital Outlay-Vehicles 56,690 0 0 5607-Cap Outlay-Impry Oth Than Bldg 19,464 0 0 5650-Capital Project 19,955 0 112,810 TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 114,722 $ 25,620 $ 156,110 I 110-BEAUTIFICATION 5501 -Admin./General Overhead $ 1,900 $ 670 $ 710 I 5650-Capital Project 21,669 400,000 724,470 5999- Prior Period Adjustment (998) 0 0 I TOTAL BEAUTIFICATION $ 22,571 $ 400,670 $ 725,180 112-DRAINAGE FAC/GENERAL 5000-Regular Salaries $ 37,705 $ 38,600 $ 37,320 I Fringe Benefits 17,584 18,140 17,540 5300-Contract Services 13,370 25,000 25,000 I 5501 - Admin./General Overhead 11,590 6,270 5,990 5650-Capital Project 180,358 110,000 135,000 5999- Prior Period Adjustment (1,817) 0 0 TOTAL DRAINAGE FAC/GENERAL $ 258,790 $ 198,010 $ 220,850 I 114-DRAINAGE-ETIWANDA/SAN SEVAINE 5501 -Admin./General Overhead $ 580 $ 390 $ 280 ' 5650-Capital Project 344,769 0 0 TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE $ 345,349 $ 390 $ 280 I 115-HENDERSON/WARDMAN DRAINAGE 5501 - Admin./General Overhead $ 0 $ 0 $ 270 I TOTAL HENDERSON/WARDMAN DRAINAGE $ 0 $ 0 $ 270 116-ETIWANDA DRAINAGE I I 1:c11l Ycal" 2(115 16 .Molted I3ud ct l'a��. I .38 L, •;;J ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 5000- Regular Salaries $ 7,727 $ 7,710 $ 7,900 Fringe Benefits 3,610 3,620 3,710 5300-Contract Services 10,000 0 0 5501 -Admin./General Overhead 4,200 1,710 1,470 I 5650-Capital Project 177,861 40,000 50,000 5999 Prior Period Adjustment (1,638) 0 0 TOTAL ETIWANDA DRAINAGE $ 201,761 $ 53,040 $ 63,080 I 118-UPPER ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 350 $ 160 $ 150 ITOTAL UPPER ETIWANDA DRAINAGE $ 350 $ 160 $ 150 120-PARK DEVELOPMENT 5000-Regular Salaries $ 75,408 $ 77,770 $ 74,480 Fringe Benefits 35,231 36,550 35,010 100-Travel and Meetings 309 1,000 1,000 IS 5150-Office Supplies& Equipment 0 200 200 5160-Membership Dues 150 150 150 5161 -Publications& Subscriptions 580 0 0 I 5200-Operations& Maintenance 0 500 500 5300-Contract Services 20,010 5,000 5,000 5501 - Admin./General Overhead 17,990 14,410 11,910 I 5650-Capital Project 382,424 412,250 1,410,000 5999- Prior Period Adjustment (10,572) 0 0 TOTAL PARK DEVELOPMENT $ 521,530 $ 547,830 $ 1,538,250 I122-SOUTH ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 250 $ 90 $ 90 ITOTAL SOUTH ETIWANDA DRAINAGE $ 250 $ 90 $ 90 124-TRANSPORTATION I5000-Regular Salaries $ 577,299 $ 648,300 $ 548,490 Fringe Benefits 269,666 304,190 257,280 5152-Computer Software 0 3,740 3,000 5160- Membership Dues 115 600 600 5200-Operations& Maintenance 0 0 600 5215 -O& M/Computer Equipment 0 2,480 0 I 5300-Contract Services 26,786 44,490 10,000 5501 -Admin./General Overhead 79,090 74,600 75,010 5650-Capita] Project 2,736,178 2,268,000 2,827,500 I 5720- Misc Contributions to City 2,322 19,730 19,730 5999- Prior Period Adjustment (16,513) 0 0 9714-Transfer Out-Comptr Eq Rplc 0 0 7,850 I Fiscal Year 2015/16 Adopted Budget Page 1 39 L'....J City of Rancho Cucamonga I Expenditure Detail All Funds Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget TOTAL TRANSPORTATION $ 3,674,942 $ 3,366,130 $ 3,750,060 I 126-LOWER ETIWANDA DRAINAGE 5501 -Admin./General Overhead $ 330 $ 140 $ 150 I TOTAL LOWER ETIWANDA DRAINAGE $ 330 $ 140 $ 150 128-ETIWANDA NO. EQUESTRIAN FACIL, I 5501 - Admin./General Overhead $ 0 $ 0 $ 190 TOTAL ETIWANDA NO. EQUESTRIAN FACIL. $ 0 $ 0 $ 190 ' 129-UNDERGROUND UTILITIES 5501 -Admin./General Overhead $ 13,460 $ 12,950 $ 14,740 5650-Capital Project 5,600 655,570 654,570 5999-Prior Period Adjustment (5,911) 0 0 TOTAL UNDERGROUND UTILITIES $ 13,148 $ 668,520 $ 669,310 I 130-LMD#1 GENERAL CITY 5000-Regular Salaries $ 147,139 $ 56,980 $ 15,760 , 5010- Part Time Salaries 8,786 0 0 Fringe Benefits 68,947 26,540 7,390 5200-Operations& Maintenance 65,837 56,220 56,220 I 5204-O& M/Facilities 1,343 6,500 9,500 5250-Vehicle Operations& Maint. 1,582 2,000 2,000 5252- Emergency Equipment& Veh Rntl 0 800 800 5280- Equip Operations& Maint 883 3,800 3,800 I 5300-Contract Services 475,980 455,570 455,570 5304-Contract Serv/Facilities 0 5,000 2,000 5310-Tree Maintenance 50,000 50,000 50,000 I 5400-Telephone Utilities 2,279 2,550 2,630 5402-Water Utilities 341,228 332,640 393,650 5403-Electric Utilities 65,421 68,630 74,430 I 5500-Assessment Administration 65,870 65,870 65,870 5501 -Admin./General Overhead 67,040 73,870 60,020 5603-Capital Outlay-Equipment 2,560 0 0 I TOTAL LMD#1 GENERAL CITY $ 1,364,896 $ 1,206,970 $ 1,199,640 131-LMD#2 VICTORIA 5000-Regular Salaries $ 588,441 $ 582,580 $ 510,330 5005 -Overtime Salaries 51 1,090 1,090 5010- Part Time Salaries 51,090 80,320 80,320 I Fringe Benefits 278,962 283,800 249,370 5200-Operations& Maintenance 65,747 67,150 67,150 5250-Vehicle Operations& Maint. 4,663 5,000 5,000 t 5300-Contract Services 1,067,562 1,158,680 1,051,890 _: `- sue''/ ,� _ Fiscal Year 2015/16 Adopted Budget - Page 140 1_,. ICity of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 5310-Tree Maintenance 127,550 128,000 130,560 5400-Telephone Utilities 1,591 1,250 1,690 5402- Water Utilities 969,709 998,160 1,1 18,660 5403- Electric Utilities 80,792 90,880 108,270 I 5500-Assessment Administration 34,870 34,870 34,870 5501 -Admin./General Overhead 190,020 213,000 223,250 5504- Interfund Allocation 72,420 70,960 75,020 I 5999- Prior Period Adjustment (2,263) 0 0 9001 Transfer Out General Fund 131,420 0 0 TOTAL LMD#2 VICTORIA $ 3,662,624 $ 3,715,740 $ 3,657,470 I132-LMD#3A HYSSOP 5200-Operations& Maintenance $ 196 $ 1,100 $ 1,100 I 5300-Contract Services 3,015 3,650 7,500 5402 - Water Utilities 1,058 900 1,460 5403 - Electric Utilities 572 800 840 I 5500-Assessment Administration 50 50 50 5501 -Admin./General Overhead 190 90 100 TOTAL LMD#3A HYSSOP $ 5,081 $ 6,590 $ 11,050 I133-LMD#3B MEDIANS 5000-Regular Salaries $ 259,445 $ 60,710 $ 53,480 I 5005 -Overtime Salaries 231 0 0 5010 Part Time Salaries 23,886 11,600 1 1,600 Fringe Benefits 122,243 30,080 26,860 I 5152-Computer Software 0 57,192 500 500 5200-Operations& Maintenance ,192 11,100 11,100 5204-0& M/Facilities 0 6,000 6,000 I 5250- Vehicle Operations& Maint. 1,136 0 0 5252- Emergency Equipment& Veh Rntl 230 0 0 5280- Equip Operations& Maint 8,718 0 0 I 5300-Contract Services 334,613 398,140 498,830 5304-Contract Serv/Facilities 0 108,410 112,000 5310-Tree Maintenance 21,842 21,850 22,290 5400-Telephone Utilities 0 530 600 I 5402- Water Utilities 98,357 116,930 130,960 5403 Electric Utilities 17,017 53,430 59,390 5500-Assessment Administration 6,270 6,270 6,270 I 5501 -Admin./General Overhead 59,730 57,910 21,070 5603 -Capital Outlay-Equipment 0 0 200,000 5650-Capital Project 0 0 665,000 ITOTAL LMD#3B MEDIANS $ 1,010,910 $ 883,460 $ 1,825,950 134-LMD#4R TERRA VISTA I5000- Regular Salaries $ 539,517 $ 637,750 $ 616,180 _e Fiscal Year 2(115'16 .1ddohted Budget Page 141 L,'.;.'J City of Rancho Cucamonga I Expenditure Detail All Funds ' Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 1 2013/14 Adopted Adopted Actual Budget Budget 5005-Overtime Salaries 179 1,050 1,050 ' 5010- Part Time Salaries 20,110 32,280 32,280 Fringe Benefits 252,858 303,210 293,890 5200-Operations& Maintenance 74,788 96,280 93,650 t 5250-Vehicle Operations& Maint. 2,631 6,000 6,000 5252-Emergency Equipment& Veh Rntl 0 1,700 1,700 5280-Equip Operations& Maint 3,499 3,750 3,750 5300-Contract Services 422,345 676,470 684,160 I 5310-Tree Maintenance 51,999 70,000 71,400 5400-Telephone Utilities 3,222 2,910 3,420 5402-Water Utilities 379,865 392,530 445,910 I 5403-Electric Utilities 25,923 31,360 32,930 5500-Assessment Administration 22,990 22,990 22,990 5501 -Admin./General Overhead 156,500 156,180 179,300 5603-Capital Outlay-Equipment 5,960 0 0 5607-Cap Outlay-Impry Oth Than Bldg 0 62,420 0 5650-Capital Project 181,362 550,000 392,000 ' 5999-Prior Period Adjustment (2,636) 0 0 TOTAL LMD#4R TERRA VISTA $ 2,141,1 13 $ 3,046,880 $ 2,880,610 1 -LMD#5 ANDOVER I 5000-Regular Salaries $ 0 $ 0 $ 1,770 5010-Part Time Salaries 82 0 0 I Fringe Benefits 2 0 830 5200-Operations& Maintenance 777 1,400 1,400 5250-Vehicle Operations& Maint. 0 70 70 I 5300-Contract Services 13,781 2,690 6,390 5402- Water Utilities 539 630 710 5403 -Electric Utilities 318 400 420 5500-Assessment Administration 220 220 220 I 5501 -Admin./General Overhead 300 110 110 5607-Cap Outlay-Impry Oth Than Bldg 0 35,650 0 TOTAL LMD#5 ANDOVER $ 16,019 $ 41,170 $ 11,920 I 136-LMD#6R CARYN COMMUNITY 5000-Regular Salaries $ 7,444 $ 7,590 $ 11,950 I Fringe Benefits 3,478 3,570 5,480 5200-Operations& Maintenance 12,810 16,360 16,360 5252- Emergency Equipment& Veh Rntl 0 200 200 I 5300-Contract Services 226,360 275,090 229,690 5310-Tree Maintenance 16,870 35,000 35,700 5402- Water Utilities 119,915 120,840 175,970 I 5403-Electric Utilities 7,180 8,310 8,730 5500-Assessment Administration 7,020 7,020 7,020 5501 -Admin./General Overhead 22,180 22,760 23,840 I I i,c,il l.L.;u- ?()1 " 16 .\dtpt�(l Iiu4ct Page 142 -...J ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget ITOTAL LMD#6R CARYN COMMUNITY $ 423,255 $ 496,740 $ 514,940 137-LMD#7 NORTH ETIWANDA I 5000- Regular Salaries $ 152,963 $ 165,060 $ 117,680 5010 Part Time Salaries 5,032 10,380 13,160 Fringe Benefits 71,420 78,550 57,120 I 5200-Operations& Maintenance 37,317 47,260 33,400 5204-O& NA/Facilities 65 1,000 1,000 5250-Vehicle Operations& Maint. 2,415 2,500 0 5252-Emergency Equipment& Veh Rntl 0 700 0 I5300-Contract Services 323,925 341,150 297,940 5310 Tree Maintenance 6,950 6,950 7,090 5400-Telephone Utilities 1,141 1,220 1,310 I 5402- Water Utilities 254,959 239,540 351,220 5403- Electric Utilities 23,703 30,600 32,130 5500-Assessment Administration 15,430 15,430 15,430 I 5501 -Admin./General Overhead 68,760 69,780 72,200 5603-Capital Outlay-Equipment 4,700 0 0 TOTAL LMD#7 NORTH ETIWANDA $ 968,780 $ 1,010,120 $ 999,680 I138-LMD#8 SOUTH ETIWANDA 5000- Regular Salaries $ 1,490 $ 1,520 $ 3,840 I Fringe Benefits 5200- 696 710 1,740 Operations& Maintenance 0 2,600 2,600 5300-Contract Services 9,770 12,050 12,050 I 5310-Tree Maintenance 4,300 4,300 4,300 5402 Water Utilities 7,551 6,540 9,870 5403 -Electric Utilities 898 1,300 1,370 I 5500-Assessment Administration 1,050 1,050 1,050 5501 Admin./General Overhead 5,680 5,790 6,170 TOTAL LMD#8 SOUTH ETIWANDA $ 31,434 $ 35,860 $ 42,990 I139-LMD#9 LOWER ETIWANDA 5000- Regular Salaries $ 144,077 $ 162,100 $ 159,600 I 5010-Part Time Salaries 4,971 7,860 1 1,200 Fringe Benefits 67,554 77,030 76,440 5200-Operations& Maintenance 17,754 23,370 23,600 I 5220-Cellular Technology 1,093 1,370 1,370 5252 Emergency Equipment& Veh Rntl 0 1,200 1,200 5300-Contract Services 112,909 129,280 134,770 I 5310-Tree Maintenance 26,050 28,500 29,070 5402- Water Utilities 29,390 27,550 66,460 5403- Electric Utilities 7,019 8,730 9,170 5500-Assessment Administration 9,100 9,100 9,100 I5501 -Admin./General Overhead 32,700 30,550 35,410 I iscal Year 2015/16 Adopted I3udgct Page 143 L�.•,�J City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 ' 2013/14 Adopted Adopted Actual Budget Budget 5603 -Capital Outlay-Equipment 5,550 0 0 5650-Capital Project 0 0 40,000 5999-Prior Period Adjustment (2,487) 0 0 TOTAL LMD#9 LOWER ETIWANDA $ 455,679 $ 506,640 $ 597,390 I 140-LMD#10 RANCHO ETIWANDA 5000- Regular Salaries $ 128,030 $ 150,180 $ 130,200 I 5005-Overtime Salaries 0 1,050 1,050 5010- Part Time Salaries 15,630 27,590 31,110 Fringe Benefits 61,328 74,330 65,880 , 5200-Operations& Maintenance 34,524 23,100 14,500 5204-0& M/Facilities 2,776 4,000 4,000 5220-Cellular Technology 324 0 0 I 5252- Emergency Equipment& Veh Rntl 287 500 0 5280-Equip Operations& Maint 399 1,000 500 5300-Contract Services 110,563 119,880 102,600 5304-Contract Serv/Facilities 0 2,000 2,000 I 5310-Tree Maintenance 15,257 15,000 10,000 5402- Water Utilities 96,664 97,730 140,350 5403-Electric Utilities 17,178 31,690 23,100 I 5500- Assessment Administration 4,260 4,260 4,260 5501 -Admin./General Overhead 48,750 49,210 52,640 5603 -Capital Outlay-Equipment 5,520 0 0 I 5999- Prior Period Adjustment (983) 0 0 TOTAL LMD#10 RANCHO ETIWANDA $ 540,505 $ 601,520 $ 582,190 151-SLD#1 ARTERIAL I 5000-Regular Salaries $ 13,690 $ 13,170 $ 13,490 5010-Part Time Salaries 309 0 0 I Fringe Benefits 6,442 6,190 6,340 5102-Training 180 180 180 5160-Membership Dues 30 4,030 50 I 5200-Operations& Maintenance 4,930 7,990 7,990 5220-Cellular Technology 332 4,330 1,000 5280- Equip Operations& Maint 0 500 500 5400-Telephone Utilities 1,146 1,130 1,500 5403- Electric Utilities 601,666 628,470 728,560 5500-Assessment Administration 160,190 160,190 160,940 I 5501 -Admin./General Overhead 33,420 35,440 37,090 5999-Prior Period Adjustment (938) 0 0 TOTAL SLD#1 ARTERIAL $ 821,397 $ 861,620 $ 957,640 I 152-SLD#2 RESIDENTIAL 5403 - Electric Utilities $ 247,321 $ 521,410 $ 678,480 I 5500-Assessment Administration 37,110 37,400 37,400 I'iscal 1',.•;u' 2(115 IO VloptLd1 IUudIict I';i:,e 144 L• J ICity of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 Adopted Adopted Actual Budget Budget I 5501 -Admin./General Overhead 2,950 2,500 5,080 TOTAL SLD#2 RESIDENTIAL $ 287,380 $ 561,310 $ 720,960 I 153-SLD#3 VICTORIA 5000- Regular Salaries $ 13,071 $ 13,170 $ 13,490 5010-Part Time Salaries 309 0 0 I Fringe Benefits 6,153 6,190 6,340 5102 Training 180 180 180 5160- Membership Dues 30 30 30 5200-Operations& Maintenance 9,730 9,940 9,940 I5403-Electric Utilities 220,21 1 240,770 258,000 5500-Assessment Administration 35,360 35,450 35,640 5501 -Admin./General Overhead 4,890 4,300 4,920 1 5999- Prior Period Adjustment (998) 0 0 TOTAL SLD#3 VICTORIA $ 288,935 $ 310,030 $ 328,540 I154-SLD#4 TERRA VISTA 5000-Regular Salaries $ 13,071 $ 13,170 $ 13,490 I 5010- Part Time Salaries 309 0 0 Fringe Benefits 6,153 6,190 6,340 5102 Training 184 190 190 5160-Membership Dues 30 30 30 I 5200-Operations& Maintenance 4,940 4,940 4,940 5280- Equip Operations& Maint 500 500 500 5403 - Electric Utilities 101,756 111,900 92,520 I 5500- Assessment Administration 22,970 22,970 22,970 5501 -Admin./General Overhead 3,770 3,110 3,630 TOTAL SLD#4 TERRA VISTA $ 153,682 $ 163,000 $ 144,610 I155-SLD#5 CARYN COMMUNITY 5000- Regular Salaries $ 4,115 $ 4,140 $ 4,250 I Fringe Benefits 1,922 1,950 2,000 5102 Training 74 180 180 5160- Membership Dues 30 30 30 I 5200-Operations& Maintenance 7,382 8,990 8,990 5403 Electric Utilities 41,195 45,390 58,080 5500-Assessment Administration 7,020 7,020 7,020 I 5501 -Admin./General Overhead 1,330 1,100 1,460 TOTAL SLD#5 CARYN COMMUNITY $ 63,068 $ 68,800 $ 82,010 I 156-SLD#6 INDUSTRIAL AREA 5000- Regular Salaries $ 13,071 $ 13,170 $ 13,490 5010- Part Time Salaries 309 0 0 I Fringe Benefits 6,153 6,190 6,340 5102 Training 0 180 180 1.iscal Year 2015 1 o :Adopted Bud!lei Ikwc 145 �•.• City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 t 2013/14 Adopted Adopted Actual Budget Budget 5160-Membership Dues 30 30 30 I 5200-Operations& Maintenance 6,940 6,940 6,940 5280-Equip Operations& Maint 182 400 400 5403-Electric Utilities 72,798 82,370 80,880 I 5500-Assessment Administration 5,590 5,600 5,600 5501 -Admin./General Overhead 3,140 2,700 3,330 TOTAL SLD#6 INDUSTRIAL AREA $ 108,213 $ 117,580 $ 117,190 I 157-SLD#7 NORTH ETIWANDA 5000-Regular Salaries $ 13,071 $ 13,170 $ 13,490 , 5010- Part Time Salaries 415 0 0 Fringe Benefits 6,168 6,190 6,340 5102-Training 0 180 180 I 5160-Membership Dues 30 30 30 5200-Operations& Maintenance 4,940 4,940 4,940 5403 -Electric Utilities 158,667 152,950 181,800 5500-Assessment Administration 19,840 20,060 20,810 ' 5501 -Admin./General Overhead 3,590 3,190 3,760 TOTAL SLD#7 NORTH ETIWANDA $ 206,721 $ 200,710 $ 231,350 ' 158-SLD#8 SOUTH ETIWANDA 5000- Regular Salaries $ 11,702 $ 11,780 $ 12,080 I 5010- Part Time Salaries 310 0 0 Fringe Benefits 5,513 5,540 5,680 5102-Training 0 180 180 5160- Membership Dues 30 30 30 t 5200-Operations&Maintenance 4,919 4,940 4,940 5403-Electric Utilities 50,046 55,750 57,120 5500-Assessment Administration 9,750 10,030 10,030 I 5501 - Admin./General Overhead 4,220 2,960 3,420 5650-Capital Project 442,152 0 0 5999- Prior Period Adjustment (2,263) 0 0 I TOTAL SLD#8 SOUTH ETIWANDA $ 526,377 $ 91,210 $ 93,480 170-GAS TAX 2105/PROP111 5000-Regular Salaries $ 180,074 $ 269,750 $ 276,130 Fringe Benefits 82,493 124,710 127,700 5250-Vehicle Operations& Maint. 0 610 610 I 5300-Contract Services 218,250 192,400 192,400 5501 -Admin./General Overhead 25,220 27,150 35,910 5650-Capital Project 0 100,000 30,000 ' 5999- Prior Period Adjustment (1,623) 0 0 9152-Transfer Out-SLD2 0 0 350,170 TOTAL GAS TAX 2105/PROP111 $ 504,414 $ 714,620 $ 1,012,920 I I kcal Ycar 21115;'16 ;\dluptcd Budget Page 1-16 L•'', iCity of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget •I 172-GAS TAX 2106-2107 5000- Regular Salaries $ 747,097 $ 778,680 $ 798,690 5005 -Overtime Salaries 0 10,500 10,500 I 5010- Part Time Salaries 27,743 88,340 88,340 Fringe Benefits 349,544 376,030 387,830 5200-Operations& Maintenance 0 4,580 4,580 5250-Vehicle Operations& Maint. 7,247 7,500 7,500 I 5280-Equip Operations& Maint 1,000 2,200 2,200 5300-Contract Services 7,500 36,000 36,000 5403- Electric Utilities 744,114 522,080 522,080 I 5501 -Admin./General Overhead 121,970 135,050 131,540 9152-Transfer Out-SLD2 0 240,540 0 TOTAL GAS TAX 2106-2107 $ 2,006,214 $ 2,201,500 $ 1,989,260 I174-GAS TAX R&T7360 5000- Regular Salaries $ 0 $ 20,510 $ 21,020 I Fringe Benefits 0 9,640 9,880 5215-O& M/Computer Equipment 3,655 0 0 5300-Contract Services 6,830 25,000 25,000 I 5501 -Admin./General Overhead 1,620 1,330 4,170 5650-Capital Project 1,993,358 1,950,640 2,578,000 5720- Misc Contributions to City 1,166 8,580 8,580 I 5999- Prior Period Adjustment (3,276) 0 81,950 0 9157-Transfer Out Fund 157 83,710 ,950 105,100 TOTAL GAS TAX R&T7360 $ 2,087,062 $ 2,097,650 $ 2,751,750 I176-MEASURE 1 1990-2010 5501 -Admin./General Overhead $ 1,640 $ 580 $ 490 I 5650-Capital Project 109,759 499,000 392,000 5999 Prior Period Adjustment (1,727) 0 0 TOTAL MEASURE 1 1990-2010 $ 109,671 $ 499,580 $ 392,490 II • 177-MEASURE 1 2010-2040 5000- Regular Salaries $ 254,586 $ 164,770 $ 165,950 I Fringe Benefits 118,233 77,000 77,550 5300 Contract Services 845,957 873,190 1,043,050 5501 -Admin./General Overhead 34,950 34,560 24,410 I 5650-Capital Project 233,649 1,254,500 3,549,500 5720 Misc Contributions to City 1,458 57,170 57,170 5999- Prior Period Adjustment (3,335) 0 0 ' TOTAL MEASURE 1 2010-2040 $ 1,485,497 $ 2,461,190 $ 4,917,630 182-AB 2928 TRAFFIC CONGEST RELIEF I5501 - Admin./General Overhead $ 0 $ 90 $ 80 ___ T---- _ _ '7"--• Fiscal Year 2.015'16 .1ddopted 13udget Page 147 L,���`J City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 t 2013/14 Adopted Adopted Actual Budget Budget TOTAL AB 2928 TRAFFIC CONGEST RELIEF $ 0 $ 90 $ 80 I 186-FOOTHILL BLVD MAINTENANCE 5000-Regular Salaries $ 11,124 $ 0 $ 0 ' Fringe Benefits 5,197 0 0 5501 -Admin./General Overhead 2,460 1,770 20 TOTAL FOOTHILL BLVD MAINTENANCE $ 18,781 $ 1,770 $ 20 I 188-INTEGRATED WASTE MANAGEMENT 5000- Regular Salaries $ 469,690 $ 557,550 $ 574,840 I 5005-Overtime Salaries 46,201 65,000 50,000 5010-Part Time Salaries 0 11,370 13,880 Fringe Benefits 214,747 259,050 265,860 I 5100-Travel and Meetings 342 1,500 1,500 5102-Training 0 500 500 5105 -Mileage 0 100 100 5150-Office Supplies& Equipment 577 2,000 2,000 ' 5160- Membership Dues 400 920 920 5200-Operations& Maintenance 11,155 58,500 25,500 5204-O& M/Facilities 0 0 1,000 5300-Contract Services 45,936 107,000 242,000 5304-Contract Serv/Facilities 0 4,000 3,000 5501 -Admin./General Overhead 96,510 97,670 137,350 I 5650-Capital Project 12,932 5,000 0 5725-Other Expenditures 35,140 0 0 5999- Prior Period Adjustment (1,951) 0 0 I TOTAL INTEGRATED WASTE MANAGEMENT $ 931,678 $ 1,170,160 $ 1,318,450 190-PROP 42-TRAFFIC CONGESTION MIT I 5501 -Admin./General Overhead $ 1,430 $ 450 $ 190 5650-Capital Project 560,332 109,000 0 5999- Prior Period Adjustment (1,161) 0 0 I TOTAL PROP 42-TRAFFIC CONGESTION MIT $ 560,600 $ 109,450 $ 190 194-PROPOSITION 1B STATE FUNDING , 5501 -Admin./General Overhead $ 180 $ 70 $ 70 TOTAL PROPOSITION IB STATE FUNDING $ 180 $ 70 $ 70 I 195-STATE ASSET SEIZURE 5200-Operations&Maintenance $ 35,325 $ 18,200 $ 0 I 5300-Contract Services 30,000 30,000 0 5501 - Admin./General Overhead 380 500 490 5603-Capital Outlay-Equipment 0 97,770 198,000 I j,e,il 1 car 2111 I r, ,\JIoptcd IHud�c1 Page 148 L.: J• 1 ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget ITOTAL STATE ASSET SEIZURE $ 65,704 $ 146,470 $ 198,490 196-CA ASSET SEIZURE 15% 1 5501 -Admin./General Overhead $ 300 $ 30 $ 30 TOTAL CA ASSET SEIZURE 15% $ 300 $ 30 $ 30 I 197-FEDERAL ASSET SEIZURE 5200-Operations& Maintenance $ 24,673 $ 0 $ 0 5501 - Admin./General Overhead 140 220 40 I5603 -Capital Outlay-Equipment 0 33,810 110,000 TOTAL FEDERAL ASSET SEIZURE $ 24,813 $ 34,030 $ 110,040 I198-CITYWIDE INFRASTRUCTURE IMPRV 5200-Operations& Maintenance $ 2,500 $ 12,500 $ 12,500 5300-Contract Services 0 0 25,000 I 5501 -Admin./General Overhead 4,790 1,800 2,440 5650 Capital Project 130,945 870,000 2,812,000 5720- Misc Contributions to City 8,032 24,390 24,390 I5999-Prior Period Adjustment (4,735) 0 0 TOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 141,532 $ 908,690 $ 2,876,330 I 204-COMMUNITY DEVELOPMENT BLK GRNT 5000- Regular Salaries $ 265,911 $ 269,390 $ 272,690 5005 -Overtime Salaries 1,943 0 0 I 5010- Part Time Salaries 6,850 6,560 6,890 Fringe Benefits 124,742 126,800 126,960 5501 -Admin./General Overhead 33,130 36,050 27,320 I 5650-Capital Project 378,685 939,560 1,344,500 TOTAL COMMUNITY DEVELOPMENT BLK GRNT $ 811,261 $ 1,378,360 $ 1,778,360 I 209-FEDERAL SAFETEA-LU 5650-Capital Project $ 0 $ 0 $ 3,951,810 ITOTAL FEDERAL SAFETEA-LU $ 0 $ 0 $ 3,951,810 211-PROP 1B-SLPP 5650-Capital Project $ 0 $ 0 $ 1,000,000 ITOTAL PROP 1B-SLPP $ 0 $ 0 $ 1,000,000 214-PEDESTRIAN GRANT/ART 3 5501 -Admin./General Overhead $ 0 $ 0 $ 20 5650-Capital Project 90,880 74,600 0 ITOTAL PEDESTRIAN GRANT/ART 3 $ 90,880 $ 74,600 $ 20 I i,cal Year 21115'1() Adopted laud;et Page 140 L.'•.;,J, City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 1 2013/14 Adopted Adopted Actual Budget Budget 2M-ENRGY EFFICNCY/CONSRVATN GRNT I 5650-Capital Project $ 19,327 $ 0 $ 0 TOTAL ENRGY EFFICNCY/CONSRVATN GRNT $ 19,326 $ 0 $ 0 218-PUBLIC RESRCE GRNTS/HEALTHY RC I 5000- Regular Salaries $ 15,672 $ 73,120 $ 0 5010- Part Time Salaries 13,694 15,850 0 I Fringe Benefits 7,521 36,730 0 5100-Travel and Meetings 16,135 16,000 0 5152-Computer Software 1,299 0 0 I 5200-Operations& Maintenance 136,912 76,010 9,730 5300-Contract Services 218,798 184,500 0 5501 -Admin./General Overhead 3,510 5,560 14,550 1 TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 413,541 $ 407,770 $ 24,280 225-CA RECYC/LITTER REDUCTION GRNT 5005-Overtime Salaries $ 3,497 $ 3,400 $ 3,400 5100-Travel and Meetings 615 2,400 1,600 5102-Training 1,098 1,600 1,200 1 5200-Operations& Maintenance 14,418 24,420 26,000 5300-Contract Services 12,100 12,100 12,100 5501 -Admin./General Overhead 380 330 360 ' TOTAL CA RECYC/LITTER REDUCTION GRNT $ 32,107 $ 44,250 $ 44,660 226-USED OIL RECYCLING GRANT I 5501 -Admin./General Overhead $ 70 $ 0 $ 0 TOTAL USED OIL RECYCLING GRANT $ 70 $ 0 $ 0 227-USED OIL RECYCLING PROGRAM ' 5005-Overtime Salaries $ 18,705 $ 15,000 $ 15,000 5100-Travel and Meetings 1,191 1,300 1,300 I 5102-Training 600 600 700 5200-Operations& Maintenance 29,557 30,930 30,440 5501 -Admin./General Overhead 400 350 370 I TOTAL USED OIL RECYCLING PROGRAM $ 50,452 $ 48,180 $ 47,810 234-SAFE ROUTES TO SCHOOL PROGRAM I 5000- Regular Salaries $ 46,487 $ 44,940 $ 0 5010-Part Time Salaries 0 0 40,100 Fringe Benefits 21,719 21,120 4,410 I 5100-Travel and Meetings 1,646 4,300 0 5200-Operations& Maintenance 20,372 104,980 44,350 5215-O& M/Computer Equipment 0 2,500 0 I 5300-Contract Services 350 50,000 (-71,,,..= 29,340 i Lal ' cw. 2015 16 .1d1nnlncdl I;ud cl l'allc 1 5(1 , ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 15,110 15,860 14,460 I5650-Capital Project 258,354 90,800 0 TOTAL SAFE ROUTES TO SCHOOL PROGRAM $ 364,037 $ 334,500 $ 132,660 I235-PROP 84 PARK BOND ACT 5200-Operations& Maintenance $ 0 $ 3,000 $ 3,000 i 5300-Contract Services 0 2,000 2,000 5650-Capital Project 0 283,500 3,539,360 TOTAL PROP 84 PARK BOND ACT $ 0 $ 288,500 $ 3,544,360 I250-RECREATION SERVICES 5000- Regular Salaries $ 509,581 $ 614,620 $ 599,830 I 5005-Overtime Salaries 998 1354 1,000 1,000 5010 Part Time Salaries , ,644 1,556,700 1,532,920 Fringe Benefits 313,986 384,020 383,340 I 5150-Office Supplies& Equipment 4,213 6,000 5,450 5152-Computer Software 3,765 390 0 5200-Operations& Maintenance 424,217 499,970 481,600 5215 -0& M/Computer Equipment 6,270 1,120 0 I 5300-Contract Services 1,344,328 1,453,820 1,516,270 5501 Admin./General Overhead 41,010 41,010 41,010 5603 -Capital Outlay-Equipment 5,719 29,000 45,000 I 5605-Capital Outlay-Computer Equip 5,065 0 0 5999- Prior Period Adjustment (1,951) 0 0 TOTAL RECREATION SERVICES $ 4,01 1,845 $ 4,587,650 $ 4,606,420 I -SENIOR OUTREACH GRANT 5300-Contract Services $ 6,920 $ 6,920 $ 0 1 5501 -Admin./General Overhead 210 90 0 9250-Transfer Out-Recreation Srvcs 1,822 0 0 ITOTAL SENIOR OUTREACH GRANT $ 8,952 $ 7,010 $ 0 271-COUNTY SENIOR TRANSPORT.GRANT I 9250-Transfer Out-Recreation Srvcs $ 65 $ 0 $ 0 TOTAL COUNTY SENIOR TRANSPORT.GRANT $ 65 $ 0 $ 0 I 272-FREEDOM COURTYARD RSRC GRANTS 5005 -Overtime Salaries $ 774 $ 0 $ 0 5650-Capital Project 3,413 0 0 ITOTAL FREEDOM COURTYARD RSRC GRANTS $ 4,186 $ 0 $ 0 290-LIBRARY FUND I5000- Regular Salaries $ 1,397,576 $ 1,535,130 $ 1,609,630 I iscal Year ?O15/16 Adopted Budget Page 151 L.. J City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 , 2013/14 Adopted Adopted Actual Budget Budget 5010- Part Time Salaries 634,458 777,900 839,100 , Fringe Benefits 712,338 782,810 829,750 5100-Travel and Meetings 17,599 16,700 24,700 5102-Training 2,000 2,000 2,000 I 5105- Mileage 866 1,900 1,900 5150-Office Supplies&Equipment 23,169 22,550 22,550 5152-Computer Software 6,515 32,700 6,430 5160-Membership Dues 3,169 5,550 6,200 I 5200-Operations& Maintenance 470,898 617,420 697,210 5207-0& M/Capital Supplies 1,061 6,850 10,000 5215 -O& M/Computer Equipment 7,359 5,000 3,380 I 5220-Cellular Technology 1,437 1,610 1,610 5300-Contract Services 195,262 247,440 266,510 5400-Telephone Utilities 10,276 10,500 10,500 I 5402-Water Utilities 5,388 4,500 5,040 5403-Electric Utilities 61,815 70,050 70,050 5501 -Admin./General Overhead 70,910 70,910 70,910 ' 5605-Capital Outlay-Computer Equip 12,733 0 5,000 5703-Capital Lease Payment 10,833 10,500 10,710 5999-Prior Period Adjustment (5,316) 0 0 I TOTAL LIBRARY FUND $ 3,640,347 $ 4,222,020 $ 4,493,180 291-CA STATE LIBRARY 5010- Part Time Salaries $ 2,594 $ 10,000 $ 0 I Fringe Benefits 295 1,500 0 5100-Travel and Meetings 2,826 3,000 5,000 I 5200-Operations& Maintenance 8,443 2,780 10,000 5215-O& M/Computer Equipment 21,928 0 0 5300-Contract Services 31,557 0 10,000 5501 -Admin./General Overhead 110 1,240 860 5603 -Capital Outlay-Equipment 84,699 0 0 TOTAL CA STATE LIBRARY $ 152,452 $ 18,520 $ 25,860 1 292-STAFF INNOVATION FD(CA ST LB) 5010- Part Time Salaries $ 1,297 $ 15,000 $ 15,000 Fringe Benefits 111 1,230 1,230 5100-Travel and Meetings 17,704 30,000 25,000 5200-Operations& Maintenance 11,973 10,000 10,000 5300-Contract Services 10,000 10,000 10,000 I 5501 -Admin./General Overhead 710 1,960 1,240 TOTAL STAFF INNOVATION FD(CA ST LB) $ 41,794 $ 68,190 $ 62,470 ' 301-THE BIG READ LIBRARY GRANT 5200-Operations& Maintenance $ 0 $ 5,000 $ 9,400 5300-Contract Services 0 15,000 �20,600 � 1 fiscal Ycar ?OI I ( \ddoptcd Iiucl_ct l a∎�c 1 52 l , . 'J ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 5501 - Admin./General Overhead 600 80 670 ITOTAL THE BIG READ LIBRARY GRANT $ 600 $ 20,080 $ 30,670 •' 329-LIBRARY CAPITAL FUND 5501 - Admin./General Overhead $ 0 $ 0 $ 270 5602 -Capital Outlay-Bldg& Imprvmnt 0 0 5,000 I 5650-Capital Project 8,207 220,000 2,500,000 TOTAL LIBRARY CAPITAL FUND $ 8,207 $ 220,000 $ 2,505,270 I 4-COP'S PROGRAM GRANT-STATE 5300-Contract Services $ 52,523 $ 200,000 $ 240,000 5501 -Admin./General Overhead 3,010 1,470 2,060 I 5603 -Capital Outlay-Equipment 0 70,000 0 TOTAL COP'S PROGRAM GRANT-STATE $ 55,533 $ 271,470 $ 242,060 I 356-JUSTICE ASSIST GRNT(JAG)ARRA 5605 -Capital Outlay-Computer Equip $ 8,122 $ 0 $ 0 TOTAL JUSTICE ASSIST GRNT(JAG)ARRA $ 8,121 $ 0 $ 0 I 361-JUSTICE ASSISTANCE GRANT(JAG) 5300-Contract Services $ 15,434 $ 0 $ 0 I 5501 -Admin./General Overhead 30 1 10 40 5603 -Capital Outlay-Equipment 27,791 23,460 0 5605-Capital Outlay-Computer Equip 20,656 0 0 I5606-Capital Outlay-Fum/Fixtures 24,313 0 0 TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 88,223 $ 23,570 $ 40 I373-COPS SECURE OUR SCHOOLS GRANT 5102-Training $ 250 $ 0 $ 0 5200-Operations& Maintenance 560 0 0 I5501 -Admin./General Overhead 10,060 0 0 TOTAL COPS SECURE OUR SCHOOLS GRANT $ 10,870 $ 0 $ 0 I374-COPS HIRING PROGRAM GRANT 5300-Contract Services $ 125,000 $ 156,680 $ 162,410 5501 - Admin./General Overhead 0 820 1,500 I TOTAL COPS HIRING PROGRAM GRANT $ 124,999 $ 157,500 $ 163,910 I 380-HOMELAND SECURITY GRANT-FIRE 5000-Regular Salaries $ 0 $ 67,020 $ 0 5010-Part Time Salaries 8,892 0 0 I Fringe Benefits 129 31,500 0 5093 -Other Funds Salary Reimbursmnt 0 (49,230) 0 y t� Fiscal Year 201 5!16 :\duptcd liudget Page 15 'I ':•• • City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 t 2013/14 Adopted Adopted Actual Budget Budget 5152-Computer Software 29,464 0 5501 -Admin./General Overhead 1,520 470 570 0 I 5723 -Misc Contributions to Fire 0 0 35,000 TOTAL HOMELAND SECURITY GRANT-FIRE $ 40,005 $ 49,760 $ 35,570 • 381-HOMELAND SECURITY GRANT-POLICE 5200-Operations& Maintenance $ 1,234 $ 0 $ 5501 -Admin./General Overhead 0 20 0 0 I 5604-Capital Outlay-Vehicles 19,879 0 0 TOTAL HOMELAND SECURITY GRANT-POLICE $ 21,112 $ 20 $ 0 I 396-HOUSING SUCCESSOR AGENCY 5200-Operations& Maintenance $ 0 $ 0 $ 80 I 5245-Subsidies To Low/Mod Housing 0 0 105,600 5620-Project Improvement Costs 0 0 2,010,000 5720-Misc Contributions to City 0 0 200,000 I TOTAL HOUSING SUCCESSOR AGENCY $ 0 $ 0 $ 2,315,680 602-AD 84-1 DAY CREEK/MELLO I 5501 -Admin./General Overhead $ 720 $ 2,420 $ 3,490 5999- Prior Period Adjustment (1,013) 0 0 TOTAL AD 84-1 DAY CREEK/MELLO $ (292) $ 2,420 $ 3,490 I 612-CFD 2001-01 5501 -Admin./General Overhead $ 320 $ 140 $ 130 I TOTAL CFD 2001-01 $ 320 $ 140 $ 130 615-CFD 2003-01 CULTURAL CENTER I 5501 - Admin./General Overhead $ 50 $ 0 $ 0 5650-Capital Project 0 5,000 5,000 ' TOTAL CFD 2003-01 CULTURAL CENTER $ 50 $ 5,000 $ 5,000 617-CFD 2004-01 RANCHO ETIWANDA ES I 5650-Capital Project $ 0 $ 500,000 $ 0 9820-Transfer out-CFD 2004-01 944,714 0 0 TOTAL CFD 2004-01 RANCHO ETIWANDA ES $ 944,714 $ 500,000 $ 0 I 680-CFD 2006-01 VINTNER'S GROVE 5650-Capital Project $ 0 $ 100,000 $ 100,000 I TOTAL CFD 2006-01 VINTNER'S GROVE $ 0 $ 100,000 $ 100,000 700-SPORTS COMPLEX 1 I meal 1 Ls;u• 2015 I() .1(.1()ptc(I litichic1 I',1,ic I ",-1 ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 5000-Regular Salaries $ 501,911 $ 776,280 $ 846,590 5005-Overtime Salaries 17,548 37,280 37,280 5010-Part Time Salaries 195,090 301,080 297,720 Fringe Benefits 246,779 399,220 434,650 I 5150-Office Supplies& Equipment 154 600 600 5200-Operations& Maintenance 0 52,600 100,100 5203 -0& M/Complex Maintenance 33,098 34,000 0 I 5204-0& M/Facilities 49,613 49,000 56,300 5206 0& M/Recreation Programs 35,566 36,430 8,780 5250-Vehicle Operations&Maint. 0 1,500 1,500 I 5252-Emergency Equipment& Veh Rntl 5,612 9,500 9,500 5280- Equip Operations& Maint 2,979 16,000 16,000 5299-Depreciation Expense 430,073 0 0 I 5300-Contract Services 33,243 44,330 107,280 5302-Contract Serv/Complex Maint. 3,054 46,660 0 5304-Contract Serv/Facilities 138,432 180,100 170,870 I 5305-Contract Serv/Recreation Prgs 82,354 93,750 17,660 5400-Telephone Utilities 2,748 4,010 4,140 5401 -Gas Utilities 8,999 10,580 9,930 5402- Water Utilities 97,954 96,780 121,250 I 5403 - Electric Utilities 259,420 311,580 327,160 5501 - Admin./General Overhead 25,000 25,000 25,000 5607-Cap Outlay-Impry Oth Than Bldg 0 0 100,000 ITOTAL SPORTS COMPLEX S 2,169,624 $ 2,526,280 $ 2,692,310 702-REGIS CONNECT I5100-Travel and Meetings $ 6,598 $ 4,500 $ 13,000 5152-Computer Software 0 0 6,000 5200-Operations& Maintenance 1,217 0 800 I 5220-Cellular Technology 99 0 610 5300-Contract Services 0 0 1,710 5501 -Admin./General Overhead 0 140 120 I5720- Misc Contributions to City 25,939 100,000 50,000 TOTAL REGIS CONNECT $ 33,852 $ 104,640 $ 72,240 I705-MUNICIPAL UTILITY 5000-Regular Salaries $ 203,614 $ 218,870 $ 225,370 5010- Part Time Salaries 25,441 30,820 30,820 I Fringe Benefits 97,192 105,920 109,320 5100 Travel and Meetings 1,599 5,250 5,250 5102 -Training 300 42,000 42,000 I 5150-Office Supplies& Equipment 821 15 1,000 1,000 5152 Computer Software ,636 30,000 0 5160- Membership Dues 11,371 14,550 15,250 I 5161 -Publications& Subscriptions 1,460 623 1,420 1,420 5209-0& M/Electric Utility 6,238,445 8,012,300 6,662,300 Fiscal Year 2O15,'16 Adopted Budget Page 155 L.'� City of Rancho Cucamonga I Expenditure Detail All Funds I Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 I 2013/14 Adopted Adopted Actual Budget Budget 5215-O& M/Computer Equipment 1,794 0 0 I 5299- Depreciation Expense 691,850 0 0 5309-Contract Srvc/Electric Utility 455,878 760,000 820,000 5312-Legal Services 36,888 40,000 40,000 1 5400-Telephone Utilities 7,125 7,500 7,500 5501 -Admin./General Overhead 123,420 142,880 153,930 5603-Capital Outlay-Equipment 46,905 82,000 85,000 5650-Capital Project 390,637 461,000 836,000 I 5699-Capital Proj Contra Acct(FS) (420,768) 0 0 5720-Misc Contributions to City 39,308 37,760 37,760 5899-Clearing Acct-Electric Utility (1,525) 0 0 I 5900-Bad Debt Expense-Electric Util 12,480 0 0 5999- Prior Period Adjustment (4,884) 0 0 9001 -Transfer Out-General Fund 1,055,350 1,185,360 1,255,350 I 9706-Transfer Out-Util Pub Benefit 75,000 0 0 TOTAL MUNICIPAL UTILITY $ 9,105,339 $ 11,178,630 $ 10,328,270 706-UTILITY PUBLIC BENEFIT FUND I 5000- Regular Salaries $ 87,774 $ 99,080 $ 101,750 Fringe Benefits 40,307 45,860 47,120 t 5160-Membership Dues 1,021 3,530 2,030 5161 -Publications& Subscriptions 0 200 200 5209-0& M/Electric Utility 16,166 290,000 290,000 ' 5300-Contract Services 41,307 100,000 100,000 5501 - Admin./General Overhead 12,360 12,890 12,530 TOTAL UTILITY PUBLIC BENEFIT FUND $ 198,934 $ 551,560 $ 553,630 I 708-RCMU CAPITAL REPLACEMENT FUND 5999- Prior Period Adjustment $ (849) $ 0 $ 0 ' TOTAL RCMU CAPITAL REPLACEMENT FUND $ (848) $ 0 $ 0 712-EOUIPNEHICLE REPLACEMENT • 5200-Operations& Maintenance $ 36,846 $ 51,150 $ 218,350 5207-0& M/Capital Supplies 0 0 25,000 5299- Depreciation Expense 617,213 0 0 I 5300-Contract Services 40,012 131,640 65,800 5501 -Admin./General Overhead 7,420 3,530 3,710 5603-Capital Outlay-Equipment 78,248 552,880 972,730 I 5604-Capital Outlay-Vehicles 146,072 261,000 572,000 5650-Capital Project 16,315 0 0 5699-Capital Proj Contra Acct(FS) 227,548 0 0 I 5703-Capital Lease Payment 1,596 64,000 70,700 5999-Prior Period Adjustment (7,311) 0 0 TOTAL EQUIPNEHICLE REPLACEMENT $ 1,163,958 $ 1,064,200 $ 1,928,290 I 1 I iscal Year 2015 16 :\dohtcd liti4ct Page 156 ICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget I 714-COMP EOUIP/TECH REPLCMENT FUND 5102-Training $ 12,392 $ 0 $ 5,000 5152-Computer Software 200,428 127,190 514,310 I 5200-Operations& Maintenance 25,788 22,200 52,040 5215 -O& M/Computer Equipment 308,130 5,110 32,370 5299- Depreciation Expense 522,089 0 0 I 5300-Contract Services 531,349 305,920 357,940 5501 -Admin./General Overhead 7,750 10,590 4,490 5605 -Capital Outlay-Computer Equip 187,293 539,510 759,610 5699-Capital Proj Contra Acct(FS) (192,393) 0 0 I 5700- Interest Expense 12,288 9,400 6,470 5701 - Principal Repayments 0 56,020 59,010 5703-Capital Lease Payment 34,526 424,100 424,100 I 5720- Misc Contributions to City 53,300 0 0 5999 Prior Period Adjustment (2,695) 0 0 TOTAL COMP EQUIP/TECH REPLCMENT FUND $ 1,700,244 $ 1,500,040 $ 2,215,340 I 838-AD 91-2 REDEMPTION-DAY CANYON 5000- Regular Salaries $ 31,440 $ 31,460 $ 32,730 I Fringe Benefits 14,352 14,450 15,040 5500-Assessment Administration 1,930 1,930 1,930 5501 -Admin./General Overhead 4,590 4,600 5,360 ITOTAL AD 91-2 REDEMPTION-DAY CANYON $ 52,312 $ 52,440 $ 55,060 848-PD 85 REDEMPTION FUND 5000-Regular Salaries $ 458,808 $ 377,810 $ 326,720 5005 -Overtime Salaries 4,510 3,680 3,680 5010- Part Time Salaries 49,133 0 0 Fringe Benefits 218,402 176,790 153,270 5200 Operations& Maintenance 62,604 74,310 74,310 5204-O& M/Facilities 1,523 2,500 2,500 I 5250-Vehicle Operations& Maint. 287 5 0 0 5280 Equip Operations& Maint 5,875 8,000 8,000 5300-Contract Services 153,714 84,710 84,590 I 5310-Tree Maintenance 18,200 18,200 18,200 5400-Telephone Utilities 7,391 7,860 8,450 5402-Water Utilities 186,879 138,410 215,590 I 5403- Electric Utilities 93,389 93,330 103,910 5500 Assessment Administration 153,430 153,430 153,430 5501 -Admin./General Overhead 115,780 115,780 1 15,780 5999- Prior Period Adjustment (968) 0 0 I TOTAL PD 85 REDEMPTION FUND $ 1,528,956 $ 1,254,810 $ 1,268,430 868-CFD 2000-03 PARK MAINTENANCE 5000-Regular Salaries $ 184,134 $ 185,310 $ X129,120 I kcal Ycar 2.01: 16 V1(1)tecl liudgct 1'agc 157 `L,.�.�J City of Rancho Cucamonga I Expenditure Detail All Funds Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 ' 2013/14 Adopted Adopted Actual Budget Budget 5010- Part Time Salaries 0 0 8,890 ' Fringe Benefits 85,781 86,910 62,010 5200-Operations& Maintenance 27,539 29,000 25,000 5204-0& M/Facilities 3,946 4,000 4,000 I 5300-Contract Services 40,014 41,040 46,920 5400-Telephone Utilities 1,059 1,050 1,140 5402-Water Utilities 103,689 102,220 139,870 5403 -Electric Utilities 2,112 2,560 3,030 I 5500-Assessment Administration 1,980 1,980 1,980 5501 -Admin./General Overhead 55,330 56,010 59,010 5603-Capital Outlay-Equipment 4,700 0 0 I 5607-Cap Outlay-Impry Oth Than Bldg 19,825 0 0 9137-Transfer Out-Fund 137 414 50,000 50,000 9848-Transfer Out-Fund 848 44,872 0 0 I TOTAL CFD 2000-03 PARK MAINTENANCE $ 575,395 $ 560,080 $ 530,970 TOTAL CITY OF RANCHO CUCAMONGA $ 122,164,011 $ 135,802,590 $ 163,603,260 I R.C. FIRE PROTECTION DISTRICT 281-FIRE FUND I 5000- Regular Salaries $ 6,939,007 $ 7,518,580 $ 12,127,240 5005-Overtime Salaries 1,976,695 2,413,580 3,877,960 5010-Part Time Salaries 78,616 79,570 144,160 ' Fringe Benefits 5,254,460 5,786,640 8,205,540 5060-Tuition Reimbursement 38,540 10,000 10,000 5082- Reimb Personnel from CFD 85-1 0 0 (4,716,390) 5083 - Reimb Personnel from CFD 88-I 0 0 (1,946,040) I 5093 -Other Funds-Salary Reimbursmnt 0 0 (35,000) 5100-Travel and Meetings 17,475 26,540 33,790 5102-Training 73,046 126,120 146,770 I 5150-Office Supplies& Equipment 20,329 22,030 33,940 5151 - Postage 598 800 800 5152-Computer Software 25,300 0 0 , 5155- Public Relations/Educ Material 23,047 24,000 34,000 5160-Membership Dues 3,982 5,210 6,590 5161 -Publications& Subscriptions 5,752 4,360 4,850 I 5165- Licenses, Permits&Fees 6,794 9,120 9,540 5200-Operations& Maintenance 189,359 266,310 322,860 5220-Cellular Technology 24,632 34,800 36,540 ' 5250-Vehicle Operations& Maint. 111,947 139,860 139,860 5255 -Gasoline 33,078 35,770 35,770 5256- Diesel Fuel 74,743 91,480 91,480 I 5280- Equip Operations& Maint 7,007 24,200 26,100 5285- Safety Gear& Equipment 42,331 73,690 75,990 5290-Specialized Tools& Equipment 25,407 28,940 33,220 5291 - Equipment Supplies& Repairs 28,905 27,450 29,700 I I kcal 1 car 2001 ' 1 r, VloptcLJ liuj�ct I',P2c I SX IICity of Rancho Cucamonga Expenditure Detail I All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget 5300-Contract Services 600,536 734,040 849,830 I5312-Legal Services 17,823 50,000 50,000 5320- Hazardous Waste Removal 1,017 2,500 2,500 5321 - Fire Incident Costs 1,833 2,500 2,500 I 5400-Telephone Utilities 28,605 34,670 35,540 5401 -Gas Utilities 8,755 1 1,040 9,660 5402-Water Utilities 17,356 16,750 20,670 I 5403- Electric Utilities 64,884 94,910 100,250 5416-General Liability Insurance 48,718 58,900 100,250 5417-General Liability Claims 5,000 0 0 I 5501 - Admin./General Overhead 1,689,520 1,940,320 2,053,220 5510 Property Tax Admin. Fee 142,822 138,790 156,840 5700- Interest Expense 191,829 173,930 145,560 I 5701 -Principal Repayments 208,156 626,050 654,420 5703 Capital Lease Payment 1,036 4,600 4,600 5720-Misc Contributions to City 225,750 274,980 290,180 I 5725-Other Expenditures 4,454 141 0 0 5999- Prior Period Adjustment , 4,462 0 0 9283 -Transfer Out-CFD 88-1 817,610 980,660 1,009,850 ITOTAL FIRE FUND $ 20,491,216 $ 21,893,690 $ 24,215,140 282-COMMUNITY FACILITIES DIST 85-1 I 5000-Regular Salaries $ 2,999,299 $ 3,076,310 $ 0 5005 Overtime Salaries 814,682 830,060 0 5010-Part Time Salaries 24,077 38,060 0 Fringe Benefits 1,860,446 2,026,680 0 I5081 - Reimb Personnel to Fire Fund 0 0 4,716,390 5100-Travel and Meetings 214 1,120 1,120 5150-Office Supplies& Equipment 6,763 14,110 420 I 5160-Membership Dues 0 140 140 5161 - Publications& Subscriptions 0 220 220 5165 - Licenses, Permits& Fees 3,247 4,770 5,490 I 5200-Operations& Maintenance 36,187 52,180 20,970 5220 Cellular Technology 52 0 0 5250- Vehicle Operations& Maint. 58,178 69,940 69,940 I 5255-Gasoline 16,926 17,160 17,160 5256 Diesel Fuel 39,570 50,060 50,060 5280- Equip Operations& Maint 833 6,000 6,000 I 5285- Safety Gear& Equipment 16,323 15,640 15,640 5290 Specialized Tools& Equipment 1,369 3,130 3,130 5300-Contract Services 378,372 434,260 363,080 I 5400-Telephone Utilities 15,387 17,710 17,850 5401 -Gas Utilities 5,541 7,620 6,120 5402- Water Utilities 17,309 17,860 20,530 5403 - Electric Utilities 48,218 57,840 65,140 I5416-General Liability Insurance 41,135 46,270 1,010 ;,� -- Fiscal Year 2(115/16 Adopted I3uclgct - Page 150 L��.�J City of Rancho Cucamonga I Expenditure Detail All Funds , Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 , 2013/14 Adopted Adopted Actual Budget Budget 5501 -Admin./General Overhead 408,010 331,080 243,050 ,is 5720-Misc Contributions to City 41,100 41,100 0 5999- Prior Period Adjustment (1,194) 0 0 TOTAL COMMUNITY FACILITIES DIST 85-1 $ 6,832,043 $ 7,159,320 $ 5,623,460 I 283-COMMUNITY FACILITIES DIST 88-1 5000- Regular Salaries $ 820,489 $ 943,240 $ 0 I 5005-Overtime Salaries 287,890 344,870 0 Fringe Benefits 537,528 634,370 0 5081 - Reimb Personnel to Fire Fund 0 0 1,946,040 ' 5150-Office Supplies& Equipment 2,334 3,420 0 5165- Licenses, Permits& Fees 1,257 1,920 1,920 5200-Operations& Maintenance 10,711 17,980 4,000 I 5300-Contract Services 95,976 105,510 82,130 5400-Telephone Utilities 10,292 9,840 10,330 5401 -Gas Utilities 1,670 2,080 1,840 5402- Water Utilities 2,612 4,250 5,100 I 5403-Electric Utilities 12,244 15,820 16,610 5416-General Liability Insurance 9,744 11,230 0 5501 -Admin./General Overhead 99,670 107,150 141,880 I 5720- Misc Contributions to City 19,840 19,840 0 TOTAL COMMUNITY FACILITIES DIST 58-1 $ 1,912,257 $ 2,221,520 $ 2,209,850 288-FIRE PROTECTION CAPITAL FUND , 5152-Computer Software $ 24,604 $ 15,000 $ 0 5200-Operations& Maintenance 167,149 320,000 226,500 I 5207-0& M/Capital Supplies 242,465 277,000 47,000 5215-O& M/Computer Equipment 85,832 44,000 8,000 5240-Operation of Acquired Property 115,962 5,000 5,000 ' 5250- Vehicle Operations&Maint. 24,832 50,000 50,000 5280- Equip Operations& Maint 6,194 6,900 48,000 5285 -Safety Gear& Equipment 16,150 16,000 16,000 I 5290-Specialized Tools& Equipment 25,661 30,220 425,200 5291 -Equipment Supplies& Repairs 15,838 17,000 17,000 5300-Contract Services 506,525 170,250 109,250 1 5312- Legal Services 21,588 10,000 10,000 5501 -Admin./General Overhead 9,700 18,530 17,950 5600-Capital Outlay-Land 1,715,000 0 2,200,000 ' 5602-Capital Outlay-Bldg& Imprvmnt 145,925 2,591,000 671,000 5603-Capital Outlay-Equipment 119,678 120,000 130,000 5604-Capital Outlay-Vehicles 1,068,332 865,000 920,150 5605-Capital Outlay-Computer Equip 0 0 100,000 I 5650-Capital Project 27,920 50,000 21,225,000 5720- Misc Contributions to City 318,440 200,580 10,000 5999- Prior Period Adjustment 234,264 0 - 0 1 Fiscal Year 2Ol I6 .\Jollied 11u4k:t I'a2c I60 L....".J ICity of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget ITOTAL FIRE PROTECTION CAPITAL FUND $ 4,892,058 $ 4,806,480 $ 26,236,050 289-FIRE DISTRICT CAPITAL RESERVE I 5200-Operations& Maintenance $ 39,415 $ 0 $ 0 5207-0& M/Capital Supplies 20,000 0 0 5300-Contract Services 31,606 0 0 I 5501 -Admin./General Overhead 3,500 11 0 0 5602-Capital Outlay-Bldg& Imprvmnt 8,250 0 0 5650-Capital Project 11,982 0 0 ITOTAL FIRE DISTRICT CAPITAL RESERVE $ 224,753 $ 0 $ 0 TOTAL R.C. FIRE PROTECTION DISTRICT $ 34,352,329 $ 36,081,010 $ 58,284,500 tTOTAL ALL FUNDS $ 156,516,341 $ 171,883,600 $ 221,887,760 I I I I I I I I 1 ___,„, Fiscal Year 2015/16 Adopted Budget Page 161 L•,`:;J City of Rancho Cucamonga I Expenditures by Fund Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND DIVISION I 001 -NON-DEPARTMENTAL GENERAL $ 4,484,332 $ 4,039,410 $ 4,515,250 002-NON-DEPARTMENTAL PERSONNEL (50,224) 124,880 176,070 101 -CITY COUNCIL 105,644 125,400 129,070 I 102-CITY MANAGEMENT 870,035 1,036,230 936,520 103-CITY CLERK 1,827 2,040 1,960 104-ANIMAL CARE AND SERVICES 2,569,847 2,809,120 3,038,880 I106-RECORDS MANAGEMENT 339,305 489,720 482,910 107-HEALTHY RC PROGRAM 0 203,730 395,010 108-COMMUNICATIONS 0 0 222,700 201 -ADMIN SRVCS-ADMINISTRATION 222,555 240,800 266,480 t 204-BUSINESS LICENSES 284,434 297,410 307,930 205-CITY FACILITIES 1,153,189 1,330,530 1,390,280 206- FINANCE 1,004,661 1,176,310 1,204,590 ' 207-GEOGRAPHIC INFORMATION SYSTEMS 356,021 418,170 347,540 209- INFORMATION SERVICES 1,581,299 1,846,150 2,240,470 210- PERSONNEL 393,513 484,490 541,180 I 211 -PURCHASING 243,198 383,310 332,500 212-RISK MANAGEMENT 107,074 184,240 211,590 213-TREASURY MANAGEMENT 11,796 16,070 12,130 217-CITY TELECOMMUNICATIONS 300,142 375,540 336,790 t 301 -ECONOMIC AND COMMUNITY DVLPMNT 390,613 522,320 732,940 302-BUILDING AND SAFETY 1,628,622 1,785,020 1,932,380 303 -ENGINEERING- ADMINISTRATION 257,247 287,240 287,220 , 305 -ENGINEERING - DEVELOPMENT MGT 657,810 712,790 749,610 306- ENGINEERING-NPDES 364,661 414,320 417,250 307-ENGINEERING- PROJECT MGT 458,544 464,010 829,240 308-ENGINEERING-TRAFFIC MGT 95,136 149,670 271,030 I 312- FACILITIES MAINTENANCE 2,973,030 3,620,910 3,687,180 314-PLANNING 1,200,881 2,057,500 2,262,310 315- PLANNING COMMISSION 14,518 16,630 20,980 I 317-VEHICLE AND EQUIP. MAINT. 905,122 1,006,770 1,046,780 318- STREET MAINTENANCE 2,318,585 2,465,040 2,838,170 319- PARK MAINTENANCE 2,444,995 2,743,300 2,938,180 t 320- METROLINK STATION MAINTENANCE 241,513 0 0 322-COMMUNITY IMPROVEMENT 772,135 748,680 785,220 401 -COMMUNITY SRVCS-ADMINISTRATION 4,209,740 4,822,540 4,947,200 420- PARK AND RECREATION COMMISSION 3,090 3,500 5,790 I 701 -POLICE-ADMINISTRATION 29,817,716 31,759,200 33,432,190 TOTAL GENERAL FUND $ 62,732,606 $ 69,162,990 $ 74,273,520 OTHER GENERAL FUNDS I 003- REIMB ST/COUNTY PARKING CIT $ 76,338 $ 72,610 $ 72,140 006-CVWD REIMBURSEMENTS 176,612 236,840 230,850 I 008-CNTY OF S. B. REIMBURSEMENTS 81,461 86,680 86,680 016-COMM DEV TECHNICAL SRVCS FUND 254,268 52,340 30,000 017- LAW ENFORCEMENT RESERVE 71,165 346,190 132,220 018-TRAFFIC SAFETY 360,924 395,850 438,050 I 019- INFO TECHNOLOGY-DEVELOPMENT 204,320 204,320 X123,850 . , . - +/ '. •\ •�. .,II l fiscal l ear 201 5:16 :1doplcd1 13uk1isrt Page 162 IL• 4.'J .-.. ICity of Rancho Cucamonga Expenditures by Fund Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 2013/14 Adopted Adopted IActual Budget Budget 020-CITY TECHNOLOGY FEE FUND 135,070 135,070 136,080 022- MOBILE HOME PARK PROGRAM 60 36,430 36,450 I 023- SB 1 186 CERT ACCESS SPEC PROG 320 2 4,960 4,600 025 -CAPITAL RESERVE 2,165,066 2,478,600 3,974,850 073- BENEFITS CONTINGENCY 1,132,228 303,650 503,930 ITOTAL OTHER GENERAL FUNDS $ 4,657,833 $ 4,353,540 $ 5,769,700 SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 1,135,738 $ 1,132,020 $ 1,110,460 I 105 -AB2766 AIR QUALITY IMPROVEMENT 114,723 25,620 156,110 110- BEAUTIFICATION 22,571 400,670 725,180 112- DRAINAGE FAC/GENERAL 258,790 198,010 220,850 I 114- DRAINAGE-ETIWANDA/SAN SEVAINE 345,349 390 280 115 HENDERSON/WARDMAN DRAINAGE 0 0 270 116- ETIWANDA DRAINAGE 201,761 53,040 63,080 I118-UPPER ETIWANDA DRAINAGE 350 521 160 150 120 PARK DEVELOPMENT 521,530 547,830 1,538,250 122-SOUTH ETIWANDA DRAINAGE 250 90 90 124-TRANSPORTATION 3,674,942 3,366,130 3,750,060 I 126- LOWER ETIWANDA DRAINAGE 330 140 150 128 ETIWANDA NO. EQUESTRIAN FACIL. 0 0 190 129-UNDERGROUND UTILITIES 13,149 668,520 669,310 I 130-LMD#1 GENERAL CITY 1,364,897 1,206,970 1,199,640 131 LMD#2 VICTORIA 3,662,625 3,715,740 3,657,470 132- LMD#3A HYSSOP 5,081 6,590 11,050 I 133 - LMD#3B MEDIANS 1,010,911 883,460 1,825,950 134- LMD#4R TERRA VISTA 2,141,1 14 3,046,880 2,880,610 135 - LMD#5 ANDOVER 16,020 41,170 11,920 136- LMD#6R CARYN COMMUNITY 423,256 496,740 514,940 I 137- LMD#7 NORTH ETIWANDA 968,780 1,010,120 999,680 138 LMD#8 SOUTH ETIWANDA 31,434 35,860 42,990 139- LMD#9 LOWER ETIWANDA 455,679 506,640 597,390 I 140- LMD#10 RANCHO ETIWANDA 540,505 601,520 582,190 151 - SLD#1 ARTERIAL 821,398 861,620 957,640 152- SLD#2 RESIDENTIAL 287,381 561,310 720,960 153 - SLD#3 VICTORIA 288,936 310,030 328,540 I 154- SLD#4 TERRA VISTA 153,682 163,000 144,610 155 SLD#5 CARYN COMMUNITY 63,068 68,800 82,010 156-SLD#6 INDUSTRIAL AREA 108,213 117,580 117,190 I 157-SLD#7 NORTH ETIWANDA 206,722 200,710 231,350 158 SLD#8 SOUTH ETIWANDA 526,377 91,210 93,480 170-GAS TAX 2105/PROP111 504,414 714,620 1,012,920 I 172-GAS TAX 2106-2107 2,006,214 2,201,500 1,989,260 174 GAS TAX R&T7360 2,087,062 2,097,650 2,751,750 176-MEASURE 1 1990-2010 109,671 499,580 392,490 177-MEASURE I 2010-2040 1,485,497 2,461,190 4,917,630 I182-AB 2928 TRAFFIC CONGEST RELIEF 0 90 80 186- FOOTHILL BLVD MAINTENANCE 18,782 1,770 20 188- INTEGRATED WASTE MANAGEMENT 931,679 1,170,160 1,318,450 I 190- PROP 42-TRAFFIC CONGESTION MIT 560,600 109,450 190 194 PROPOSITION 1B STATE FUNDING 180 70 70 Fiscal Year 20!5'16 Adopted Budget Page 163 City of Rancho Cucamonga I Expenditures by Fund Fiscal Year 2015/16 Adopted Budget I 2014/15 2015/16 2013/14 Adopted Adopted 1 Actual Budget Budget 195-STATE ASSET SEIZURE 65,705 146,470 198,490 196-CA ASSET SEIZURE 15% 300 30 30 197-FEDERAL ASSET SEIZURE 24,813 34,030 110,040 I 198 -CITYWIDE INFRASTRUCTURE IMPRV 141,533 908,690 2,876,330 204-COMMUNITY DEVELOPMENT BLK GRNT 811,261 1,378,360 1,778,360 209- FEDERAL SAFETEA-LU 0 0 3,951,810 I 21 1 - PROP 1B-SLPP 0 0 1,000,000 214-PEDESTRIAN GRANT/ART 3 90,880 74,600 20 215-ENRGY EFFICNCY/CONSRVATN GRNT 19,327 0 0 I 218-PUBLIC RESRCE GRNTS/HEALTHY RC 413,542 407,770 24,280 225 -CA RECYC/LITTER REDUCTION GRNT 32,108 44,250 44,660 226-USED OIL RECYCLING GRANT 70 0 0 227-USED OIL RECYCLING PROGRAM 50,453 48,180 47,810 I 234-SAFE ROUTES TO SCHOOL PROGRAM 364,038 334,500 132,660 235 - PROP 84 PARK BOND ACT 0 288,500 3,544,360 250- RECREATION SERVICES 4,011,846 4,587,650 4,606,420 i 258-SENIOR OUTREACH GRANT 8,952 7,010 0 271 -COUNTY SENIOR TRANSPORT. GRANT 65 0 0 272- FREEDOM COURTYARD RSRC GRANTS 4,187 0 0 290- LIBRARY FUND 3,640,347 4,222,020 4,493,180 291 -CA STATE LIBRARY 152,452 18,520 25,860 292-STAFF INNOVATION FD(CA ST LB) 41,795 68,190 62,470 301 -THE BIG READ LIBRARY GRANT 600 20,080 30,670 I 329-LIBRARY CAPITAL FUND 8,207 220,000 2,505,270 354-COP'S PROGRAM GRANT-STATE 55,533 271,470 242,060 356-JUSTICE ASSIST GRNT(JAG)ARRA 8,122 0 0 361 -JUSTICE ASSISTANCE GRANT(JAG) 88,224 23,570 40 373-COPS SECURE OUR SCHOOLS GRANT 10,870 0 0 374-COPS HIRING PROGRAM GRANT 125,000 157,500 163,910 380-HOMELAND SECURITY GRANT-FIRE 40,006 49,760 35,570 I 381 -HOMELAND SECURITY GRANT-POLICE 21,113 20 0 396-HOUSING SUCCESSOR AGENCY 0 0 2,315,680 838-AD 91-2 REDEMPTION-DAY CANYON 52,312 52,440 55,060 I 848-PD 85 REDEMPTION FUND 1,528,956 1,254,810 1,268,430 868-CFD 2000-03 PARK MAINTENANCE 575,396 560,080 530,970 TOTAL SPECIAL REVENUE $ 39,457,675 $ 44,753,150 $ 65,661,340 , CAPITAL PROJECTS 602-AD 84-1 DAY CREEK/MELLO $ (293) $ 2,420 $ 3,490 612-CFD 2001-01 320 140 130 I 615 -CFD 2003-01 CULTURAL CENTER 50 5,000 5,000 617-CFD 2004-01 RANCHO ET1WANDA ES 944,714 500,000 0 680-CFD 2006-01 VINTNER'S GROVE 0 100,000 100,000 I TOTAL CAPITAL PROJECTS $ 944,791 $ 607,560 $ 108,620 ENTERPRISE FUNDS I 700- SPORTS COMPLEX $ 2,169,624 $ 2,526,280 $ 2,692,310 702- REGIS CONNECT 33,853 104,640 72,240 705-MUNICIPAL UTILITY 9,105,340 11,178,630 10,328,270 706- UTILITY PUBLIC BENEFIT FUND 198,935 551,560 553,630 I 708- RCMU CAPITAL REPLACEMENT FUND (849) 0 0 :. -ax 1 i L.al 1 car 21/1 ") I() \dopled I ufti`.:l l'al_l 164 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2015/16 Adopted Budget 2014/15 2015/16 ' 2013/14 Adopted Adopted Actual Budget Budget TOTAL ENTERPRISE FUNDS $ 11,506,903 $ 14,361,110 $ 13,646,450 ' INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 1,163,959 $ 1,064,200 $ 1,928,290 714-COMP EQUIP/TECH REPLCMENT FUND 1,700,245 1,500,040 2,215,340 ' TOTAL INTERNAL SERVICE FUNDS $ 2,864,204 $ 2,564,240 $ 4,143,630 TOTAL CITY OF RANCHO CUCAMONGA $ 122,164,011 $ 135,802,590 $ 163,603,260 R.C, FIRE PROTECTION DISTRICT SPECIAL REVENUE ' 281 - FIRE FUND 282-COMMUNITY FACILITIES DIST 85-1 $ 20,491,216 $ 21,893,690 $ 24,215,140 6,832,044 7,159,320 5,623,460 283-COMMUNITY FACILITIES DIST 88-1 1,912,257 2,221,520 2,209,850 ' 288-FIRE PROTECTION CAPITAL FUND 4,892,059 4,806,480 26,236,050 289-FIRE DISTRICT CAPITAL RESERVE 224,753 0 0 TOTAL SPECIAL REVENUE $ 34,352,329 $ 36,081,010 $ 58,284,500 1 TOTAL R.C. FIRE PROTECTION DISTRICT $ 34,352,329 $ 36,081,010 $ 58,284,500 TOTAL ALL FUNDS $ 156,516,341 $ 171,883,600 $ 221,887,760 1 I Fiscal 2 0 1 5 1 i'1(� Adopted 13u�1��ct Page. 1(,5 ��'�� 1 I II' I I THIS PAGE INTENTIONALLY LEFT BLANK I I 1 fiscal Year 2111 16 .\Jellied IUu4cl Page 166 L•, J I CITY OF RANCHO CUCAMONGA, CALIFORNIA GA, C L ORNIA IFISCAL YEAR 2015/16 PRELIMINARY BUDGET FUNDED POSITIONS BY DEPARTMENT - SUMMARY I ADOPTED IDEPARTMENT 2013/14 2014/15 2015/16 ELECTED OFFICIALS 7.0 7.0 7.0 ICITY MANAGEMENT 11.0 12.0 110 IRECORDS MANAGEMENT 4.0 4.0 4.0 FIRE DISTRICT 112.0 113.0 114.0 IADMINISTRATIVE SERVICES Administration/GIS/IS/Purchasing/Special Districts 33.0 30.0 8.0 IFinance 18.0 19.0 19.0 Human Resources 5.0 6.0 6.0 Innovation and Technology 0.0 0.0 22.0 ITOTAL ADMINISTRATIVE SERVICES 56.0 55.0 55.0 IANIMAL CARE AND SERVICES 23.0 21.0 22.0 COMMUNITY SERVICES 43.0 45.0 45.0 ECONOMIC AND COMMUNITY DEVELOPMENT Administration 1.0 2.0 2.0 I Building and Safety 25.0 24.0 24.0 Engineering Services 32.0 34.0 34.0 Planning 16.0 14.0 15.0 I Public Works Services 135.0 132.0 126.0 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 209.0 206.0 201.0 ILIBRARY 26.0 26.0 28.0 ITOTAL FULL TIME POSITIONS 491.0 489.0 488.0 I I I _ _ --- _ r -- Y - I fiscal Year 2(115 'l h Adopted Budget Page 167 L,�.. J CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2015/16 ADOPTED BUDGET I FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16 I ELECTED OFFICIALS Mayor 1.0 1.0 1.0 Councilmember 4.0 4.0 4.0 I 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 I 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 1.0 1.0 Executive Assistant 1.0 1.0 1.0 Management Aide 2.0 2.0 2.0 Management Analyst I 2.0 2.0 2.0 Management Analyst III 1.0 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 11.0 12.0 12.0 t RECORDS MANAGEMENT Assistant City Clerk 1.0 1.0 1.0 ' Assistant City Clerk/Records Manager 1.0 1.0 0.0 City Clerk Services Director 0.0 0.0 1.0 Office Specialist II 1.0 1.0 1.0 I Records Coordinator 1.0 1.0 1.0 TOTAL RECORDS MANAGEMENT 4.0 4.0 4.0 FIRE DISTRICT I Captain Specialist 3.0 3.0 3.0 Emergency Management Coordinator 1.0 1.0 1.0 EMS Administrator 1.0 1.0 1.0 ' Equipment Apprentice Mechanic 0.0 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 I Fire Engineer 27.0 27.0 27.0 Fire Equipment Mechanic 3.0 2.0 2.0 Fire Equipment Lead Mechanic 0.0 1.0 1.0 Fire Information Systems Technician 0.0 0.0 0.0 ' Fire Inspector/Captain Specialist 0.0 0.0 0.0 Fire Marshall 1.0 1.0 1.0 Fire Prevention Specialist I ** 3.0 3.0 2.0 Fire Prevention Specialist II 2.0 2.0 2.0 I kc,il 1 c it x()1 s 16 .1,Ioptc(.1 liii k..1 1',i2c 1()S; i 1 I CITY OF RANCHO CUCAMONGA, CALIFORNIA IFISCAL YEAR 2015/16 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL IADOPTED DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16 IFire Prevention Supervisor* 0.0 0.0 2.0 Fire Shop Supervisor 1.0 1.0 1.0 Firefighter 27.0 27.0 27.0 I Management Aide 0.0 1.0 1.0 Management Analyst I 1.0 2.0 2.0 Management Analyst II 2.0 0.0 0.0 I Management Analyst III 0.0 1.0 1.0 Office Specialist II 3.0 3.0 3.0 Public Education Specialist 0.0 0.0 0.0 I Secretary 1,0 1.0 1.0 Senior Administrative Secretary 1.0 1.0 1.0 TOTAL FIRE DISTRICT 112.0 113.0 114.0 IADMINISTRATIVE SERVICES Administration/GIS/IS/Purchasing/Special Districts Administrative Secretary 1.0 1.0 1.0 I Buyer I * 1.0 1.0 2.0 Buyer Il ** 1.0 2.0 1.0 DCM/Administrative Services 1.0 1.0 1.0 I GIS Technician ** 5.0 5.0 0.0 GIS/Special Districts Manager** 1.0 1.0 0.0 Information Services Analyst I * 3.0 2.0 0.0 I Information Services Analyst II 1.0 I.0 0.0 Information Services Manager** 1.0 1.0 0.0 Information Services Project Coordinator** 1.0 1.0 0.0 Information Services Specialist I ** 2.0 2.0 0.0 I Information Services Specialist II 1.0 1.0 0.0 Management Analyst III 1.0 1.0 1.0 Office Services Clerk 1.0 0.0 0.0 I Office Specialist II 1.0 1.0 0.0 Purchasing Clerk ** 1.0 1.0 0.0 Purchasing Manager 0.0 1.0 1.0 I Secretary** 1.0 1.0 0.0 Senior Buyer 1.0 0.0 0.0 Senior GIS Analyst** 2.0 2.0 0.0 I Senior Information Services Analyst 3.0 2.0 0.0 Senior Information Services Specialist 1.0 0.0 0.0 Special Districts Technician ** 2.0 2.0 1.0 ITotal Admin/GIS/IS/Purch/Spec Dist 33.0 30.0 8.0 Finance Account Clerk 5.0 5.0 5.0 I Accountant 0.0 1.0 1.0 Account Technician 2.0 2.0 2.0 Accounting Manager 0.0 1.0 1.0 IBudget Analyst 1.0 1.0 1.0 4w : Fiscal Year 2015/16 Adopted 13udget - Page 169 1 '. 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2015/16 ADOPTED BUDGET t FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED I DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16 Business License Clerk 2.0 2.0 2.0 I Business License Program Coordinator 1.0 1.0 1.0 Business License Technician 1.0 1.0 1.0 I Finance Director 1.0 1.0 1.0 Management Analyst III 1.0 1.0 1.0 Payroll Supervisor 0.0 1.0 1.0 Senior Account Technician 1.0 0.0 0.0 ' Senior Accountant 3.0 2.0 2.0 Total Finance 18.0 19.0 19.0 Human Resources , Administrative Secretary ** 0.0 1.0 0.0 Benefits Technician 1.0 0.0 0.0 ' Human Resources Clerk 0.0 0.0 1.0 Human Resources Director 1.0 1.0 1.0 Human Resources Manager 1.0 1.0 1.0 ' Human Resources Technician ** 1.0 2.0 1.0 Management Analyst I * 0.0 0.0 1.0 Risk Management Coordinator** 1.0 1.0 0.0 t Senior Risk Management Analyst * 0.0 0.0 1.0 Total Human Resources 5.0 6.0 6.0 Innovation and Technology I GIS Analyst * 0.0 0.0 2.0 GIS Supervisor * 0.0 0.0 1.0 I GIS Technician 0.0 0.0 3.0 Information and Technology Director* 0.0 0.0 1.0 Information and Technology Deputy Director * 0.0 0.0 1.0 Information Services Analyst I * 0.0 0.0 4.0 I Information Services Analyst II 0.0 0.0 1.0 Information Services Specialist I 0.0 0.0 1.0 Information Services Specialist 11 0.0 0.0 1.0 ' Information Services Technician 0.0 0.0 2.0 Office Specialist II 0.0 0.0 1.0 Senior GIS Analyst 0.0 0.0 1.0 1 Senior GIS Technician 0.0 0.0 1.0 Senior Information Services Analyst 0.0 0.0 2.0 Total Innovation and Technology 0.0 0.0 22.0 t TOTAL ADMINISTRATIVE SERVICES 56.0 55.0 55.0 ANIMAL CARE AND SERVICES I Animal Care Attendant Animal Caretaker 4.0 3.0 3.0 Animal Center Manager* 0.0 0.0 1.0 I I-iscal Year ?O1 5'16 :1doptci1 Budget Page 171) 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA IFISCAL YEAR 2015/16 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL IADOPTED DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16 IAnimal 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 I Animal Services Dispatcher I.0 1.0 1.0 Animal Services Officer 3.0 3.0 3.0 Community Programs Specialist 1.0 1.0 1.0 I Management Aide ** 1.0 1.0 0.0 Office Specialist II 3.0 3.0 3.0 Veterinarian 1.0 0.0 0.0 I Veterinary Assistant * 0.0 0.0 1.0 Veterinary Technician 3.0 3.0 3.0 TOTAL ANIMAL CARE AND SERVICES 23.0 21.0 22.0 I COMMUNITY SERVICES Community Services Coordinator 17.0 18.0 18.0 Community Services Director 1.0 1.0 1.0 I Community Services Manager 0.0 1.0 1.0 Community Services Marketing Coordinator 1.0 1.0 1.0 Community Services Marketing Manager 1.0 0.0 0.0 I Community Services Special Projects Coordinator** 0.0 I.0 0.0 Community Services Superintendent 1.0 2.0 2.0 Community Services Supervisor 5.0 5.0 5.0 I Cultural Arts Manager 1.0 1.0 1.0 Management Aide 2.0 2.0 2.0 Management Analyst II * 0.0 0.0 2.0 Office Specialist Il 7.0 7.0 7.0 I Senior Administrative Secretary I.0 1.0 1.0 Senior Park Planner** 1.0 0.0 0.0 TOTAL COMMUNITY SERVICES 43.0 45.0 45.0 IECONOMIC AND COMMUNITY DEVELOPMENT Administration I DCM/Economic&Community Development 1.0 1.0 1.0 Management Analyst II ** 0.0 1.0 0.0 Management Analyst Il * 0.0 0.0 1.0 Total Administration 1.0 2.0 2.0 IBuilding and Safety Associate Engineer 1.0 1.0 1.0 I Building Inspection Supervisor 1.0 1.0 1.0 Building&Safety Manager 0.0 1.0 1.0 Building&Safety Services Director 1.0 1.0 1.0 I Code Enforcement Officer** 4.0 5.0 0.0 Code Enforcement Supervisor ** 1.0 1.0 0.0 Community Improvement Officer 1 * 0.0 0.0 3.0 I Community Improvement Officer II * 0.0 0.0 2.0 Management Analyst II 1.0 0.0 0.0 l fiscal Year 2015 16 Adopted Budget Page 171 ••• I CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2015/16 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED _ I DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16 Office Specialist II 2.0 2.0 2.0 I Public Service Technician I 1.0 1.0 1.0 Public Service Technician II 2.0 2.0 2.0 I Public Service Technician III 1.0 1.0 1.0 Senior Code Enforcement Officer 1.0 0.0 0.0 Senior Building Inspector 2.0 0.0 0.0 Senior Plans Examiner 1.0 1.0 1.0 ' Total Building and Safety 25.0 24.0 24.0 Engineering Services I Administrative Secretary 1.0 1.0 1.0 Assistant Engineer 5.0 5.0 5.0 Associate Engineer 4.0 5.0 5.0 ' Engineering Services Director/City Engineer 1.0 1.0 1.0 Environmental Programs Coordinator 1.0 1.0 1.0 Environmental Programs Manager 1.0 1.0 1.0 Management Aide 2.0 1.0 1.0 I Management Analyst I 2.0 2.0 2.0 Management Analyst 11 0.0 1.0 1.0 Office Specialist II 2.0 2.0 2.0 ' Principal Engineer 1.0 1.0 1.0 Public Services Technician III 1.0 1.0 1.0 Public Works Inspector I 0.0 1.0 1.0 , Public Works Inspector II 1.0 1.0 1.0 Senior Civil Engineer 1.0 1.0 1.0 Supervising Public Works Inspector 1.0 1.0 1.0 Traffic Engineer 1.0 1.0 1.0 I Utilities Division Manager 1.0 1.0 1.0 Total Engineering Services 32.0 34.0 34.0 Planning I Assistant Planner 3.0 4.0 4.0 Associate Planner 4.0 3.0 3.0 ' Management Analyst 1 1.0 0.0 0.0 Office Specialist I 1.0 0.0 0.0 Planning Commission Secretary 1.0 1.0 1.0 Planning Director 0.0 1.0 1.0 Planning Manager 1.0 0.0 0.0 Planning Technician 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 ' Senior Code Enforcement Officer** 0.0 1.0 0.0 Senior Community Improvement Officer* 0.0 0.0 1.0 Senior Planner* 2.0 1.0 2.0 , Total Planning 16.0 14.0 15.0 Public Works Services I Assistant Engineer 1.0 1.0 1.0 1 fiscal Year 2015, 16 ;Adopted Budget Page 172 L• •;;J ICITY OF RANCHO CUCAMONGA, CALIFORNIA IFISCAL YEAR 2015/16 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL IADOPTED DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16 IElectrician 1.0 1.0 1.0 Equipment Operator 5.0 5.0 5.0 Facilities Superintendent 1.0 1.0 1.0 I Fleet Supervisor 1.0 1.0 1.0 Inventory Specialist Equipment/Materials 1.0 1.0 1.0 Lead Maintenance Worker 17.0 16.0 16.0 I Lead Mechanic 1.0 1.0 1.0 Maintenance Coordinator 9.0 9.0 9.0 Maintenance Supervisor 9.0 9.0 9.0 I Maintenance Worker** 62.0 59.0 55.0 Management Analyst I 2.0 2.0 2.0 Management Analyst II ** 1.0 1.0 0.0 Management Analyst III * 0.0 0.0 1.0 I 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 I 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 I Senior Electrician 1.0 1.0 1.0 Senior Maintenance Worker** 13.0 14.0 12.0 Signal & Lighting Coordinator 1.0 1.0 1.0 I Signal & Lighting Technician 1.0 1.0 1.0 Streets/Storm Drain Maintenance Superintendent 1.0 I.0 1,0 Total Public Works Services 135.0 132.0 126.0 ITOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 209.0 206.0 201.0 LIBRARY SERVICES I Fund Development Coordinator 0.0 0.0 1.0 Librarian I ** 9.0 9.0 8.0 Librarian 1I * 2.0 2.0 4.0 I Library Assistant I 3.0 0.0 0.0 Library Assistant II 2.0 2.0 2.0 Library Clerk 1.0 2.0 2.0 I Library Director 1.0 1.0 1.0 Library Page 1.0 1.0 1.0 Library Page 11 ** 1.0 0.0 0.0 Library Services Manager 1.0 1.0 1.0 I Library Technician * 1.0 4.0 5.0 Office Specialist II ** 1.0 1.0 0.0 Senior Administrative Secretary 1.0 1.0 1.0 I Senior Librarian 1.0 1.0 1.0 TOTAL LIBRARY SERVICES 26.0 26.0 28.0 ITOTAL FULL TIME POSITIONS 491.0 489.0 488.0 / ( ■ Fiscal Year 2015/16 Adopted 13uclgct Page 173 1 .:::•, CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2015/16 ADOPTED BUDGET I FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED I DEPARTMENT AND POSITION TITLE 2013/14 2014/15 2015/16 1 Changes in staffing levels for Fiscal Year 2015/16 Adopted Budget * Position funded in FY 2015/16 I ** Position defunded in FY 2015/16 PART TIME EMPLOYEES FTEs(FULL,TIME EOUIVA F� _) I CITY MANAGEMENT 0.5 1.0 1.8 I RECORDS MANAGEMENT 1.3 1.3 1.3 I FIRE DISTRICT 4.1 3.2 4.1 ADMINISTRATIVE SERVICES t Administration/GIS/IS/Purchasing/Special Districts 1.2 1.8 2.0 Finance 0.8 0.8 1.1 , TOTAL ADMINISTRATIVE SERVICES 2.0 2.6 3.1 ANIMAL CARE AND SERVICES 6.5 9.2 11.0 I COMMUNITY SERVICES 190.5 192.6 188.9 ECONOMIC AND COMMUNITY DEVELOPMENT 1 Administration 0.0 0.0 0.8 Building and Safety 0.9 0.0 0.5 i Engineering Services 0.9 1.9 1.9 Planning 0.5 1.6 1.6 Public Works Services 35.3 32.3 32.5 ITOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 37.6 35.8 37.3 LIBRARY 36.3 36.0 36.6 I TOTAL PART TIME POSITIONS 278.8 281.7 284.1 I I I ._ / 1 \ .. I.fiscal Year ?O15 I() ;Adopted (Budget Page 174 L,:�."- i r r r 1411,5. . ♦i r RANCHO CUCAMONGA CALIFORNIA r III SUMMARIES OF FINANCIAL i Fund r Summaries r r Fiscal Year 2015/16 Adopted Budget Pave 1 7; Ls•:; I 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 I I 1 I i,c al 1"cat 20 I s 16 -\dopled Budget Page 176 ••; City of Rancho Cucamonga, California Fiscal Year 2015/16 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 $17,191,373 ' Working Capital $ 3,713,676 Funds 281-283 — Fire District Operating Funds: ' Changes in Economic Circumstances $ 8,890,876 Working Capital $13,317,872 PERS Rate Stabilization $ 3,799,274 Employee Leave Payouts $ 2,783,522 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 2015/16, Fund 001 includes 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 fiscal Year 2015 16 Adopted k id ct ['age 177 •• .• I City of Rancho Cucamonga I Spendable Fund Balances Fiscal Year 2015/16 Adopted Budget Estimated Estimated I Spendable Budget Spendable Fund Balance Operating Operating Fund Balance ' July 1,2015 Revenues Transfers In Transfers Out Expenditures June 30,2016 CITY OF RANCHO CUCAMONGA GENERAL FUND 001 -GENERAL FUND $ 29,865,864 $ 72,910,680 $ 1,294,800 S 3,411,430 $ 70,862,090 S 29,797,824 TOTAL GENERAL FUND S 29,865,864 $ 72,910,680 $ 1,294,800 S 3,411,430 $ 70,862,090 $ 29,797,824 OTHER GENERAL FUNDS I 003-REIMB ST/COUNTY PARKING CIT S 4,218 $ 72,140 $ - S - $ 72,140 $ 4,218 006-CV WD REIMBURSEMENTS 401,889 309,600 - 39,450 191,400 480,639 008-CNTY OF S. B.REIMBURSEMENTS (43.672) 89,290 8,840 - 86,680 (32,222) 016-COMM DEV TECHNICAL SRVCS FUND 1.809,679 53,250 - - 30,000 1,832,929 ' 017-LAW ENFORCEMENT RESERVE 8,143,166 97,340 - - 132,220 8,108,286 018-TRAFFIC SAFETY 86,090 433,390 - - 438,050 81,430 019-INFO TECHNOLOGY-DEVELOPMENT 481,397 161,420 - - 123,850 518,967 020-CITY TECHNOLOGY FEE FUND 71,780 161,430 - 135,070 1,010 97,130 I 022-MOBILE HOME PARK PROGRAM 109,339 20,170 - - 36,450 93,059 023-SB 1 186 CERT ACCESS SPEC PROG 16,536 6,720 - - 4,600 18,656 025-CAPITAL RESERVE 53,454,036 813,930 700,000 - 3,974,850 50,993,116 073-BENEFITS CONTINGENCY 4,540,424 55,440 - - 503,930 4,091,934 I TOTAL OTHER GENERAL FUNDS $ 69,074,882 $ 2,274,120 $ 708,840 S 174,520 $ 5,595,180 $ 66,288,142 SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMIN $ 672,519 $ 1,056,910 S - S - $ 1,110,460 $ 618,969 111 101 -AD 93-1 MASI COMMERCE CENTER 301,066 120 - - - 301,186 105-AB2766 AIR QUALITY IMPROVEMENT 533,880 217,120 - - 156,110 594,890 110-BEAUTIFICATION 1,571,822 12,070 - - 725,180 858,712 I I I -PARK LAND ACQUISITION 3,221 300,000 - - - 303,221 I 112-DRAINAGE FAC/GENERAL 2,058,428 477,200 - - 220,850 2,314,778 113-COMMUNITY/REC CENTER DEVELPMNT - 100,000 - - - 100,000 114-DRAINAGE-ETIWANDA/SAN SEVAINE 396,638 59,850 - - 280 456,208 115-HENDERSON/WARDMAN DRAINAGE 983,289 - - 270 983,019 I 116-ETIWANDA DRAINAGE 2,064,397 73,690 - - 63,080 2,075,007 118-UPPER ETIWANDA DRAINAGE 561,256 6,550 - - 150 567,656 119-PARK IMPROVEMENT - 150,000 - - - 150,000 120-PARK DEVELOPMENT 13,851,850 961,860 - - 1,538,250 13,275,460 I 122-SOUTH ETIWANDA DRAINAGE 632,808 4,840 - - 90 637,558 123-LIBRARY IMPACT FEE 106,978 50,350 - - - 157,328 124-TRANSPORTATION 19,21 1,687 3,266,740 - 7,850 3,742,210 18,728,367 125-ANIMAL CENTER IMPACT FEE 23,027 15,010 - - - 38,037 I 126-LOWER ETIWANDA DRAINAGE 596,301 6,930 - - 150 603,081 127-POLICE IMPACT FEE 47,875 40,250 - - - 88,125 128-ETIWANDA NO.EQUESTRIAN FACIL. 665,172 7,740 - - 190 672,722 129-UNDERGROUND UTILITIES 11,646,830 181,410 - - 669,310 11,158,930 I 130-LMD#1 GENERAL CITY 606,923 1,267,300 - - 1,199,640 674,583 131 -LMD#2 VICTORIA 2,782,291 3,227,690 328,570 - 3,657,470 2,681,081 132-LMD#3A HYSSOP 40,919 4310 - - 11,050 33,979 I 133-LMD#3B MEDIANS 1,167,728 1,284,320 - - 1,825,950 626,098 134-LMD#4R TERRA VISTA 3,600,873 2,843,340 - - 2,880,610 3,563,603 135-LMD#5 ANDOVER 70,014 3,240 - - 11,920 61,334 136-LMD#6R CARYN COMMUNITY 225,171 487,390 - - 514,940 197,621 I 137-LMD#7 NORTH ETIWANDA 814,682 945,000 50,000 - 999,680 810,002 138-LMD#8 SOUTH ETIWANDA 65,333 33,410 - - 42,990 55,753 139-LMD#9 LOWER ETIWANDA 2,1 17,486 199,050 - - 597,390 1,719,146 140-LMD#10 RANCHO ETIWANDA 962,170 567,520 - - 582,190 947.500 I I is 1/4.'d1 Yeul' 21115 I O Adopted Iuclg.et Page 17h I I City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2015/16 Adopted Budget IEstimated Estimated Spendable Budget Spendable I Fund Balance Operating Operating Fund Balance July 1,2015 Revenues Transfers In Transfers Out Expenditures June 30,2016 150-GENERAL CITY STREET LIGHTS 68,801 800 69,601 151 -SLD#1 ARTERIAL 726,797 836,670 - - 957,640 605,827 I 152-SLD#2 RESIDENTIAL 187,056 368,210 350,170 720,960 184,476 153-SLD#3 VICTORIA 1,183,934 367,050 328,540 1,222,444 154-SLD#4 TERRA VISTA 506,742 182,540 144,610 544,672 155-SLD#5 CARYN COMMUNITY (32,895) 44,080 - - 82,010 (70,825) I 156-SLD#6 INDUSTRIAL AREA 396,839 140,250 117,190 419,899 157-SLD#7 NORTH ETIWANDA (52,118) 125,680 105,100 231,350 (52,688) 158-SLD#8 SOUTH ETIWANDA 2,023,590 94,610 93,480 2,024,720 170-GAS TAX 2105/PROPI II 2,906,979 1,054,470 - 350,170 662,750 2,948,529 I 172-GAS TAX 2106-2107 259,336 1,939,190 - 1,989,260 209,266 174-GAS TAX R&T7360 4,023,003 930,780 105,100 2,646,650 2,202,033 176-MEASURE 1 1990-2010 1,177,562 15,830 392,490 800,902 177-MEASURE 1 2010-2040 5,146,355 2,614,080 - - 4,917,630 2,842,805 I 178-SB 140 36,691 36,691 182-AB 2928 TRAFFIC CONGEST RELIEF 294,416 80 294,336 186-FOOTHILL BLVD MAINTENANCE (1,413) 20 (1,433) 188-INTEGRATED WASTE MANAGEMENT 2,390,848 1,308,780 - - 1,318,450 2,381,178 I 190-PROP 42-TRAFFIC CONGESTION MIT 401,793 3,730 - - 190 405,333 194-PROPOSITION I B STATE FUNDING 237,990 2,790 70 240,710 195-STATE ASSET SEIZURE 287,545 1,100 - - 198,490 90,155 196-CA ASSET SEIZURE 15% 3,954 30 - - 30 3,954 I 197-FEDERAL ASSET SEIZURE 120,023 760 - - 110,040 10,743 198-CITYWIDE INFRASTRUCTURE IMPRV 16,765,470 3,480,410 2,876,330 17,369,550 204-COMMUNITY DEVELOPMENT BLK GRNT 1,206,226 1,419,350 1,778,360 847,216 1 209-FEDERAL SAFETEA-LU - 3,951,810 - - 3,951,810 - ' 211 -PROP 1B-SLPP - 1,000,000 - - 1,000,000 - 214-PEDESTRIAN GRANT/ART 3 20 (20) 215-ENRGY EFFICNCY/CONSRVATN GRNT (96) - - - - (96) 218-PUBLIC RESRCE GRNTS/HEALTHY RC (121) 395,280 - - 24,280 370,879 I 225 CA RECYC/LITTER REDUCTION GRNT - 44,700 - 44,660 40 -226-USED OIL RECYCLING GRANT - - 227-USED OIL RECYCLING PROGRAM (212) 47,840 - - 47,810 (182) 234-SAFE ROUTES TO SCHOOL PROGRAM (233,786) 148,560 - - 132,660 (217,886) I 235-PROP 84 PARK BOND ACT (168,088) 3,544,360 - - 3,544,360 (168,088) - - - - -239-FEDERAL GRANT FUNDS-DREIER 250-RECREATION SERVICES 2,759,861 4,450,100 - - 4,606,420 2,603,541 258-SENIOR OUTREACH GRANT (5,267) - - - - (5,267) I 272-FREEDOM COURTYARD RSRC GRANTS 84 4,233,549 20 4493 - - 104 290-LIBRARY FUND 49 4,493,180 4,493,180 4,233,549 291 -CA STATE LIBRARY 41,500 25,000 - - 25,860 40,640 292-STAFF INNOVATION FD(CA ST LB) 23,821 63,190 - - 62,470 24,541 I 301 THE BIG READ LIBRARY GRANT 10,000 30,000 - 30,670 9,330 302-LIBRARY SERVICES&TECH.ACT 37,061 37,061 310-PUBLIC LIBRARY BOND ACT-2000 - - - - - - 329-LIBRARY CAPITAL FUND 3,457,021 10,120 - - 2,505,270 961,871 I 354-COP'S PROGRAM GRANT-STATE 639,254 200,000 242,060 597,194 -356-JUSTICE ASSIST GRNT(JAG)ARRA - - - - 361 -JUSTICE ASSISTANCE GRANT(JAG) 2,339 23,460 - - 40 25,759 370-OTS-DRINK,DRIVE,LOSE"GRANT" 1,777 - - - - 1,777 I 373-COPS SECURE OUR SCHOOLS GRANT - 374-COPS HIRING PROGRAM GRANT 12,500 150,730 163,910 (680) 380-HOMELAND SECURITY GRANT-FIRE 21,773 35,000 - - 35,570 21,203 I381 -HOMELAND SECURITY GRANT-POLICE (59,482) 20 - - - (59,462) - - gip' -` , Fiscal Year 2015/16 Adopted IFudgct Page 170 L, .. ] I City of Rancho Cucamonga I Spendable Fund Balances Fiscal Year 2015/16 Adopted Budget Estimated Estimated Il Spendable Budget Spendable Fund Balance Operating Operating Fund Balance ' July I,2015 Revenues Transfers In Transfers Out Expenditures June 30,2016 396-HOUSING SUCCESSOR AGENCY 4,236,317 56,850 4,173,410 - 2,315,680 6,150,897 838-AD 91-2 REDEMPTION-DAY CANYON 85,844 32,520 - - 55,060 63,304 848-PD 85 REDEMPTION FUND 1,001,850 1,256,470 - - 1,268,430 989,890 ' 868-CFD 2000-03 PARK MAINTENANCE 467,217 417,410 - 50,000 480,970 353,657 TOTAL SPECIAL REVENUE $ 125,200,374 $ 53,020,590 $ 5,157,980 $ 513,120 $ 65,148,220 $ 117,717,604 CAPITAL PROJECTS I 600-AD 82-1 6TH ST INDUSTRIAL $ 12,955 $ 150 $ - $ - S - $ 13,105 602-AD 84-I DAY CREEK/MELLO 1,105,103 12,960 - - 3,490 1,114,573 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) - - - - (41,128) 607-CFD 2000-01 SOUTH ETIWANDA 63 - - - - 63 1 ' 612-CFD 2001-01 488,309 5,720 - - 130 493,899 614-CFD 2003-01 PROJECT FUND 174,913 - - - - 174,913 615-CFD 2003-01 CULTURAL CENTER 5,048 - - - 5,000 48 617-CFD 2004-01 RANCHO ETIWANDA ES 92,884 60 - - - 92,944 I 680-CFD 2006-01 VINTNER'S GROVE 608,713 20 - - 100,000 508,733 681 -CFD 2006-02 AMADOR ON ROUTE 66 7,954 70 - - - 8,024 TOTAL CAPITAL PROJECTS $ 2,454,814 $ 18,980 $ - $ - $ 108,620 $ 2,365,174 ENTERPRISE FUNDS I 700-SPORTS COMPLEX $ 13,135 $ 469,020 $ 2,223,290 S - $ 2,692,310 S 13,135 702-REGIS CONNECT 35,892 39,600 - - 72,240 3,252 705-MUNICIPAL UTILITY 9,345,663 12,609,430 - 1,255,350 9,072,920 11,626,823 I 706-UTILITY PUBLIC BENEFIT FUND 717,301 326,250 - - 553,630 489,921 708-RCMU CAPITAL REPLACEMENT FUND 2,605,898 30,490 - - - 2,636,388 TOTAL ENTERPRISE FUNDS S 12,717,889 S 13,474,790 $ 2,223,290 $ 1,255,350 $ 12,391,100 S 14,769,519 INTERNAL SERVICE FUNDS I 712-EQUIPNEHICLE REPLACEMENT $ 7,769,324 $ 94,950 $ - $ - $ 1,928,290 5 5,935,984 714-COMP EQUIP/TECH REPLCMENT FUND 2,760,502 491,600 142,920 - 2,215,340 1,179,682 TOTAL INTERNAL SERVICE FUNDS $ 10,529,826 S 586,550 $ 142,920 $ - 5 4,143,630 $ 7,115,666 I TOTAL CITY OF RANCHO CUCAMONGA $ 249,843,649 S 142,285,710 $ 9,527,830 $ 5,354,420 $ 158,248,840 $ 238,053,929 R.C.FIRE PROTECTION DISTRICT I SPECIAL REVENUE 281 -FIRE FUND $ 25,661,056 $ 24,215,140 $ - $ 1,009,850 S 23,205,290 $ 25,661,056 282-COMMUNITY FACILITIES DIST 85-1 3,010,467 6,031,710 - - 5,623,460 3,418,717 I 283-COMMUNITY FACILITIES DIST 88-1 1,831 1,200,000 1,009,850 - 2,209,850 1,831 285-FIRE TECHNOLOGY FEE FUND 22,719 5,280 - - - 27,999 288-FIRE PROTECTION CAPITAL FUND 39,466,526 6,207,880 - - 26,236,050 19,438,356 TOTAL SPECIAL REVENUE $ 68,162,599 $ 37,660,010 S 1,009,850 $ 1,009,850 $ 57,274 650 $ 48,547,959 TOTAL R.C.FIRE PROTECTION DISTRICT $ 68,162,599 S 37,660,010 $ 1,009,850 $ 1,009,850 $ 57,274,650 $ 48,547,959 TOTAL ALL FUNDS $ 318,006,248 $ 179,945,720 $ 10,537,680 $ 6,364,270 $ 215,523,490 $ 286,601,888 I I I•kcal Year ?U 1 I h Adopted I�ud ct 1'usc I s(1 - ar L I I City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% IFiscal Year 2015/16 Adopted Budget Estimated Estimated Spendable Spendable I Fund Balance Fund Balance $ July I.2015 June 30,2016 Change Change Reason for Changes>5500.000 and 10% CITY OF RANCHO CUCAMONGA I GENERAL FUND 001 -GENERAL FUND $ 29,865,864 $ 29,797,824 $ (68,040) -0.23% TOTAL GENERAL FUND $ 29,865,864 $ 29,797,824 $ (68.040) -0.23% I OTHER GENERAL FUNDS 003-REIMB ST/COUNTY PARKING CIT $ 4,218 $ 4,218 $ - 0.00% 006-CVWD REIMBURSEMENTS 401,889 480,639 78,750 19.59% 008-CNTY OF S.B.REIMBURSEMENTS (43,672) (32,222) 11,450 -26.22% I 016-COMM DEV TECHNICAL SRVCS FUND 1,809,679 1,832,929 23,250 1.28% 017-LAW ENFORCEMENT RESERVE 8,143,166 8,108,286 (34.880) -0.43% 018-TRAFFIC SAFETY 86,090 81,430 (4,660) -5.41% 019-INFO TECHNOLOGY-DEVELOPMENT 481,397 518,967 37,570 7.80% 020-CITY TECHNOLOGY FEE FUND 71,780 97,130 25.350 35.32% 022-MOBILE HOME PARK PROGRAM 109.339 93,059 (16,280) 14.89% 023-SB 1 186 CERT ACCESS SPEC PROG 1 6,536 1 8,656 2.120 12.82% 025-CAPITAL RESERVE 53.454.036 50,993,116 (2,460.920) -4.60% 073-BENEFITS CONTINGENCY 4,540,424 4,091,934 (448,490) -9.88% TOTAL OTHER GENERAL FUNDS $ 69,074,882 $ 66,288,142 $ (2,786,740) -4.03% SPECIAL REVENUE 100-ASSESSMENT DISTRICTS ADMEN $ 672,519 $ 618,969 $ (53.550) -7.96% I 101 -AD 93-1 MASI COMMERCE CENTER 301,066 301,186 120 0.04% 105-AB2766 AIR QUALITY IMPROVEMENT 533,880 594,890 61,010 1 1.43% 110-BEAUTIFICATION 1,571,822 858,712 (713,1 10) -45.37%Use of funds accumulated over a period of time III -PARK LAND ACQUISITION 3,221 303,221 300.000 9313.88% I 112-DRAINAGE FAC/GENERAL 2,058,428 2,314,778 256,350 12.45% 113-COMMIJNITY/REC CENTER DEVELPMNT 100,000 100,000 n/a 1 14-DRAINAGE-ETIWANDA/SAN SEVAINE 396,638 456,208 59.570 15.02% 115-HENDERSON/WARDMAN DRAINAGE 983,289 983,019 (270) -0.03% 116-ETIWANDA DRAINAGE 2,064,397 2,075,007 10,610 0.51% 118-UPPER ETIWANDA DRAINAGE 561,256 567,656 6,400 1.14% 119-PARK IMPROVEMENT 150,000 150,000 n/a 120-PARK DEVELOPMENT 13,851,850 13,275,460 (576,390) -4.16% 122-SOUTH ETIWANDA DRAINAGE 632,808 637,558 4,750 0.75% 123-LIBRARY IMPACT FEE 106,978 157,328 50,350 47.07% 124-TRANSPORTATION 19,21 1,687 18.728.367 (483,320) -2.52% 125-ANIMAL CENTER IMPACT FEE 23,027 38,037 15,010 65.18% 126-LOWER ETIWANDA DRAINAGE 596,301 603,081 6,780 1.14% I 127-POLICE IMPACT FEE 47,875 88,125 40,250 84.07% 128-ETIWANDA NO EQUESTRIAN FACIL. 665,172 672,722 7,550 1.14% 129-UNDERGROUND UTILITIES 11,646,830 1 1,158,930 (487,900) -4.19% 130-LMD#1 GENERAL CITY 606,923 674,583 67,660 11.15% I 131 -LMD#2 VICTORIA 2.782,291 2,681,081 (101.210) 3.64% 132-LMD#3A HYSSOP 40,919 33,979 (6 940) 16.96% 133-LMD#3B MEDIANS 1,167,728 626,098 (541,630) -46.38%Use of funds accumulated over a period of time 134-LMD#4R TERRA VISTA 3,600,873 3,563,603 (37,270) -I.04% I 135-LMD#5 ANDOVER 70,014 61,334 (8,680) 12.40% 136-LMD#6R CARYN COMMUNITY 225,171 197,621 (27,550) -12.24% 137-LMD#7 NORTH ETIWANDA 814,682 810,002 (4,680) -0.57% 138-LMD#8 SOUTH ETIWANDA 65,333 55,753 (9,580) -14.66% 139-LMD#9 LOWER ETIWANDA 2,117,486 1,719,146 (398,340) -18,81% I 140-LMD#10 RANCHO ETIWANDA 962,170 947.500 (14,670) 1.52% 150-GENERAL CITY STREET LIGHTS 68,801 69,601 800 1.16% 151 -SLD#1 ARTERIAL 726,797 605,827 (120,970) -16.64% 152-SLD#2 RESIDENTIAL 187,056 184,476 (2,580) -1.38% i153-SLD#3 VICTORIA 1,183,934 1,222,444 38.510 3.25% I kcal Year 2(115/16 Adopted liodgel I'agc 1 ti 1 I City of Rancho Cucamonga I Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2015/16 Adopted Budget I Estimated Estimated Spendable Spendable I Fund Balance Fund Balance $ July I,2015 June 30,2016 Change Change Reason for Changes>$500,000 and 10% 154-SLD#4 TERRA VISTA 506,742 544,672 37,930 7.49% 155-SLD#5 CARYN COMMUNITY (32.895) (70,825) (37,930) 115.31% 156-SLD#6 INDUSTRIAL AREA 396,839 419,899 23,060 5.81% I 157-SLD#7 NORTH ETIWANDA (52,118) (52,688) (570) 1.09% 158-SLD#8 SOUTH ETIWANDA 2,023.590 2,024,720 1,130 0.06% 170-GAS TAX 2105/PROP1 1 I 2,906.979 2,948,529 41,550 1.43% 172-GAS TAX 2106-2107 259.336 209,266 (50,070) -19.31% I 174-GAS TAX R&T7360 4,023.003 2,202,033 (1,820,970) -45.26%Use of funds accumulated over a period of time 176-MEASURE 1 1990-2010 1,177,562 800,902 (376,660) -31.99% 177-MEASURE 1 2010-2040 5,146.355 2,842,805 (2,303,550) -44.76%Use of funds accumulated over a period of time 178-SB 140 36,691 36,691 - 0.00% I 182-AB 2928 TRAFFIC CONGEST RELIEF 294,416 294,336 (80) -0.03% 186-FOOTHILL BLVD MAINTENANCE (1,413) (1,433) (20) 1.42% 188-INTEGRATED WASTE MANAGEMENT 2,390.848 2,381,178 (9,670) -0.40% 190-PROP 42-TRAFFIC CONGESTION MIT 401.793 405,333 3,540 0.88% I 194-PROPOSITION I B STATE FUNDING 237,990 240,710 2,720 1.14% 195-STATE ASSET SEIZURE 287,545 90,155 (197.390) -68.65% 196-CA ASSET SEIZURE 15% 3,954 3,954 - 0.00% 197-FEDERAL ASSET SEIZURE 120,023 10,743 (109,280) -91.05% I 198-CITYWIDE INFRASTRUCTURE IMPRV 16,765.470 17.369,550 604,080 3.60% 204-COMMUNITY DEVELOPMENT BLK GRNT 1,206,226 847,216 (359,010) -29.76% 209-FEDERAL SAFETEA-LU - - - n/a 211 -PROP 1B-SLPP - - - n/a 214-PEDESTRIAN GRANT/ART 3 - (20) (20) n/a t 215-ENRGY EFFICNCY/CONSRVATN GRNT (96) (96) - 0.00% 218-PUBLIC RESRCE GRNTS/HEALTHY RC (121) 370,879 371,000 -306611.57% 225-CA RECYC/LITTER REDUCTION GRNT - 40 40 n/a 226-USED OIL RECYCLING GRANT - - - n/a I 227-USED OIL RECYCLING PROGRAM (212) (182) 30 -14.15% 234-SAFE ROUTES TO SCHOOL PROGRAM (233,786) (217,886) 15,900 -6.80% 235-PROP 84 PARK BOND ACT (168,088) (168,088) - 0.00% 239-FEDERAL GRANT FUNDS-DREIER - - - n/a I 250-RECREATION SERVICES 2,759,861 2.603,541 (156,320) -5.66% 258-SENIOR OUTREACH GRANT (5,267) (5,267) - 0.00% 272-FREEDOM COURTYARD RSRC GRANTS 84 104 20 23.81% 290-LIBRARY FUND 4,233,549 4,233,549 - 0.00% I 291 -CA STATE LIBRARY 41,500 40,640 (860) -2.07% 292-STAFF INNOVATION FD(CA ST LB) 23.821 24,541 720 3.02% 301 -THE BIG READ LIBRARY GRANT 10,000 9,330 (670) -6.70% 302-LIBRARY SERVICES&TECH.ACT 37,061 37,061 - 0.00% 310-PUBLIC LIBRARY BOND ACT-2000 - - - n/a I 329-LIBRARY CAPITAL FUND 3.457,021 961,871 (2,495,150) -72.18%Use of funds accumulated over a period of time 354-COP'S PROGRAM GRANT-STATE 639,254 597,194 (42.060) -6.58% 356-JUSTICE ASSIST GRNT(JAG)ARRA - - - n/a 361 -JUSTICE ASSISTANCE GRANT(JAG) 2.339 25,759 23,420 1001.28% 370-OTS-DRINK,DREVE,LOSE"GRANT" 1,777 1,777 - 0.00% 373-COPS SECURE OUR SCHOOLS GRANT - - - n/a 374-COPS HIRING PROGRAM GRANT - (680) (680) n/a 380-HOMELAND SECURITY GRANT-FIRE 21.773 21,203 (570) -2.62% 381 -HOMELAND SECURITY GRANT-POLICE (59.482) (59,462) 20 -0.03% Receipt of former RDA Housing Bond proceeds 396-HOUSING SUCCESSOR AGENCY 4,236,317 6,150,897 1,914,580 45.19%net of project improvement costs 838-AD 91-2 REDEMPTION-DAY CANYON 85,844 63,304 (22,540) -26.26% I 848-PD 85 REDEMPTION FUND 1,001,850 989,890 (11,960) -1.19% 868-CFD 2000-03 PARK MAINTENANCE 467,217 353,657 (113,560) -24.31% TOTAL SPECIAL REVENUE $ 125,200,374 $ 117,717,604 $ (7,482,770) -5.98% I I i�c,1I l caf NIT,T 1O Adopted liud:,ct I'c1.!c 18.1'. L,. I 1 City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% IFiscal Year 2015/16 Adopted Budget Estimated Estimated Spendable Spendable ' Fund Balance Fund Balance $ July I,2015 June 30,2016 Change Change Reason for Changes>$500,000 and 10% CAPITAL PROJECTS 600-AD 82-I 6TH ST INDUSTRIAL $ 12,955 $ 13,105 $ 150 1.16% I 602-AD 84-I DAY CREEK/MELLO 1.105,103 1.1 14,573 9,470 0.86% 606-AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) 0.00% 607-CFD 2000-01 SOUTH ETIWANDA 63 63 0.00% 612-CFD 2001-01 488,309 493,899 5,590 1 14% I 614-CFD 2003-01 PROJECT FUND 174,913 174,913 0.00% 615-CFD 2003-01 CULTURAL CENTER 5,048 48 (5,000) -99.05% 617-CFD 2004-01 RANCHO ETIWANDA ES 92,884 92,944 60 0,06% 680-CFD 2006-01 VINTNER'S GROVE 608,713 508,733 (99,980) -16.42% 681 -CFD 2006-02 AMADOR ON ROUTE 66 7,954 8,024 70 0.88% TOTAL CAPITAL PROJECTS $ 2,454,814 $ 2,365,174 $ (89,640) -3.65% ENTERPRISE FUNDS 700-SPORTS COMPLEX $ 13,135 $ 13,135 $ 0 0.00% I 702-REGIS CONNECT 35,892 3,252 $ (32,640) -90.94% 705-MUNICIPAL UTILITY 9,345,663 11,626,823 $ 2,281,160 24.41% Results of operations;for use in future period 706-UTILITY PUBLIC BENEFIT FUND 717,301 489,921 $ (227,380) -31.70% 708-RCMU CAPITAL REPLACEMENT FUND 2,605,898 2,636,388 $ 30,490 1.17% ITOTAL ENTERPRISE FUNDS $ 12,717,889 $ 14,769,519 $ 2,051,630 16 13% INTERNAL SERVICE FUNDS 712-EQUIPNEHICLE REPLACEMENT $ 7,769,324 $ 5,935,984 $ (1,833,340) -23.60%Use of funds accumulated over a period of time I 714-COMP EQUIP/TECH REPLCMENT FUND 2,760,502 1,179,682 (1,580,820) -57.27%Use of funds accumulated over a period of time TOTAL INTERNAL SERVICE FUNDS $ 10,529,826 $ 7,115,666 $ (3,414,160) -32.42% TOTAL CITY OF RANCHO CUCAMONGA $ 249,843,649 $ 238,053,929 $(11,789,720) $ (0) IR.C.FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND $ 25,661,056 $ 25,661,056 $ - 0.00% I 282-COMMUNITY FACILITIES DIST 85-I 3,010,467 3,418,717 408,250 13.56% 283-COMMUNITY FACILITIES DIST 88-I 1.831 1,831 0.00% 285-FIRE TECHNOLOGY FEE FUND 22,719 27,999 5,280 23.24% 288-FIRE PROTECTION CAPITAL FUND 39,466,526 19,438,356 (20,028,170) -50.75%Use of funds accumulated over a period of time TOTAL SPECIAL REVENUE $ 68,162,599 $ 48,547,959 $(19,614,640) -28.78% TOTAL R.C.FIRE PROTECTION DISTRICT $ 68,162,599 $ 48,547,959 $(19,614,640) -28.78% ' TOTAL ALL FUNDS $ 318,006,248 $ 286,601,888 $(31,404,360) -9.88% I I I I fiscal Year 2015:16 :Adopted 13uc1_,et Page 18.E L, .;,•J 1 i 1 i 1 1 1 i 1 THIS PAGE INTENTIONALLY LEFT BLANK 1 1 i t 1 1 1 i 1 l j sea Year 20 15, ��,� .t. Adopted Budget Page 184 L•.';: • b• *Pi RANCHO CUCAMONGA ' CALIFORNIA DEPARTMENTAL BUDGET DETAILS I I Fiscal Year 201 5 16 Adopted Budget - Page 1 Sti ���'•�;� City Council , Department Budget Summary Overview of Department 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 staggered 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 2015/16 City Council Priorities 1 "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. • I Ir 1 kcal Yca 21)1 I() .\cloph:LI 1 iti4t t I'a■ic 1 Xh L,•-••� I I City Council Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 145,845 $ 154,080 $ 153,720 Operations and Maintenance 9,639 21,700 24,050 I Capital Outlay - - - Cost Allocation (49,840) (50,380) (48,700) Debt Service - - - I Transfer Out - - - Subtotal 105,644 125,400 129,070 IOther Funds I Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - I Cost Allocation - - - Debt Service - - - ITransfer Out - - - Subtotal - - - IAll Funds I Personnel Services 145,845 154,080 153,720 Operations and Maintenance 9,639 21,700 24,050 Capital Outlay - - - I Cost Allocation (49,840) (50,380) (48,700) Debt Service - - - Transfer Out - - - Total Cost $ 105,644 $ 125,400 $ 129,070 IStaffing Summary (Budgeted) I Full Time - - - Part Time 5.0 5.0 5.0 ITotal Staffing 5.0 5.0 5.0 Fiscal Year 2015/16 Adopted Budget /'age 187 1_2..:'_1 � _ 1 City Clerk Department Budget Summary Overview of Department I The City Clerk is an elected official charged with the responsibility of maintaining records of City Council actions, recordation of minutes for all meetings of the City Council, and verification of all Resolutions and Ordinances. In addition,the City Clerk is responsible for all documents and duties associated with municipal elections. This position works with the City Clerk Services Director, who is responsible for the day-to-day operations of the office. I FY 2015/16 Budget Highlights • Coordinate the filing of documents for the Fair Political Practices Commission and administration of the City's Conflict of Interest Code; conduct biannual review of Conflict of Interest Codes as required by law. I • Ensure the preparation of minutes for all City Council, Successor Agency; Fire Protection District, and City Council subcommittees. ' • Oversee the swearing in and orientation of appointees. • In conjunction with the Records Management Department, administer and coordinate the 1 November 3, 2015 Special Election for a West Side Community Facilities District and prepare, issue and process candidate nominations for the November 1, 2016 General Municipal Election (July—August 2015). I I I Voted 1 I I Fiscal Year 2015/16 Adopted IHuclget Page I 88 L.�•.�j I I City Clerk Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 2,646 $ 2,700 $ 2,700 Operations and Maintenance - 160 - I Capital Outlay - - - Cost Allocation (820) (820) (740) Debt Service - - - I Transfer Out - - - Subtotal 1,826 2,040 1,960 IOther Funds IPersonnel Services - - - Operations and Maintenance - - - Capital Outlay - - - ' Cost Allocation - - - Debt Service - - - I Transfer Out - - - Subtotal - - - All Funds I Personnel Services 2,646 2,700 2,700 Operations and Maintenance 160 Capital Outlay - - - ' Cost Allocation (820) (820) (740) Debt Service - - - ITransfer Out - - - Total Cost $ 1,826 $ 2,040 $ 1,960 IStaffing Summary (Budgeted) I Full Time - - - Part Time 1.0 1.0 1.0 ITotal Staffing 1.0 1.0 1.0 I fiscal Ycal- 2015'16 Adopted IUudgct Page 189 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 2015/16 Budget Highlights • Maintain funds in secure and liquid investments. 1 • 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 0 Years of Excellence- 141 .1!:;/ . ` \\*\\* I 1 ',. - I iseal Year 2015'16 Adopted Budget Page 190 L. •�; • •._ I I City Treasurer Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 2,647 $ 2,650 $ 2,700 Operations and Maintenance 15,729 19,880 14,010 Capital Outlay - - - Cost Allocation (6,580) (6,460) (4,580) Debt Service - - - Transfer Out - - - Subtotal 11,796 16,070 12,130 tOther Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - IICost Allocation - - - Debt Service - - - Transfer Out - - - II Subtotal - - - IAll Funds I Personnel Services 2,647 2,650 2,700 Operations and Maintenance 15,729 19,880 14,010 Capital Outlay - - - I Cost Allocation (6,580) (6,460) (4,580) Debt Service - _ Transfer Out - - - II Total Cost $ 11,796 $ 16 070 , $ 12,130 IStaffing Summary (Budgeted) I Full Time - - - Part Time 1.0 1.0 1.0 ITotal Staffing 1.0 1.0 1.0 -_.-.. < I:iscal Year 2015/16 Adopted Budget ['age 191 a, .��� � i 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. I 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 I 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 2015/16 Budget Highlights • Continue efforts to proactively manage Cucamonga Canyon, in concert with the US Forest I Service. • Enhance the performance measurement dashboard to include information about programs and services provided by all city departments. (City Council Goals EP-12 and EP-13) • Develop a Sustainability Action Plan. (City Council Goal ML-4) • Complete and implement a strategic Communications Plan. (City Council Goal EP-8) BODY. E 47'• --- I kcal 1 c,lr 2.01 ,I O .'Vlopicd1 I3udgct I',i1c 1O2 L,":: I I City Management Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 1,232,204 $ 1,539,080 $ 1,751,400 Operations and Maintenance 39,411 117,170 240,180 Capital Outlay - - - Cost Allocation (401,580) (416,290) (437,350) Debt Service - - - Transfer Out - - - Subtotal 870,035 1,239,960 1,554,230 111 Other Funds I Personnel Services 36,888 125,700 - Operations and Maintenance 376,654 282,070 24,280 Capital Outlay - - - ICost Allocation - - - Debt Service - - - Transfer Out - - - II Subtotal 413,542 407,770 24,280 All Funds I Personnel Services 1,269,092 1,664,780 1,751,400 Operations and Maintenance 416,065 399,240 264,460 Capital Outlay - - - I Cost Allocation (401,580) (416,290) (437,350) Debt Service Transfer Out - - - ITotal Cost $ 1,283,577 $ 1,647,730 $ 1,578 510 IStaffing Summary (Budgeted) I Full Time 11.0 12.0 12.0 Part Time 0.5 1.0 1.8 ITotal Staffing 11.5 13.0 13.8 fiscal Year 201 5/16 Adopted 13ud`get Page 19 L..'. J I � City Management I � ,i Performance Statistics illi l l u� ,H}: Healthy RC Highlights • Healthy RC Youth Leaders were awarded the City of Rancho Cucamonga's first ever Hel- , en Putnam Award for Excellence by the League of California Cities; • The City of Rancho Cucamonga and Healthy RC was named the Most Innovative City in the nation by the National League of Cities for its innovative policies, programs, strategies, and impact on reducing childhood obesity; • Ranked#1 in the nation for the second consecutive year in First Lady Michelle Obama's Let's Move! Cities, Towns and Counties initiative; • Rancho Cucamonga was awarded a Bicycle Friendly Community designation(Bronze Lev- 1 el) by the League of American Bicyclists; • Rancho Cucamonga was designated a Cool California City by the California Air Resources I Board for being one of the top three cities in California to reduce greenhouse gas emis- sions; • Received a Red Tape to Red Carpet award for implementing solar-friendly initiatives. I h . ` ;. t ti4k0 ' -• #- 4 irk:, ., . Legislative Advocacy �..�� I g Y 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. 1 2013 State Legislative Session 2014 State Legislative Session 51 Bills Tracked 35 Bills Tracked Oppose Oppose 17% 16% Support Support .4).;:e'-':•i-l' f I11% Watch Watch I 74% 72% •Watch •Support Oppose •Watch •Support Oppose I iscil lcdu ?()15 16 .\dloptcd limi`llet I'u L' 194 L.:_••J I City Management Services e ces t o the Community I City 1 Management I I I ' Healthy RC Community Performance Initiative Information Legislative Affairs Measurement and Program Reporting I I 1 I 1 I I 1 _— Fiscal Year 2015/16 Adopted Budget — Page 195 L,`�, � I Records Management I Department Budget Summary Overview of Department ' The Records Management Department operates under the administrative direction of the City Clerk Services Director. This 1'1 , Department is responsible for agenda management,legislation,and ' records management. The Department provides ancillary technical ' •i�'�S r• ,cement support regarding research requests from staff, officials, and the J. I general public as part of its records maintenance duties, including i'- • ` 1111'. ®' \, maintenance of the Municipal and Zoning Code and Conflict of Interest Code. 1 Records Management serves as the single point of contact to provide information to the community and general public relating to official City records. The Records Management Department ' maintains and updates placement of the City Council agenda packet on the City's website,prepares all agenda and minutes for the City Council, Successor Agency, Fire Protection District, and all City Council subcommittees. Additionally, the Department is responsible for assisting with proclamations,resolutions,ordinances, agreements,bid openings, contracts, records management, archiving and records destructions, and compliance with legal advertisements and public notification information. Finally, on a bi-annual basis, the Records Management Department coordinates and assists the City Clerk Services Director to administer all efforts associated with municipal elections in the City of Rancho Cucamonga. I FY 2015/16 Budget Highlights • Continue to image vital, historic and permanent records. • Coordinate Public Records Act requests and oversee Brown Act compliance. • Continue preparing all City Council, Successor Agency, Fire Protection District, and City Council Subcommittee agendas and minutes and assist with coordination of proclamations presented at Council meetings. ' • Continue to assist with bid openings, acceptance and calendaring of appeals and receipt of subpoenas. 1 • Implement electronic filing for Statements of Economic Interest and Campaign Disclosure Forms. I • Work with Departments to Update the Records Retention Disposition Schedules in order to assist them in retaining and organizing records for optimal operation and access. • Assess the current agenda process and research electronic workflow and agenda management systems that will streamline the agenda process and enhance accessibility , 201 1(i .\cliipt�'�i Uiidgci Page I% L �• I I Records Management Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 411,238 $ 440,100 $ 466,430 Operations and Maintenance 81,266 246,350 198,670 I Capital Outlay - (153 - - Cost Allocation (153,200) (196,730) (182,190) Debt Service - - - ITransfer Out - - - Subtotal 339,304 489,720 482,910 IOther Funds I Personnel Services - - _ Operations and Maintenance - - _ Capital Outlay - - - IICost Allocation - - - Debt Service - - - ITransfer Out - - - Subtotal - - - IAll Funds I Personnel Services 411,23 8 440,100 466,430 Operations and Maintenance 81,266 246,350 198,670 Capital Outlay - - - I Cost Allocation (153,200) (196,730) (182,190) Debt Service - - - Transfer Out - - - I Total Cost $ 339,304 $ 489,720 $ 482,910 IStaffing Summary (Budgeted) I Full Time 4.0 4.0 4.0 Part Time 1.3 1.3 1.3 ITotal Staffing 5.3 5.3 5.3 `t.... Fiscal Year 2015/16 Adopted Budget Page 197 L.4.:: I Records Management I Performance Statistics F r I _ _. r r� l t^ ` f t.tf li ,, r Ot," ft:: 1 City Council Agenda Items 2013 City Council Agenda Items 2014 Total=795 Total=685 1 I5,2 ,Bldg,7 IS,3 Bldg,3 PD, RDA/S.A. Animal,11 PD,5 RDA/SA,14 Animal,19 CMO,61 Planning,25 (M0,57 Plann4 31 Adm.,77 CSD,38 \NN, Admin.,51 CSD,49 Fue,74 City Clerk,74 Fire,99 �,, City Clerk,70 III library,22 Library,5 Finance,79 Finance,72 1 Pworks,51 Pworks,43 Eng,201 Eng,169 i Records Requests R 2013=641 •2014=760 1 90 83 83 83 1 80 70 iiidiii° 1ii 60 50 41 40 36 30 , 20 10 • 0 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec I T 7 ;, �\ fiscal Year 2015 16 ,Adopted I3udrsct Pa�gc 198 L.* J ■ Records Management Services to the Community Records Management II 1 Records Legislation Election I Preservation Agenda and Minute Administration I Preparation Legal Noticing Retention Legal Notices 1 Disposition Bond Releases Nomination Filing Public Records Candidate Handbook Requests Contracts Municipal Elections Recorded Claims/Subpoenas 1 Documents Ballot Measures Bid Openings Maintenance of Receive Petitions Municipal Code Appeals Disclosure of I Conflict of Interest Campaign Finances Code and Economic Interests Board and Commission Recruitments I I Fiscal Year 2015/16 Adopted Budget Page 199 L.•.:J 1 Police (Contract) 1 Department Budget Summary Overview of Department ' Since incorporation, law enforcement services in the City have been provided through a contract with the San Bernardino County Sheriffs I Department. The low crime rate that the City continues to enjoy is a direct result of the hard work and dedication of the men and women of the Police Department and the positive interaction and participation by the community in crime prevention activities. The Police Department has one of the largest volunteer units in the I 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 in working together to provide a better place to live. 1 Public safety is the City's highest priority. We strive to improve public safety while fording efficiencies through technology and innovation. The City recently purchased four "Zero" model electric motorcycles for use in discreetly patrolling our city parks and the Pacific Electric Trail, and added a narcotics detection K9. We will also be expanding our Public Safety Video Network which will serve to detect and resolve crimes, thereby serving as a force multiplier. 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. Toward that effort we have expand the Solution Oriented Policing team to work collaboratively on quality of life topics such as blight, homeless population reduction, and sex trade crime reduction. FY 2015/16 Budget Highlights • Develop the performance of the narcotics detection K9 and bloodhound teams. , • Continue to utilize the Solution Oriented Policing(SOP)Team, and provide new tools and training in the Know Your Limits program, sex trade crime investigations,and Community Oriented Policing strategies. (City Council Goal PS-7) • Expand the Public Safety Video Network and integrate other video systems used in the City. (City Council Goal PS-6) • Provide ongoing support of key prevention programs such as the new Park Rangers, Neighborhood Watch, Every 15 Minutes, and engage more actively in social media communications which keeps our citizens informed and participating in our crime prevention efforts. • Use state and federal grant money to enhance general fund money designated for increased patrols in parks, on trail systems and in Cucamonga Canyon. (City Council Goal PS-4) I fiscal 1'c,u- .'H l ' l H .\dopiekl Biicl12c1 2110 L,�••;J I I Police (Contract) Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services - - - Operations and Maintenance $ 29,669,433 $ 31,623,490 $ 33,264,340 I Capital Outlay 59,025 5,000 - Cost Allocation - - Debt Service 14,258 13,750 17,120 ITransfer Out 75,000 116,960 150,730 Subtotal 29,817,716 31,759,200 33,432,190 1 Other Funds IPersonnel Services - - - Operations and Maintenance 734,627 878,270 1,118,980 Capital Outlay 100,760 455,390 1,238,000 ICost Allocation - - - Debt Service - - - I Transfer Out 72,720 114,080 - Subtotal 908,107 1,447,740 2,356,980 IAll Funds I Personnel Services - - - Operations and Maintenance 30,404,060 32,501,760 34,383,320 Capital Outlay 159,785 460,390 1,238,000 ICost Allocation - - - Debt Service 14,258 13,750 17,120 ITransfer Out 147,720 231,040 150,730 Total Cost $ 30,725,823 $ 33,206,940 $ 35,789,170 IStaffing Summary (Budgeted) I Safety Personnel 135.0 133.0 133.0 Non-Safety Personnel 39.0 41.0 41.0 ITotal Staffing 174.0 174.0 174.0 ___ .; : --- dial Fiscal Year 20 I 5!16 Adopted Budget Page 201 L,��.�J I Police (Contract) I Performance Statistics 2014 Per ormance Highlights f • 111,133 calls for service — 1.2%decrease; I • Average response time for emergency calls was 4 minutes 24 seconds; • Part I crimes down 4%; 1 • Property crimes down 10%. Crime Data I ag`' 9915 9037 .1.. ' I 8000 I 4532 4252 6000 „4.) . _ I 4000 — y4,1+`! 2000 IPart Part II 111111 1 2013 •2014 'includes assaults,minor sex offenses,liquor law violations.vandalism.DUI I and drug abuse 'includes-homicide,forcible rape,robbery,aggravated assault and burglary Comparison 2013 and 2014 i Part I Crimes Part II Crimes I 900 taco ^900 $ WifidO ,'/On hb /on ,■i at, s,,, tu, ri,,. p., /Oli •1pt: 001] •201'1 DUI Traffic Accidents I -:::: iiiihili11 -1 I 1 1111 ]0 20 o I 0 lan tab Mar apr MaY lun lul a p Oa Nov Oat lan Feb Mar Apr May tun MI Aug Sep Oct Nay Der ...' •:o•: 201i ■2014 Fiscal \'car 2(115/16 Adopted Iluc.1t,et Page 102 L• J I Police (Contract) IServices to the Community Police (Contract) Patrol Crime Traffic Investigations Victoria Special iI Prevention Safety Gardens Units I I I I Targeted Gang Teams I Emergency Proactive Felony Case Response Volunteers Enforcement to Follow-up Solution Reduce Oriented Policing — — — Collisions _ — — Team Active Shooter CPTED CCW Pilot Retail Theft Response Bicycle Safety Project Investigations Program Classes Crime Free II Neighborhood Multi-Housing Watch Pawn Shop 3-K9's Dedicated DUI Liaison Enforcement rSchool Resource IOfficers 1 I 1 I I I I i /e. Fiscal Year 2015/16 Adopted Budget Page 203 � 1 Fire District Department Budget Summary Overview of Department I 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. '� �' 0 The Fire District is a subsidiary district of the City !' _ and has its own statutory funding. The City Council 4� ° :: r• s serves as the Fire District Board of Directors. - .' The Fire District's three pillars of direct service include Community Risk Reduction, Emergency Response and Emergency Management. The three pillars of service provide: fire prevention, inspection, wildland fire threat reduction, and public education/community outreach; structural ' and wildland fire suppression, emergency medical services, hazardous materials response and technical rescue; disaster preparedness, CERT, BERT, community resiliency and recovery. The Fire District supports these services through progressive executive and personnel I management, personnel development and intense training, advanced planning and financial administration, and logistical support which includes apparatus and facilities maintenance, I 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 I 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 2015/16 Budget Highlights ' • Continuation of capital projects with construction plans and ground breaking of the all- risk training center. (City Council Goal PS-1) , • Purchase land for Fire Station 178. (City Council Goal PS-5) • Retrofit existing fire stations with drought tolerant landscaping. • Outfit the Banyan and Day Creek Stations with cost-saving solar technology. • Additional six paramedic stipends for existing positions. • Reinforcement of Fire Prevention Bureau to meet growing inspection and risk reduction needs. I kcal Year 2015'1(? A loptc(1 204 L: •J I I Fire District Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 21,631,729 $ 23,701,960 $ 24,329,900 Operations and Maintenance 6,385,158 5,787,330 5,904,120 I Capital Outlay - - - - -Cost Allocation Debt Service 401,020 804,580 804,580 ITransfer Out 817,610 980,660 1,009,850 Subtotal 29,235,517 31,274,530 32,048,450 IOther Funds IPersonnel Services 9,021 49,290 - Operations and Maintenance 1,940,709 1,180,950 1,025,470 Capital Outlay 3,207,087 3,626,000 25,246,150 Cost Allocation - - - Debt Service - - - II Transfer Out - - - Subtotal 5,156,817 4,856,240 26,271,620 IAll Funds Personnel Services 21,640,750 23,751,250 24,329,900 Operations and Maintenance 8,325,867 6,968,280 6,929,590 Capital Outlay 3,207,087 3,626,000 25,246,150 ICost Allocation - - - Debt Service 401,020 804,580 804,580 ITransfer Out 817,610 980,660 1,009,850 Total Cost $ 34 ,3 92 334 $ 36,130,770 $ 58,320,070 IStaffing Summary (Budgeted) I Full Time 112.0 113.0 114.0 Part Time 4.1 3.2 4.1 ITotal Staffing 116.1 116.2 118.1 1.iscal Year 2015'16 Adopted IRudget Page 205 • : L ; J 1 Fire District , Performance Statistics Fire District Incident Summary 2014 • 12,226 incidents for fire, emergency medical/rescue, hazardous materials, and public ser- ' vice; 0.2%decrease; • 1,5502 fire incidents; 19% increase; • 10,221 emergency medical/rescue incidents; 5% increase; • 90 hazardous materials incidents; 7% decrease; • 365 public service incidents including water salvages, lockouts, police matters and other non-emergencies; 47% increase; • 1,651 incidents where no action was required; 24% increase. Business Inspections-2014 I •Commercial Business 3%3`%' ■Restaurant - 6% •Industrial/Manufacturing • •Automotive Repair or Maintenance III •Apartment and Hotel - •Merantile Business - a Place of Worship , I Gas Station • Y '1 I Public Education Highlights 2014 Employee Development Highlights 2014 • 86 public education activities and station • 36,126 total training hours (including tours held in 2014; classroom); 0.9% increase; • 19,568 citizen contacts made through • 70 multi-company training exercises; 47% public education activities; decrease; • Hosted the 4th Annual Junior Firefighter • 890.4 average training hours per shift per Camp for 13 youths ages 11 — 15; employee. • 906 people trained in Hands Only CPR. I isctil YcLIr 2.01 's 16 Adopted I3uddL,c1 I';1 C 2(1() il I I Fire District IServices to the Community I Fire District I I I I 1 1 Emergency Emergency Community Community Administration Response Management Risk Affairs 1 Fire Supression Ready RC I Structural Wildland Front Mitigation Prevention Country Inpsections Public Personnel Information Management and IEmergency Preparedness Weed Development Medical Services Abatement/ Volunteer Response Brush Clearance _ Coordination Planning/Finance ISpecial Operations Recovery Public Education Special Events Fire Shop Technical Rescue I Haz Mat Tactical Response Community and New Community Facility Business Construction Outreach Maintenance Emergency Plan Review I Response Response Planning Training I I I I I I � Fiscal Year 2015/16 Adopted Budget - Page 207 L;: I Administrative Services 1 Department Budget Summary Overview of Department I Administrative Services is unique in comparison to — " �_- other City departments in that its mission is to support - I the functions of the City's line departments. While line —_ —__ a ,-.__ . - departments typically provide service primarily to the y 4 ..-" public, the Administrative Services Department, while _ ! r I providing some direct public services, primarily al\ ,- provides extensive services and support to internal staff of the various City departments. I - 1 The Department's major service divisions are: Administration, Purchasing, and Special Districts. The Deputy City Manager — Administrative I Services also has oversight responsibility for the Finance, Human Resources, and Innovation & Technology Departments which are discussed in further detail in their respective sections. FY 2015/16 Budget Highlights I • The Division will eliminate one vacant Buyer II position and upgrade the Purchasing Clerk I to a Buyer I. These changes will allow the existing personnel to manage their demanding workload, while providing overall savings to the General Fund. • With the upgrade of the City's telephone system, Purchasing will be exploring the best I ways to serve our customers who call the City Hall main switchboard. While our purpose — world-class customer service — remains unchanged, our customer expectations do shift, I and we want to handle phones in a way that today's customers will most appreciate. • The formation of a new West-side Parks and Street Lighting District is planned for a November 2015 special election. Public information and education efforts will be a major focus of the division leading up to the November election day. (City Council Goal ML-1) I I I I 1 kcal Year 2015 16 Adopted Itudgct Page 203 •• I I Administrative Services Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 3,059,141 $ 3,461,630 $ 1,015,950 Operations and Maintenance 4,889,026 5,312,980 3,659,270 I Capital Outlay - (2,804,340) 21,610 - 255 Cost Allocation , ,340) (2,878,940) (1,255,340) Debt Service - - - ' Transfer Out 3,146,683 2,841,510 3,260,700 Subtotal 8,290,510 8,758,790 6,680,580 IOther Funds IPersonnel Services 1,725,156 897,960 1,034,950 Operations and Maintenance 6,701,285 5,610,000 5,040,260 Capital Outlay 2,206,691 2,688,390 6,264,540 ICost Allocation - - - Debt Service 48,410 553,520 70,700 ITransfer Out 45,286 50,000 50,000 Subtotal 10,726,828 9,799,870 12,460,450 IAll Funds ' Personnel Services 4,784,297 4,359,590 2,050,900 Operations and Maintenance 11,590,311 10,922,980 8,699,530 Capital Outlay 2,206,691 2,710,000 6,264,540 1 Cost Allocation (2,804,340) (2,878,940) (1,255,340) Debt Service 48,410 553,520 70,700 Transfer Out 3,191,969 2,891,510 3,310,700 I Total Cost $ 19,017,338 $ 18,558,660 $ 19,141,030 IStaffing Summary (Budgeted) I Full Time 33.0 30.0 8.0 Part Time 1.2 1.8 2.0 ITotal Staffing 34.2 31.8 10.0 1.iscaI Year 2(115 16 Adopted Budget Page 2U) L,:.. J Administrative Services Performance Statistics Purchasing Division Highlights 2014 • 428 Requisitions logged; 12.3% decrease; • 442 Purchase Orders issued; 2.2% decrease; • 86 requests processed for quotes, bids, proposals and qualifications; 34.4% increase; • $80,651 revenue received from on-line surplus auction; 4.4% increase; • $463,831 was spent on green products. • • r:4 1:74- Ar 1 1 I I Special Districts Highlights 2014 • $27,584,935 received in Special Districts tax revenue; 3% decrease; • 132,895 parcels submitted to the tax rolls for 35 special assessment districts with 100% accura- cy; • 278 CFD delinquency letters sent; 79% de- crease; • 52,148 newsletters sent; 81% increase. 1 fiscal Year 201 I 6 .Vloplcdl I'a;2 2 I it L•'•. i1 Administrative Services Services to the Community Administrative Services 1 Administration Special Districts Administration Purchasing 1 Procurement of Goods and Services Oversight Contract Responsibility Administer 38 Administration ' for Finance, Doll', Special Doll',and Districts in the Human Bid Resources City Management Departments Disposal of City Assets (surplus) 1 1 1 - ---- � Fiscal Year 201 /16 Adopted Budget - Page 2 1 1 ,'.; I Finance I Department Budget Summary Overview of Department I The overall mission of the Finance ti , , 1.i,• -, , R- Department is to provide excellent service to i; y.4 ` both our internal and external customers ' ;',.;y1 e ' '' ,0I 4i I with the highest degree of reliability and timeliness, while maintaining appropriate .� . y . ,,� �` =°- g �J V li II financial control of City resources. ' .— ik The Finance Department is responsible for _� • '4 I managing the financial operations of the ,�y. City of Rancho Cucamonga and the .�' Rancho Cucamonga Fire Protection District in accordance with generally accepted I accounting principles, as well as applicable laws, regulations and City policies. The Department consists of four divisions to accomplish its mission: I • 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). I • 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 I 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 I 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 2015/16 Budget Highlights • This year the Department will complete the upgrade of the City's financial system to I Sungard's OneSolution. The new software will allow many new features and enable the roll-out of other improvements in finance-related functions, including employee access to their payroll information online and automating workflows for personnel actions. • In the second half of 2015, another software upgrade will allow the Business License division to issue business licenses online to businesses within the city limits, saving new businesses the trip and time of an in-person visit to City Hall. • The addition of a part-time (10 hours per week) Office Specialist I will assist this busy department in keeping up with Business License and Accounts Payable filing. 1 Real Ycar 201s In \cloptcd littd ct 1'ullc 212 L..• ..— Al I Finance Department Budget Summary I Adopted Adopted Actuals Budget Budget ' Funds Summary 2013/14 2014/15 2015/16 IOperating Budget 1 Personnel Services $ 1,650,467 $ 1,884,420 $ 1,905,430 Operations and Maintenance 74,788 61,860 61,550 I Capital Outlay - - - Cost Allocation (436,160) (472,560) (454,460) Debt Service - - - ' Transfer Out - - - Subtotal 1,289,095 1,473,720 1,512,520 IOther Funds ' Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - ' Cost Allocation - - - Debt Service - - - ITransfer Out - - - Subtotal - - - IAll Funds I Personnel Services 1,650,467 1,884,420 1,905,430 Operations and Maintenance 74,788 61,860 61,550 Capital Outlay - - - ' Cost Allocation (436,160) (472,560) (454,460) Debt Service - - - Transfer Out - - - I Total Cost $ 1 289 095 $ 1,473,720 $ 1,512,520 IStaffing Summary (Budgeted) I Full Time 18.0 19.0 19.0 Part Time 0.8 0.8 TRUE ITotal Staffing 18.8 19.8 19.0 Fiscal Year 201 5'16 Adopted Budget Nile 213 L,:: Finance ' Performance Statistics Finance Highlights 2014 • $2,365,409 received in Business License revenue; 2.6% increase; ' • $2,625,274 received in Transient Occupancy Tax revenue; 16.2% increase; • $41,510 received in Admissions Tax revenue; 41% decrease (new revenue source effective April 2012); • 183,887 cash receipts processed; 2.8% increase. 1 Business License Data* 2013 2014 I 6.686 7,000 6,131 6,000 5,000 4,000 3,000 2,000 1,289 1,110 422 444 1,000 0 New Business Business Businesses License Closures Renewals 1 Data excludes vendors and contractors located outside of Rancho Cucamonga. City of Rancho Cucamonga Investment Effective Rate of Return Comparison January 2014- December 2014 1.40% 1.20% ' 1.00% 0.80% 0.60% 0.40% 0.20% 0.00% ,}A ,y4 1R 1. ,yR ,yR ,YP y4 'yC' ,,ad Sew ,aa PQr 4sai sp. .sw �<c yeQ od- dos oyc: -City Pool Average BofA Merrill Lynch U.S.Treasuries/Agencies 1-5 Yrs • I‘iscal Year 2111 5 i 16 .\doptecl 1 LILIgct Page 214 •' i•* Finance Services to the Community Finance 1 I I I I ' Accounting Budgeting and Business Treasury Financial Licensing Management Reporting Accounts Payable Accounts Receivable Issuance and Coordinate City's Renewal of Business Daily Cash Annual Budget Licenses Management Cashiering Prepare Ensures Compliance Investment of Funds Fixed Assets Comprehensive Annual Financial Report(CAFR) with City's TOT and Admissions Tax Investment Reporting General Ledger Ordinances ' Payroll I I 1 1 1 Fiscal Year 2015/16 Adopted Budget Page 215 L, •;;� I Human Resources Department Budget Summary Overview of Department The Human Resources 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 is responsible for ' • Employee Relations • Recruitment • Benefits • Classification and Compensation • Organizational Development Risk Management Division consults 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: I • Liability • Safety/Loss Control • Worker's Compensation • Employee Wellness FY 2015/16 Budget Highlights • Incorporate new paid sick-leave laws and focus on the continued implementation of the Affordable Care Act (ACA). A key focus for the Department in FY 2015/16 will be the tracking and reporting of the Affordable Care Act and updating City policies and procedures to ensure compliance with all mandates and preparing for the impacts of the ACA's "Cadillac Tax" in 2018. • Continue to improve and expand the City's Onboarding Program by incorporating the first year Team RC guidelines. • Continue to improve employee development and succession planning. • Complete the FLSA audit initiated in prior fiscal year. , • Continue to look for ways to give employees better access to benefit and pay information and give them the ability to make benefit changes through the City's HRIS system. • Work to improve the efficiency and effectiveness of HR practices and procedures in order to provide better service to internal and external customers. • Use social media and participate in community events as a way to improve outreach for recruitments and the profile of the City. • I iscal Year 2015 16 Adopted Budget I'aue 216 ' , J I Human Resources Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 Operating Budget IPersonnel Services $ 592,645 $ 733,780 $ 755,650 Operations and Maintenance 138,392 203,610 281,130 I Capital Outlay - (230 - - Cost Allocation (230,450) (268,660) (284,010) Debt Service - - - ' Transfer Out - - - Subtotal 500,587 668,730 752,770 IOther Funds IPersonnel Services - - - Operations and Maintenance - - - Capital Outlay - - - - - I Cost Allocation Debt Service - - - ITransfer Out - - - Subtotal - - - 111 All Funds I Personnel Services 592,645 733,780 755,650 Operations and Maintenance 138,392 203,610 281,130 Capital Outlay - - - ICost Allocation (230,450) (268,660) (284,010) Debt Service - - - ITransfer Out - - - Total Cost $ 500,587 $ 668,730 $ 752,770 IStaffing Summary (Budgeted) I Full Time 5.0 6.0 6.0 Part Time - - - ITotal Staffing 5.0 6.0 6.0 I.iseal Year 2015/16 Adopted Budget Page 217 .L•.. J. I Human Resources I Performance Statistics I Human Resources Highlights 2014 I • 35 full-time position recruitments; 21% increase; I• 41 part-time position recruitments; 17% increase; • 12,530 online applications screened; 67% increase; • 670 paper applications screened; 63% decrease; I • Beginning in 2014 all but one recruitment was conducted on line. I % I . 1p . OA fk --.., 4 fitt I A ♦ - J ,,,,. . ( • . . alt.. . _,_ ,... ea I At s 1 Risk Management Statistics I Workers Compensation Claims 2013 2014 General Liability Claims 2013 2014 I 30 z; 30 I 20 tw_... 25 22 14 19 15 20 i0 1 6 15 6 10 11 5 3 10 8 ,- 7 i Ii 4 1_0 1 1 0 1 . .0 = 1 5 4 5 WV( 3 3 ArvindArvind dcode LSD Adnar Ptak Fin --� i Sery m. Srnkes works 0 Traffic City Potholes Trip&Fall Trees Misr. Accidents Contractors I I•fiscal Year 21)15!I(, :\cloptecl l;u(l�cet - Page 218 La J I I Human Resources IServices to the Community Human IResources IPersonnel Risk Services Management I I I 1 Classification Employee Safety/ Relations Recruitment and Liability Loss Control I Compensation 1 1 I 1 I Benefits Organizational Workers' Employee Development Compensation Wellness I I I I I I I I I , ., Fiscal Year 2015/16 Adopted Budget Page 219 Department of Innovation and Technology (DoIT) Department Budget Summary Overview of Department The DoIT is the City's newest department, bringing together the Information Services and GIS Divisions into a unified yet diverse technology group that will continue to lead innovation efforts throughout the organization. The DoIT is responsible for supporting customers through: • Geographic Information Systems • Enterprise software applications (GIS) • All desktop and mobile computers, • REGIS, the GIS shared services unit printers, and copiers • Computer systems and network • Telephone systems 1 FY 2015/16 Budget Highlights • The City's telephone system is early 90's -4 +'.. technology, and the devices providing '�' ` . '„ �` � � _ . connectivity to remote sites are no longer � ,., supported. Over the last several years, G '" J departments and the public have been experiencing system problems on a regular '' basis as a result of the age and declining �. • y` condition. Funds are budgeted this year to , ; replace this aging system with a new one ✓: that will use VoIP technology. • The GIS Division will continue to grow the REGIS business, through which the division acts as a business partner to other public agencies wanting to develop their GIS programs. • Phase 3 of improvements to the Accela Automation system will bring new features and improvements for the development community, and improve internal workflow and reporting. • New technology projects anticipated include an agenda management system, an upgrade to the CLASS recreation registration system, and the development of an automated work order system for Public Works. (City Council Goal 00-2) • The new Department will be located in the Innovation Lab, a newly-configured space on the Garden Level of City Hall. In addition to work spaces, the Lab will feature a new multi-purpose training and conference room space. (City Council Goal EP-10) I I iscul Your 2015 16 \((opted Budget I'a`_c 7.20 I I Innovation & Technology Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget 1 Personnel Services $ - $ - $ 2,599,000 Operations and Maintenance - - 1,967,850 I Capital Outlay - - - Cost Allocation (1,642,050) Debt Service - - - ' Transfer Out - - - Subtotal - - 2,924,800 IOther Funds 1 Personnel Services - - - Operations and Maintenance - - 1,162,240 I Capital Outlay - - 759,610 Cost Allocation - - - Debt Service - - 489,580 ITransfer Out - - - Subtotal - - 2,411,430 IIAll Funds I Personnel Services - - 2,599,000 Operations and Maintenance 3,130,090 Capital Outlay - - 759,610 Cost Allocation - - (1,642,050) Debt Service - - 489,580 Transfer Out - - - II Total Cost $ - $ - $ 5,336,230 IStaffing Summary (Budgeted) I Full Time - - 22.0 Part Time ITotal Staffing - - 22.0 l.iscal Year 2015%16 Adopted Budget Pave 221 �•�• :A I Innovation and Technology I Performance Statistics Information Technology I Maintained by the IS Division F I • Desktop &Notebook Computers; 'w • iPads; • Central Computer Servers; '� _o I • Printers; • Enterprise Applications; • Office Productivity Programs; es:,;M I • Multi-Function Photocopiers; / t''' • Wired& Wireless Networks; j • 1782 Help Desk Tickets Completed. I I I IS Completed Work Orders IS Completed Work Orders by Type 700 3S4 700 sii sae I 11 304 ., M .. Ego 150 500 6 i.: .. 2.: , 404 .It .>;� -C 400 ..._ Atia ISO 11:1 it 300 i ` e• 200 50 100 35 6 ?5 0 0 { I I I 0 IErai� Jai fea Mt Apr May Nn U' Aup ka Ott Hav DEf Hardware Software&Hle Account Web Services Management Management 2013 2014 2013 2014 I I I I i,,c,II l c:lr 't)1 ..:; I () \,iuplcd I; i■I t I':1,.. ,-,- L'... 1 I Department of Innovation and Technology ' Services to the Community Innovation o anon and ' Technology I Administration/ Customer Support 1 Geographic Applications Information Systems Systems (GIS) Fiscal Year 2015/16 Adopted Budget Page 223 ,'��' 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 is on strengthening the overall operations of the Department, increasing the live placement rate of cats and kittens, increasing the use of volunteers,and expanding animal care programs such as animal behavior and enrichment, adoptions and foster care. 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 ' 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 veterinarians; microchip services; and contracts for outside veterinary services for specialty medicine and after hours care. FY 2015/16 Budget Highlights ' • Restructuring job assignments utilizing the current staffing and one new full time equivalent position to create specialized animal care divisions whose focus are on general i operation oversight, developing an enhanced animal behavior and enrichment program and expanding the animal adoption program both onsite and offsite (Animal Center's Strategic Plan goal). • Improve our placement rate of adult cats and kittens by implementing a Community Cat Program for feral cats and opening a 24 hour kitten nursery to care for an anticipated 600- 800 orphaned kittens until they are old enough for adoption. The kitten nursery is staff run and largely volunteer supported and is one of the first to open in California that is operated by a Municipal Animal Center. These programs are made possible due to expanded fundraising efforts. (City Council Goals PS-2 and PS-3) • Expand our partnership with Western University College of Veterinary Medicine to include , internships and act as a teaching hospital for third and fourth year Veterinary students. Additionally, the Center expanded our use of Western's mobile spay and neuter vehicle to provide low cost spay and neuter opportunities for pets owned by Rancho Cucamonga residents. I i kcal 1'c,u- ()1 I(� \dloptc■l I;itd ct I',wr • II I Animal Care and Services Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 2,073,563 $ 2,317,620 $ 2,537,420 Operations and Maintenance 496,284 491,500 481,460 I Capital Outlay - - 20,000 - Cost Allocation - Debt Service - - - ' Transfer Out - - - Subtotal 2,569,847 2,809,120 3,038,880 IOther Funds 1 Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - ICost Allocation - - - Debt Service - - - ITransfer Out - - _ Subtotal - - _ IAll Funds I Personnel Services 2,073,563 2,317,620 2,537,420 Operations and Maintenance 496,284 491,500 481,460 Capital Outlay - - 20,000 I Cost Allocation - - - Debt Service - - - Transfer Out - - - I Total Cost $ 2 569 847 $ 2,809,120 $ 3,038,880 IStaffing Summary (Budgeted) I Full Time 23.0 21.0 22.0 Part Time 6.5 9.2 11.0 ITotal Staffing 29.5 30.2 33.0 lFiscal Ycar 2015'16 Adopted Budget Page 225 I Animal Care and Services I Performance Statistics Animal Center Highlights 2014 • Staff took a road trip and drove 16 Chihuahuas to our shelter partner in Augusta Maine, I where they were placed in adoptive homes; • More than 100 owned pets were evacuated and cared for during the Etiwanda Fires; I• 170 free roaming cats were spayed and neutered as part of targeted spay and neuter efforts; • Volunteers and staff organized and hosted our largest Furry Friends Festival and Pet Walk A Thon which raised more than $16,000; I • The Animal Center and Public Works collaborated to hold a successful Public Works Pet Adoption Day. I Animal Intake(Dogs&Cats) 2013 a 5,356 I ■2014=5,148 3,972 4,000 3,681 3,000 , I 2,000 • t *- .�`p ve 834 ( Al ."1` Yr" 1.'S. 1 1,000 281293 841 \/ , ' ,` {/,e� M 154 174 41 112 67 54 - B - "'IMP -44,a 0 Stray, Owner Adoption Returned Born at Owner I Abandoned, Surrender Returns from Foster Center or Requested Confiscated Care Transfer Euthanasia Pr I 2013=5.179 Animal Outcome(Dogs&Cats) 2014=4,975 * • . - '�' 2.367 2,417 ,lb,, 2,500 2,000 III 1,500 . , ` 1. v. 1,000 i!7 707 I I4fl %5522 6e7 s6o 'c-is I mil, iii 500 22 =_ ••11110, �� 66 54 0 Adoptions Trap Transfer to Placed In Placed Reunited Euthanized Euthanized I Neuter Correct Foster Care with with (Behavior/ (Owner Return Center Rescue Owner Medical) Requested) Animal Center Activities -2013 •2014 FIPr' N , .. 14,000 12.734 13,154 h 12,000 10,000 7,731 7,940 8,000 1 r I., ( '' .y� ,. '4�aaa�F.eta s r . I 6.000 v,1 '-i .; 7........' 4.000 I ti ■f1 1 it ,, 2.000 ill u t!� ilV r Field Calls Animal Licenses Sold Fiscal Year 2015'16 Adopted IRudgei Page 226 L.•• 1 Animal Care and Services Services to the Community Animal Care and Services Community ' Administrative Programs and Veterinarians Animal Care Field Services Services Information and Adoptions Administration Community Animal Care Field Service Outreach Officers ' Animal Spay and Neuter Vouchers Adoptions Volunteers Dispatcher Trap Neuter Animal Health Release Program Foster Care and Wellness Animal Licensing 1 1 I 441:,V. Fiscal Year 2015'16 Adopted Budget Page 227 , •�; Community Services Department Budget Summary Overview of Department Community Services provides a wide variety of programs, services and facilities to the residents of Rancho Cucamonga to enhance the quality of life for individuals of all ages. Department activities are coordinated through seven Divisions: Administration, Youth and Adult Sports, Youth and Family Programs, Special Events, Cultural Arts/ Playhouse • Operations, and Seniors and Human Services. 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 4`11 Spectacular, Movies in the Park, Concerts in the Park and the Founders Community Parade. At the Epicenter and Adult j Sports Complex,the Department coordinates the lease agreement with - the RC Quakes, a Class A baseball team, and coordinates rentals and +_ ' filming. The Department assists dozens of community organizations ! �'` • in their mission with facility usage and partnership efforts. - _ The Department is proud to offer unique opportunities for the I 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. 1 FY 2015/16 Budget Highlights • Work in conjunction with Police and Fire Departments to implement a pilot Park Ranger i program to enhance public safety in our most heavily used parks, as well as along the Pacific-Electric Trail and the Cucamonga Canyon area. I • Implement the replacement for the current CLASS Registration Program, ActiveNet through a team effort with the DoIT. (City Council Goals 00-1 and 00-2) • Design work on a Trailhead at Central Park and modifications to the Victoria Gardens Cultural Center Courtyard; continue the design phase of the relocation of the RC Family Sports Center; and begin the construction phase of Los Amigos Park (formally Southwest Park). (City Council Goals PR-1, PR-2, PR-3, PR-4 and PR-5) • Continued emphasis on Fund Development to augment General Fund support including forging new partnerships with businesses and corporations. I.iscal Year 2(115 1() :Wooed Budget Page 228 I I Community Services Department Budget Summary IAdopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 I Operatin g Budget et IPersonnel Services $ 3,418,882 $ 4,007,310 $ 4,139,860 Operations and Maintenance 725,030 735,730 813,130 I Capital Outlay 68,918 83,000 - Cost Allocation - - Debt Service - - - ' Transfer Out - - - Subtotal 4,212,830 4,826,040 4,952,990 I Other Funds IPersonnel Services 2,466,341 2,909,610 2,858,960 Operations and Maintenance 1,980,573 2,166,360 2,095,130 Capital Outlay 396,621 446,250 1,460,000 ICost Allocation - - - Debt Service - - _ Transfer Out 1,888 - - Subtotal 4,845,423 5,522,220 6,414,090 IAll Funds I Personnel Services 5,885,223 6,916,920 6,998,820 Operations and Maintenance 2,705,603 2,902,090 2,908,260 Capital Outlay 465,539 529,250 1,460,000 ICost Allocation - - - Debt Service - - - ITransfer Out 1,888 - - Total Cost $ 9,058,253 $ 10,348,260 $ 11,367,080 IStaffing Summary (Budgeted) I Full Time 43.0 45.0 45.0 Part Time 190.5 192.6 188.9 ITotal Staffing 233.5 237.6 233.9 I-iti�'aI Year 2015:`I(� Adopted Budget et Page 229 L•,': _i 1 Community Services I Performance Statistics 2014 Registration Highlights* I • Over 33,000 registrations processed annually; • Rancho Cucamonga residents comprise 86%of total registrations; I • CSD actively promotes online registration, which is on the rise and includes 31% of all registrations; • Contract Classes introduced new Music Programs; I • Contract Classes account for 7%of programs. *Registration numbers exclude the Lewis Family Playhouse and Special Events, which are tracked separately I / ■2013.4a0a0 CSD Program Registrations 132014.u,esa ■ 45.ILJ 41.262 13,4115 al 1 Resident Hon-teskient Walk-In On-Line Registrations Registrations Registrations Registrations 2014 Program Highlights • Over 40,000 people attended Community Services Department special events in 2014; 1 • Community Services Department volunteers increased by 5% from 2013 to 2014. 2014 Playhouse Highlights • Gift certificate sales for the 2013/14 sea- ' son totaled $3,113; 16% decrease; Lewis Family Playhouse ■Seasao7(2012n3)=43,55, Ticket Sales ■St•sce8(2013nq=43232 • The amount of tickets donated to non- profits continues to grow increasing 13% 45000 "OW I over 2013; 40.000 32.001 32.595 • The 13/14 season shows a marked in- 35.000 AMY subscriptions; 30'00° crease in renewing 25,000 2t375%us 1 • Electronic media and print media are the 20000 most effective ways of turning contact 15.000 $125 t,>;q with a patron into a ticket sale; 10.000 - r 5,000 1.1_ • The number of Facebook fans for the 0 _ -- Lewis Family Playhouse has increased Resident ridadssdd Tickets Sold by 25% from 1,179 in 2012 to 1,473 in raieds4 rrxelstres On-Line w iiin�ii I 2013. 1 iscal Yew- 21115 16 Adopted! 13uk1�gct l',L,,' T;i;, II I Community Services Services to the Community Community Services I 11 I ' Recreation/ Community Cultural Arts Administration Services Playhouse — Sports Advisory — Community Administration Finance ' Senior Advisory _ Playhouse Professional Programs Park Development 1 Youth/Teens — Human Resources Seniors tSports IEvents Marketing Registration Operations Park Rangers 1 Fiscal Year 2015/16 Adopted 13udget Page 231 L': 'J Economic and Community Development S Department Budget Summary Overview of Department I The Department encompasses all Economic and Community Development activities including Building and Safety and Community Improvement, 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 2015/16 Budget Highlights I • Deliver services of Building and Safety, Engineering, Planning, and Public Works under a common philosophy of innovation and excellent customer service. t • 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"Accelerate", the Accela Automation ro'ect integrating the P J g g development services of the City. • Implement the Economic Development Strategic Plan to lay the foundation for the City's g Y y economic development efforts over the next 5 to 10 years. (City Council Goal EP-2) • 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 i Development liaison and partnering with programs such as the annual job fair and the Inland Empire Small Business Development Center (IESBDC). • Continue to work with ESRI to assist in the development of site selection tools for economic development. i 1 l i.L,11 \ c,u 201 1t, I';i2c 1.,2 I I Economic and Community Development Department Budget Summary IAdopted Adopted Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 197,878 $ 293,520 $ 384,590 Operations and Maintenance 192,734 228,800 348,350 I Capital Outlay - - - -Cost Allocation - Debt Service - - - ' Transfer Out - - - Subtotal 390,612 522,320 732,940 IOther Funds ' Personnel Services - - - Operations and Maintenance 254,268 52,340 31,010 Capital Outlay - - - ICost Allocation - - - Debt Service - - - 1 , Transfer Out 135,070 135,070 135,070 Subtotal 389,338 187,410 166,080 IAll Funds I Personnel Services 197,878 293,520 384,590 Operations and Maintenance 447,002 281,140 379,360 Capital Outlay - - - ' Cost Allocation - - - Debt Service - - - Transfer Out 135,070 135,070 135,070 Total Cost $ 779,950 $ 709,730 $ 899,020 IStaffing Summary (Budgeted) ' Full Time 1.0 2.0 2.0 Part Time 0.8 ITotal Staffing 1.0 2.0 2.8 1 I iscul Year 2015 16 Adopted Midget Page 233 L•.-:;J I Economic and Community Development Performance Statistics 1 I Please see Performance Statistics for Economic and Community Development , in each of the following department sections: I Building and Safety Engineering Services ' Planning Public Works Services , 1 I I I I i I kcal 1 cal �'t�1 I() .\iloiltcJJ Ii<<<i_ •4 L, • i Economic and Community Development Services to the Community Economic and Community Development I Oversee Services of: Foster Economic ' Assist in Implementing City Council's goals Development through Building and Safety Focused Programs that Engineering Promote the Quality of Planning Oversight of Key Life and Economic Capital Projects Health of the Public Works Community 1 1 1 I i f 1 1 Fiscal Year 2015/16 Adopted Budget -- Page 235 L'' J 1 Building and Safety Services I Department Budget Summary Overview of Department I The Building and Safety Services Department, in partnership with the community: • Supports the community's construction projects through plan checking, permit and inspection services to meet the ' requirements of construction codes, state *. • mandated regulations and municipal <04,` ' codes. • • Works with other City departments to Ar apply regulations and conditions to - construction projects. • Enforces the requirements of City ordinances and municipal codes through the Community I Improvement Division. • Coordinates and assists other City departments in managing building capital improvement I projects. Building and Safety Services enforces a series of nationally recognized standards and construction codes as well as mandates from state regulatory agencies, in matters pertinent to building construction, grading, drainage, water quality and permit process. In addition, Building and Safety Services also enforces compliance to codes as it relates to energy, ADA laws,places of assembly, and housing requirements. Field inspections and safety assessments are performed by field inspectors. Plan checking is accomplished by in-house plan check staff and through the use of contract engineers, if needed, 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 Community Improvement Division is responsible for the enforcement of the City's zoning, sign, public nuisance, noise, property maintenance and various City codes. This division also manages the Community Improvement Volunteer Program. ' FY 2015/16 Budget Highlights • Continue to further enhance the use of the new permit software—Accela Automation(AA) and the Electronic Development Review (EDR) process. The use of AA and EDR will continue to improve employee productivity and customer service greatly during this fiscal I year. (City Council Goal EP-16) • Provide and coordinate the activities of three neighborhood clean-ups. • Work with businesses to ensure compliance with the sign and shopping cart ordinance. I • Consolidate and provide shared services among the department's key work units and collaborate with all city departments on special projects. I i..ul l gar 22()1 1 ti \t_Iopted 1111(.1141/4:i 1';1, � �: ...J I I Building and Safety Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget 1 Personnel Services $ 2,187,007 $ 2,319,000 $ 2,456,150 Operations and Maintenance 213,750 214,700 261,450 I Capital Outlay � - - Cost Allocation - Debt Service - - - I Transfer Out - - _ Subtotal 2,400,757 2,533,700 2,717,600 IOther Funds li 1 Personnel Services - - - Operations and Maintenance 380 41,390 41,050 Capital Outlay - - - I Cost Allocation - - - Debt Service - - - ITransfer Out - - - Subtotal 380 41,390 41,050 IAll Funds I Personnel Services 2,187,007 2,319,000 2,456,150 Operations and Maintenance 214,130 256,090 302,500 Capital Outlay - - - I Cost Allocation - - - Debt Service - - - Transfer Out - - - II Total Cost $ 2 401 137 $ 2,575,090 $ 2,758,650 1 Staffing Summary (Budgeted) Full Time 25.0 24.0 24.0 Part Time 0.9 0.5 ITotal Staffing 25.9 24.0 24.5 Fiscal Year 2015/1 6 Adopted Budget Page 237 L I Building and Safety I Performance Statistics I Building and Safety Highlights 2019 I • On average, 35% of customers had no waiting time for service at the permit counter, 25% had waiting time less than 5 minutes and 15% had waiting time less than 10 minutes; I • 99% of inspection requests were responded to within a twenty-four(24) hour turn-around time; • 10% of Community Improvement cases were responded to within a twenty-four(24) hour Itimeframe; • The Building and Safety Department processed 959 permits for photovoltaic solar pro- jects, an increase of 43% over 2013. Building&Safety Revenue •2013=$2,402,607 •2014=$2,057,110 , $1,331,092 r $1,400,000 $1,129,705 51,071,515 s e � $1,200,000 $921,405 e ,� ..� $ I 1,000,000 ii seoo,000 c $600,000 - .� Q,� �; },, �' $400,000 1 $200,000 f: . $0 Permits Plan Checks �" jr! I Community Improvement Active Cases 4,213 III 5,000 3,426 0 I 4,000 3,000 2,000 1,000 0 2013 2014 Permits Issued Inspection Requests I 19,581 19,849 5,000 3,201 20,000 'dill I i 4,000 - 3 19,000 2,000 18 I ,000 1,000 17,000 0 2013 2014 2013 2014 I lscal Yr,lr ?O I 5!1( 1ltitc(1 Budget 'ac 238 L • .. • ;; I I Building and Safety IServices to the Community I Building Iand Safety f I I I I IBuilding/Fire Building Community Support Services Construction Inspections and Grading Services Improvement Plan Checks and Fire and Inspection and Volunteer • Permit Construction Program I I I I I I I I I r Fiscal Year 2015/16 Adopted Budget - Paige 239 IL:...J I 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 Administration & Budget Section provides imperative - management and fiscal support to all six Engineering sections and i+�' L�'• is responsible for Capital Improvement budgets. The Land - Development Section is responsible for conditioning new development projects to install street improvements and collection of development impact fees, plan checking street improvement plans & tract/parcel maps and the issuance of all permits within I 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 1 schools and in the public right-of-way. The Capital Project Management Section designs and manages the construction of City-funded long term and short term projects, as well as serves operational and maintenance needs. The Environmental Programs Section is working collaboratively for an environmentally safe, healthy and sustainable community today and for future generations. The Rancho Cucamonga Municipal Utility Section is a well-managed enterprise that is dedicated to the operation and administration of the City's electrical distribution system, and project management of electric infrastructure capital projects. FY 2015/16 Budget Highlights • Provide support to SANBAG during on-going construction of the 1-15 at Base Line Road Interchange Project. Project completion is anticipated in FY16/17. • Prepare a master plan for the City's Intelligent Transportation Systems (traffic signals, communication systems, closed circuit video, etc.). • RCMU welcomed Tesla Motors as its first ever Electric Vehicle charging customer at Victoria Gardens • Almost 8,000 feet of distribution circuit and placement of 4 Pad Mounted Equipment switches installed along Arrow Route from Rochester Ave to Etiwanda Ave will provide for LED streetlights and allow RCMU to provide electric service to two large distribution warehouses. • Manage waste hauler franchise agreement negotiation process. • Promote the Reuse Shed opening at the HHW facility. • Construct the widening of Hellman Avenue at the Railroad Tracks. (City Council Goal EP-3) • Pavement Rehabilitation of Foothill Boulevard from Vineyard to Haven Avenue. I kcal 1 cal 201 s Ir, .\clt)picdd I3uRI Icl I'N,_2c 24 ) •••; I I Engineering Services Department Budget Summary IAdopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 1,509,695 $ 1,609,450 $ 1,753,050 Operations and Maintenance 323,702 418,580 401,300 I Capital Outlay - - 400,000 - Cost Allocation - Debt Service - - - 1 Transfer Out - - - Subtotal 1,833,397 2,028,030 2,554,350 IOther Funds 1 Personnel Services 4,679,588 4,976,750 4,801,370 Operations and Maintenance 10,947,235 12,889,530 11,878,810 I Capital Outlay 6,873,418 9,853,610 23,265,210 Cost Allocation Debt Service - - - ' Transfer Out 2,158,774 1,507,850 1,718,470 Subtotal 24,659,015 29,227,740 41,663,860 IAll Funds I Personnel Services 6,189,283 6,586,200 6,554,420 Operations and Maintenance 11,270,937 13,308,110 12,280,110 Capital Outlay 6,873,418 9,853,610 23,665,210 ICost Allocation - - Debt Service - - - Transfer Out 2,158,774 1,507,850 1,718,470 Total Cost $ 26,492,412 $ 31,255,770 $ 44,218,210 1 Staffing Summary (Budgeted) Full Time 32.0 34.0 34.0 Part Time 0.9 1.9 1.9 ITotal Staffing 32.9 35.9 35.9 1 kcal Year 2015 '16 .Adopted Budget Page 1)41 1 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: • 61 capital improvement projects identified in FY 2013/14 Capital Improvement Program (CIP); • 16 capital improvement projects approved for construction in 2014 totaling $4.2 million in community investment; Land Development • 2,019 permits issued for work in the Public Right-of-Way; 15.6% increase; • 18 customers assisted each day on average at the front counter. •2013=2,278 Permits Issued by Type •2014=2,2019 977 1000 821 767 800 474 522 400 • 200 - 0 lane Closure Right-of-Way Oversize Load •2013=$10,337,855 RCMU Revenue ■zo1a=51o,7eo,e3o $1,400,000 I 51,200,000 51,000,000 Elilil00 sa Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec I ; I kCill car 2015 16� :Wowed 13uiI`�ct 1) 1,_I 242 : I 1 Engineering Services IServices to the Community I Engineering IServices Rancho I Administration Land Transportation Capital Project Environmental Cucamonga Budget Development Management Management Programs Municipal Utility II I I I I I Permit Project Billing/Payment Clerical/ Administration Coordination Processing Traffic Signal Administration Integrated Waste Processing I Track/Parcel C1P Budget Storm Water Program Budget/Finance Maps Vehicle/ 111 Pedestrian Safety Implementation Administration Storm Drain/ Household Personnel Inspection Hazardous Waste Customer Street Traffic Planning Services Outreach 1 Improvements I I I I I I 1 1 (Fiscal Year 2015/16 Adopted I3udget Page 243 L,':, J I Planning ' Department Budget Summary Overview of Department I The Planning Department functions as the professional and oil 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 2015/16 Budget Highlights I • Continue to staff the public counter to assist residents, business owners and the development community. I • Continue to administer the Historic Preservation program including landmark designations, Mills Act contracts and Certificates of Appropriateness. 1 • Continue to implement the General Plan policies and goals and ensure the quality of design and development within the City. l • Continue to implement Community Development Block Grant (CDBG) and Home Improvement city-wide programs. 1 • Develop and release an RFQ for a Transit Oriented Development in conjunction with SANBAG at the Metrolink Station on Milliken Avenue. (City Council Goal EP-11) I • Planning received a Compass Blueprint Grant to hire a consultant to look at the feasibility of a secondary Metrolink Station on Haven Avenue and create possible TOD Development I concepts surrounding the current Metrolink Station off Milliken Avenue. • Review areas of industrial zoning along arterials for possible rezoning to allow more i commercial and office uses. (City Council Goal ML-2) • Continue involvement in city-wide sustainability efforts for Rancho Cucamonga. (City I Council Goal ML-4) • Review the City's long-term objectives for the 4,100 acre Sphere of Influence area and identify development, mitigation, preservation and annexation potential. (City Council Goal ML-3) 1 .,, l seal Year 2015 16 .\duhteJ 1'auc L,.•.:J I 1 Planning Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget IPersonnel Services $ 1,159,725 $ 1,354,810 $ 1,476,520 Operations and Maintenance 55,673 719,320 806,770 I Capital Outlay - - - Cost Allocation Debt Service - - - ' Transfer Out - - - Subtotal 1,215,398 2,074,130 2,283,290 Other Funds ' Personnel Services 399,446 402,750 406,540 Operations and Maintenance 33,130 36,050 333,190 Capital Outlay 398,012 939,560 3,354,500 ICost Allocation - - - Debt Service - - - ITransfer Out - - - Subtotal 830,588 1,378,360 4,094,230 IAll Funds I Personnel Services 1,559,171 1,757,560 1,883,060 Operations and Maintenance 88,803 755,370 1,139,960 Capital Outlay 398,012 939,560 3,354,500 I Cost Allocation - - - Debt Service - - - Transfer Out - - - 1 Total Cost $ 2,045,986 $ 3,452,490 5 6,377,520 IStaffing Summary (Budgeted) ' Full Time 16.0 14.0 15.0 Part Time 0.5 1.6 1.6 ITotal Staffing 16.5 15.6 16.6 1-iscal Year 2015`16 Adopted Budget l'a`te 245 L,:. ::�� I Planning I Performance Statistics I New Development Highlights 2014 Victoria Gardens is celebratin g their 10 year anniversary in 2014/15 and is current- ii_ ,,- ly rebranding Monet Avenue to create a - S dynamic street edge to reenergize the retail p7 frontage. New landscaping is being in- r ``'� e stalled including water features and trellis', 3 t' "' I outdoor street furniture in "parklets", and _ A " new brick hardscape to create "Monet 2.0". - i, ¶- Y They are creating a more sophisticated ' i - modern look to Monet Avenue and are also .. , - looking at how to rebrand and develop oth- er areas of the property in the near future. Planning Department Revenue Planning Counter Visits I 1 4000 J300 -. . ------- 21 733 729 7 4 120000 --- 700 55g - _6 -6 - 6 1 600 5 _6 598 100000 - S1 5 5-550 00000 500 - 4S3 400 6 300 200 1000 I Jan Feb Mar Apr May Jun ii Aug Sep Oa Nov Dec Jan Feb Mar Apr May tun Jul Aug Sep Oct Nov Dec 82013 02014 ■2013 ■2014 Accepted Planning Applications I soo 450 i 400 390 350 300 -285 250 200 150 100 1 71 75 50 0 0� �� 4 1 �� II u_ii II Oil t•�i7 16 52 I 1 CUP Des.Review Entertainment Film Permit Home Occ. Minor Des. Minor Sit,Uev. Si};n Perrnit Temp.Use Subdivisions Pmt. Pmt. Review Exception Review Pi-win ■2013 ■2014 I I 4 I i,:uI l t:ar 2O 15 l h Adopted d I ttdget Page 240 L . -. 1 I Planning Services to the Community 1 Planning 1 Land Use Entitlements Public Information Counter I Environmental Review(CEQA) Design Review 1 1 Economic Development Historic Preservation 1 Housing and Community Improvement Programs Long Term Project Management and CDBG 1 1 i 1 1 1 Fiscal Year 201 5/16 Adopted Budget Page 247 ' • • Public Works Services ' Department Budget Summary Overview of Department I The Public Works Services Department's mission is to provide effective - and efficient stewardship of the City's public works infrastructure. The ir . �. Department is comprised of 4 sections: Facilities: Serving 14 facilities (1 ■. million square feet); Parks and Landscape: Maintaining 29 parks, 125 street frontage 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, 199 signal-controlled intersections/crossings, and graffiti removal; and, Administration/Project Management: Manage departmental support services, contracts, budget and capital maintenance projects as budgeted. FY 2015/16 Budget Highlights I • All Public Works sections will be focused on the goal to reduce overall City water consumption by a minimum of 32%. Parks staff have been working steadily on identifying areas within parks, paseos and along street medians and parkways where water can be reduced or eliminated in turf areas as mandated by the State. Staff will continue with the implementation of the design for water conservation and landscape renovation for LMDs 2 and 4R and the Civic Center. (City Council Goal EP-4) • Public Works will continue to work with GIS to implement the use of iPads in the field to collect real-time data. One additional iPad is budgeted during the fiscal year to expand the diversity of the iPad to the Streets On-Call program. This will allow on-call personnel to document all PWSD emergency call-outs in the public right-of-way. I • Utilize additional funding for a city-wide tree inventory which will improve the tree trimming process as well as to improve the efficiency of the tree crew throughout the City and also better manage the City's risk by proactively identifying potential hazards. • Implement the new Thermoplastic application process, which has been in use by other cities and contractors for many years. Thermoplastic material will be used by our Signs I and Markings crew to maintain the City's street markings (i.e., stop, stop bars, stop ahead, signal ahead, keep clear, speed limits, and crosswalks) instead of paint. • Complete the latest CNG fueling station expansion to accommodate the expanding CNG t fleet. In FY 2015/16, the project will consist of installing twenty new CNG time-fill stations and overhead lighting. The City has received a grant from the Mobile Source Air Pollution Reduction Review Committee for $170,280 for this CNG station construction. • New projects for this year include: the replacement of the aging water cooling tower (HVAC);replacing 20-year old elevator controls and hydraulic tank;the ACAC Makeover; building a family restroom at the stadium; Metrolink facility renovations/security upgrades; an ADA swing bay at Garcia Park; soccer field renovations at the Adult Sports Complex; and a feasibility study of artificial turf for the soccer fields. (City Council Goal EP-7) I 1 kcal 201 -s I() \duhtcd liud2ct I'Ui,��' 248 L,. •;� I I Public Works Services Department Budget Summary I Adopted Adopted Actuals Budget Budget Funds Summary 2013/14 2014/15 2015/16 IOperating Budget 1 Personnel Services $ 4,232,439 $ 4,670,930 $ 4,859,330 Operations and Maintenance 5,456,393 5,978,540 6,455,010 I Capital Outlay 26,431 - (813 - Cost Allocation (835,670) ,450) (804,030) Debt Service - - - I Transfer Out 3,651 - - Subtotal 8,883,244 9,836,020 10,510,310 IOther Funds IPersonnel Services 3,950,253 4,282,760 4,109,410 Operations and Maintenance 8,480,664 9,047,700 9,523,410 Capital Outlay 205,651 648,070 1,397,000 IIICost Allocation - - - Debt Service - - - ITransfer Out 131,421 50,000 39,450 Subtotal 12,767,989 14,028,530 15,069,270 IAll Funds I Personnel Services 8,182,692 8,953,690 8,968,740 Operations and Maintenance 13,937,057 15,026,240 15,978,420 Capital Outlay 232,082 648,070 1,397,000 I Cost Allocation (835,670) (813,450) (804,030) Debt Service - - - Transfer Out 135,072 50,000 39,450 Total Cost $ 21,651,233 $ 23,864,550 $ 25,579,580 IStaffing Summary (Budgeted) I Full Time 135.0 132.0 126.0 Part Time 35.3 32.3 32.5 ITotal Staffing 170.3 164.3 158.5 Fiscal Year 2015/16 Adopted Iluclget Page 249 12•,:. I Public Works Services I Performance Statistics I 2014 Highlights • 1,226 requests for service through Rancho Responds; 60% increase; I • 4.5 days on average to complete service requests; • 3,620 potholes repaired; I • 52,115 sf. of asphalt removed/replaced (628 locations); • 33,535 sf. of asphalt overlays (91 locations); • 18,536 sf. of concrete sidewalk removed/replaced (188 locations); I • 1,609 linear ft. of concrete curb & gutter removed/replaced (70 locations); • 1,720 sf. of concrete drive approach removed/replaced (20 locations). t I Streets After-Hours Call Outs ■2013=251 ■2014=214 1 • 80 68 • 70 55 60 52 39 38 IidLI100 i Traffic Traffic Traffic Debris Trees Potholes Misc. y Accidents Signals Signs Removal Y . .: '* K �l - 1 :i t Tree Trimming i t.„4--z; lily:,4 I ■2013=3,234 ■2013.... In-House Contractor ■2014=2,965 •2014=... 9,578 3,000 2,555 10,000 8,718 - ' 1 ■ 1 2,500 ,255 8,000 2,000 4 I• 1,500 6,000 i, ti 1,000 481464 4,000 '�)r..1 500 so 19r 2,000 374 567 _ 28 • Trees Trees Trees w Trees Trees Trees t Pruned Removed Planted Pruned Removed Planted .44 ill'46 I I•is�ul Ycur 21)1 5%1 6 .1dlopIL'd Budgct Pap: 25() I I Public Works Services IServices to the Community I Public Works Services ' 1 I 1 I I I Parks and Facilities Landscape Street Administration Maintenance Maintenance Maintenance — City Buildings — Urban Forestry — Traffic Signals and — Clerical/ Safety Lighting Administration I — Fire Stations — Water Management — Street Sweeping — Safety/Training t — Parkways, Medians — Graffiti Removal — Capital Projects 1 and Trails I — Park Facilities and Amenities — Storm Drain Maintenance — Contracts I — Park Landscape .-- City Fleet — Budget/Finance Maintenance 1 Concrete and Asphalt 1 I I Fiscal Year 2015/16 Adopted Budget - Page 251 L. •:.J Library Services ' Department Budget Summary Overview of Department 1 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 `VCAM,ON, knowledgeable, service-oriented staff. These efforts were recognized nationally when the Library was awarded the National Medal for Museum and Library r .MiskP Services. The National Medal is the highest honor the nation can confer on a museum or library. • IMEO''- Programs and services offered at the Archibald Library and Biane Library include: • Children's services, including weekly and special event programs, performing arts and children's theater events, Homework Center, and Reading Enrichment Center. • Adult and children's information services. • Adult and family literacy services. • Teen services and programming in the Teen Scene locations. • Public-access computers and free weekly computer classes. The Library also offers the following services to the Community: • Outreach Services, featuring bookmobile service to children and delivery service to the homebound and infirmed elderly. • Full service Virtual Library,accessible on-line, 24/7, featuring eBooks, databases, online homework tutoring, and local history. • Administrative support for the Library Board of Trustees and Library Foundation. , FY 2015/16 Budget Highlights • Continue to work on development of Phase I of the second floor of the Biane Library, including construction documents, putting project out to bid, developing a schedule, and creating plan of service, with the goal of completing in August 2016. (City Council Goal EP-17) I • Continue to examine and fine-tune new lineup of storytimes and programs — 22 weekly children's storytimes, increased lineup of teen and tween STEAM (Science, Technology, Engineering, Art, and Mathematics) programs. • 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. • Increase book collection with new and updated titles at both Libraries. • Continue to grow the Play and Learn IslandTM project through promotion to other libraries , and offer Staff Innovation Fund to other libraries. I i;cal Year 2(115 16 .\doptcdl 1iudpet Page 252 L•, :: I I Library Services Department Budget Summary IAdopted Adopted Actuals Budget Budget IFunds Summary 2013/14 2014/15 2015/16 g g Operating Budget I P Personnel Services $ 2,744,373 $ 3,095,840 $ 3,278,480 Operations and Maintenance 872,408 1,115,680 1,198,990 I Capital Outlay 12,733 5,000 -Cost Allocation - Debt Service 10,833 10,500 10,710 ITransfer Out - - Subtotal 3,640,347 4,222,020 4,493,180 1 Other Funds IPersonnel Services 4,297 27,730 16,230 Operations and Maintenance 105,851 79,060 103,040 I Capital Outlay 92,906 220,000 2,505,000 - - - Cost Allocation Debt Service - - - I Transfer Out - - - Subtotal 203,054 326,790 2,624,270 All Funds IPersonnel Services 2,748,670 3,123,570 3,294,710 Operations and Maintenance 978,259 1,194,740 1,302,030 Capital Outlay 105,639 220,000 2,510,000 ICost Allocation - - - Debt Service 10,833 10,500 10,710 ITransfer Out - - - Total Cost $ 3,843,401 $ 4,548,810 $ 7,117,450 IStaffing Summary (Budgeted) I Full Time 26.0 26.0 28.0 Part Time 36.3 36.0 36.6 ITotal Staffing 62.3 62.0 64.6 --- - �.( Fiscal Year 2015/16 Adopted Budget - Page 253 L,'::' I Library Services I Performance Statistics 1 4 t.. ' .,_ - - , 1 • I 1 :1: Library Services Revenue 2013 2014 /�: 11111110. . '' • 196,512 _ A,i�l 200,000 170,000 I' ) 9... 163,237 � , J . L.' 140,000. �,, N • 41 150,000 115,006 101,116 �' J' "::••1 I 66,246 • 50,000 . #1'7 0 Passport Donations Overdue Fines DVD/CD Rentals Revenue Received Collected Collected '•'i :Ir, Ii d Comparison: 2013 and 2014 _ u 4. z fr i J 2013 2014 —a J t:X I 129, 106 , 1,200,000 1,092,105 1,106,129 , 1,000,000 1 800,000 587,475 - 540,545 529,14 590,484 I 600,000 400,000 0 + . 1 a I 200,000 0 I Library Visitors Items Checked Website Hits Out I Fiscal Year ?O1 5'16 Adopted 13udilct Page 254 L '•.�:� 1 1 Library Services IServices to the Community I Library IServices I I I 1 1 I Technology Services Library Services Adult Literacy Budget and Grants and Outreach erations Special ecial Projects Services Website/Social Back 2 Basics I Adult Budget Teen Services Children's Services g IStaff Development I I I Programs Programs Personnel Information Information Services Services ICollection Collection I 1 I I I _T. `, Vi �..—. .' ,._ . l • Fiscal Year 2015/16 Adopted Budget Page gc 55 L�•. J 1 1 I I I I I I THIS PAGE INTENTIONALLY LEFT BLANK , I I 1 1 1 I iu aI 1 cur -2(11 s Vloptcd 13u(I12ct Page 2-() L,:�, 1 I .97D *�� • • • _. *-** RANCHO CUCAMONGA ICALIFORNIA CAPITAL IMPROVEMENT PROGRAM I I I I _ ;� Fiscal Year ?(1I 5'16 :Adopted Budget Page 257 L� J I I I i I I I I THIS PAGE INTENTIONALLY LEFT BLANK I I I I I I I I I fiscal 1 car 201 , I() :\dt ptcll RtiJ �t �':1,!l' :25ti •�i CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2015/16 Adopted Budget Capital Improvement Program Summary by Category ' The City's Capital Improvement Program (CIP) for Fiscal Year 2015/16 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. iStreets — 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 I i atr4. . • Fiscal Year 2015/16 Adopted 13ucluet Page 259 •-•• CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Capital Improvement Program Summary by Category Following is the total budgeted by category for Fiscal Year 2015/16: Beautification $ 872,000 ' Drainage 60,000 Facilities 30,497,000 Miscellaneous 959,570 Municipal Utility 1,001,000 Parks 3,964,360 Railroad Crossings 1,175,000 Streets 13,492,805 Traffic 1,385,310 Total CIP $53,407,045 Note: Funds for these projects come from a variety of sources including development impact fees, State gas taxes,grant funds, 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 land acquisition for the relocation of a current fire station and the future construction of a new fire station; the construction of a new training facility for the Fire District; the relocation of the Rancho Cucamonga Family Sports Center; and 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 the continuation of design and construction of Los Amigos Park. 1 The Railroad Crossings category includes widening the Metrolink crossing at Hellman Avenue. The Streets category includes Base Line Road at 1-15 Interchange capital improvements and local street pavement rehabilitation at various locations. Within the Traffic category, there are two traffic signal installations/upgrades along with an Intelligent Transportation System Upgrade - Citywide. Details of the cost and funding source(s) for each project budgeted for Fiscal Year 2015/16 are included in the following pages. i l kcal Year 201 16 .V1opicd I;udkiet Page 260 L J CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2015/16 Adopted Budget Capital Improvement Program Detail by Category ICategory/Project Description Funding Source Amount Beautification IFoothill Blvd from San Bernardino Rd to Vineyard Ave- Median Landscape Citywide Infrastructure 80,000 LMD 4R - Water Conservation and Landscape Renovations LMD 4R 392,000 (Multi-Phased Project) IMetrolink Station along Azusa Ct and Anaheim PI - Street Trees LMD 3B 200,000 I Metrolink Station at Milliken Ave - Enhancement for entrance to the station LMD 3B 200,000 IBeautification Total: 872,000 Drainage Pacific Electric Trail at Victoria Park Lane - Drainage Improvement General Drainage 60,000 Drainage Total: 60,000 IFacilities Animal Care and Adoption Center- Makeover Project Capital Reserve 850,000 IArchibald Library Office Re-design Library Reserve 5,000 ICentral Park- Emergency Backup Power Fire Capital Projects 50,000 Civic Center-Council Chambers AV Replacement Phase II Capital Reserve 200,000 ICivic Center- Elevator Control Capital Reserve 77,000 ICivic Center- Landscape Renovation Capital Reserve 250,000 Civic Center-Office Relocations Capital Reserve 310,000 ICivic Center- Roof Restoration/Patio Replacement Capital Reserve 730,000 ICivic Center- Water Tower Capital Reserve 300,000 Fire District-Central Station 178 (New Fire Station) Fire Capital Projects 1,400,000 Fire District-Jersey Station 174 Training Facility Fire Capital Projects 21,000,000 I 1,?\ I fiscal Year 2(11s 16 .Wopted liudlpet Pa`:c 261 L•... J• CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Capital Improvement Program Detail by Category Category/Project Description Funding Source Amount Fire District- San Bernardino Rd Station 172 Relocation Fire Capital Projects 800,000 • Fire District- Water Conservation Landscaping Fire Capital Projects 600,000 Paul A. Biane Library- 2nd Floor Rancho KIDS Project(Construction ' funded FY 2015/16 to FY 2017/18 - multi-phased) Library Capital Fund 2,500,000 Rancho Cucamonga Family Sports Center- Relocation Park Development 1,300,000 I Sports Complex- Family Restroom Park Development 70,000 Victoria Gardens Cultural Center-Courtyard Redesign Capital Reserve 25,000 CFD 2003-01 5,000 III Victoria Gardens Cultural Center- Loading Bay Capital Reserve 25,000 I Facilities Total: 30,497,000 Miscellaneous ADA Ramps at Various Locations Measure 1 100,000 (Design and Construction) Base Line Rd Utility Underground -Carnelian St to Vineyard Ave Underground Utilities 554,570 Cucamonga Creek Channel Fencing Construction Capital Reserve 28,000 I Deer Creek Channel Fencing Construction Capital Reserve 12,000 Metrolink Station Parking Lot Resurfacing LMD 3B 265,000 Miscellaneous Total: 959,570 I Municipal Utility- Electrical 6th St at Utica Ave- Line Extension Municipal Utility 236,000 t Day Creek Blvd and Base Line Road - Line Extension Municipal Utility 200,000 Distribution System Automation Municipal Utility 250,000 Fiber Optics Assessment Municipal Utility 150,000 I I I i r;tI 1•cdt 2015/16 Adopted Budget Page 262 ICITY OF RANCHO CUCAMONGA, CALIFORNIA C I Fiscal Year 2015/16 Adopted Budget Capital Improvement Program Detail by Category ICategory/Project Description Funding Source Amount ISolar Carport Expansion -Civic Center Capital Reserve 165,000 Municipal Utility Total: 1,001,000 Parks ICentral Park- Trail Head Improvements Park Development 40,000 IGarcia Park-ADA Swing Bay and Rubberized Surface Lower Etiwanda 40,000 Los Amigos Park-New Park Prop 84 State Grant 3,539,360 I (Continuation of Design and Construction) Red Hill Park Lake Modernization Citywide Infrastructure 295,000 ISports Complex- Artificial Turf at 2 soccer fields Capital Reserve 50,000 IParks Total: 3,964,360 Railroad Crossings I 6th St at BNSF Spur Crossing west of Etiwanda Avenue Transportation 50,000 (Preliminary Design and Cost Estimates) Arrow Route at Railroad Spur-New Concrete Panels Gas Tax R&T 7360 75,000 (Continuation of Design with Construction funded) I Hellman Avenue at Metrolink Tracks- Widen Crossing Transportation 400,000 (Continuation of Design with Construction funded) Citywide Infrastructure 650,000 I1,050,000 Railroad Crossings Total: 1,175,000 Streets I4th St from Archibald to Haven - North Side Pavement Rehabilitation Measure I 392,000 Note: possible CalRecycle Rebate 7th St from Hellman to Archibald - Pavement Rehabilitation Gas Tax R&T 7360 309,000 Note: possible CalRecycle Rebate I9th St from Grove to Hellman - Pavement Rehabilitation Gas Tax R&T 7360 25,000 (Design with Construction funded FY 16/17) 1 Archibald Ave from 4th to Foothill - Pavement Rehabilitation Measure I 1,100,000 I fiscal Year 2(11 ; 1(, Adopted Budget Page 263 L,.. .J• CITY OF RANCHO CUCAMONGA,CALIFORNIA Fiscal Year 2015/16 Adopted Budget 1 Capital Improvement Program Detail by Category Category/Project Description Funding Source Amount Archibald Ave from Hillside to North City Limit- Pavement Rehab Measure I 355,000 Arrow Route along the s/s 500'to 1300'e/o 1-15 freeway- Widening Gas Tax R&T 7360 20,000 (Design with Construction funded FY 16/17) Base Line Rd -at 1-15 Interchange Transportation 250,000 (Continuation of Construction) SAFE-LU (Federal) 3,951,805 1 Prop 1B - SLPP(State) 1,000,000 5,201,805 Base Line Rd from Milliken to w/o Day Creek Blvd - Pavement Rehab Measure 1 30,000 1 (Design with Construction funded FY 16/17) Carnelian St from Lemon Ave to Wilson Ave- Pavement Rehabilitation Measure I 468,000 1 (Continuation of Design with Construction funded) Church St from Pepper to Hellman - Pavement Rehabilitation Gas Tax RT7360 25,000 1 (Design with Construction funded FY 1 6/17) Note: possible CalRecycle Rebate Etiwanda Ave Street Improvements from 6th St to Arrow Route Transportation 225,000 (Design with Construction) Citywide Infrastructure 225,000 1 450,000 Foothill Blvd across SCE Corridor West of Day Creek Channel- Citywide Infrastructure 145,000 1 Sidewalk Improvements(Design and Construction) Foothill Blvd from Archibald to Haven - Pavement Rehabilitation Measure 1 30,000 1 Citywide Infrastructure 677,000 707,000 Foothill Blvd from Vineyard to Archibald - Pavement Rehabilitation Measure 1 611,000 Note: possible CalRecycle Rebate Haven Ave from Banyan to Wilson along the East side-sidewalk Gas Tax R&T 7360 220,000 Y g (Design and Construction) Haven Ave from Wilson to North City Limit- Pavement Rehabilitation Measure 1 480,000 i 1 I kcaI Y a 2(11 16 :\dopted Budget Page 264 ••• CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2015/16 Adopted Budget Capital Improvement Program Detail by Category ICategory/Project Description Funding Source Amount I Hellman Ave from San Bernardino Rd to Base Line Rd - Pavement Gas Tax RT7360 25,000 Rehabilitation (Design with Construction funded FY 16/17) Hillside Rd from Archibald to Haven -Pavement Rehabilitation Gas Tax RT7360 25,000 (Design with Construction funded FY 16/17) ILocal Street Pavement Rehabilitation at Various Locations Gas Tax R&T 7360 850,000 (Design and Construction) General 400,000 1,250,000 tMadrone Ave North of 9th St- Widening with Southwest Cucamonga Gas Tax R&T 7360 125,000 Park(Continuation of Design with Construction funded) ISan Bernardino Rd from Carnelian to Archibald - Pavement Rehab Gas Tax R&T 7360 175,000 (Construction) Fire Protection Capital 175,000 I350,000 San Bernardino Rd from Grove to Foothill - Pavement Rehabilitation Gas Tax R&T 7360 104,000 I (Construction) Spruce Ave from Foothill to Base Line- Pavement Rehabilitation Citywide Infrastructure 600,000 I (Construction)Note: possible CalRecycle Rebate Victoria Street from Etiwanda to East City Limit- Widening and Measure I 375,000 IPavement Rehab(Continuation of Design with Construction funded) Youngs Canyon Road from Koch Place to Cherry Ave- Street Extension AD 88-2 Etiwanda/Highln 100,000 I (Environmental, conceptual design and Flood Control basins review/study) Streets Total: 13,492,805 ITraffic 6th St at Utica Ave-Traffic Signal Installation Transportation 287,500 IBase Line Rd/Lion St- Pedestrian Hybrid Beacon Transportation 100,000 ICarnelian St at Banyan St-Traffic Signal Installation Transportation 280,000 Freeway and Arterial Signal Synchronization at various intersections AB 2766 Air Quality 112,810 ' where City streets intersect SR 210 and I-15 - Phase 1 Transportation 205,000 317,810 ' Intelligent Transportation System Upgrade- Citywide Transportation 300,000 ,gt Fiscal Year 2015'16 .Adopted Budget Page 26.5 I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Capital Improvement Program Detail by Category Category/Project Description Funding Source Amount Milliken Ave Traffic Signals - Upgrade Left Turn Phases at Mountain Transportation 100,000 1 View, Terra Vista Parkway and Vintage Drive Traffic Total: 1,385,310 I Total Capital Improvement Projects: $ 53,407,045 1 1 I 1 1 1 1 1 1 1 1 -. •I:kcal ]Fcal- 2015 16 \do1 tcd 13ud_uct Page 266 L. ;•• 1 1 1 1 1 (t . aI . i*. • RANCHO CUCAMONGA ' CALIFORNIA APPENDIX i .;••• Fiscal Year 2015/16 Adopted Budget Page 267 L����'J ,:_ 1 I I I I THIS PAGE INTENTIONALLY LEFT BLANK 1 I I I i i,caI ti'cm r 201 ", 16 VIuptcdl kiidgci Page 268 CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2015/16 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. 111 • 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. • I i _ r w Fiscal Year 201 5/16 Adopted Budget Page 269 L J I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Financial Policies PURCHASING POLICY ' Purchasing Limits: Less than $5,000 No bid necessary,may use PCard $5,001 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. Fiscal Vcar 2015 16 :\dolled I'ale 270 • ••J CITY OF RANCHO CUCAMONGA, CALIFORNIA ' Fiscal Year 2015/16 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 CaIPERS actuarial valuation for two fiscal years after the tyear 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 Fiscal Year 2015/16 Adopted Budget Page 271 L•�•.�� 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Financial Policies • Law Enforcement 1 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 I 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 I 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 I report to the City Council within 30 days after the end of the reporting period. wionwiummorklit 1 •.. I kcal Year 2015'16 Adopted Iiudgct — Page 272 L,•;: CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 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, 2014 Comprehensive Annual Report, is $758,153,738. The calculation is included below. ' Legal Debt Margin Calculation for Fiscal Year 2013/14: Assessed value $ 20,217,433,000 tDebt limit(3.75%of assessed value) 758,153,738 Debt applicable to limit: General obligation bonds - Legal debt margin $ 758,153,738 1 I I Fiscal Year 2015'16 Adopted Budget Page 273 ��.'••;� 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 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 1 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 tax base stated in dollars based on real estate property 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 whereby an issuer borrows money from an investor and agrees i 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 1 fiscal Year 2OI .;'I6 .Vlopted Iiud1{2ct Pa c 274 L,,�;. CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2015/16 Adopted Budget Glossary of Budget Terms I Capital Improvement The budget unit to group activities and costs necessary to implement a I 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 I design, land acquisition, and project management costs related to such facilities and improvements. I 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. 1 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. IDepartment: A major organizational group of the City with overall management responsibility for an operation or a group of related operations within a Ifunctional area. Division: An organizational subgroup of a department. IEncumbrance: The commitment of appropriated funds to purchase goods, which have not yet been received, or services that have yet to be rendered. 111 Enterprise Funds: Use to account for self-supporting operations such as the Municipal Utility. IExpenditures: Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current Iassets, debt service and capital outlays. Expenses: Decreases in net total assets. Expenses represent the total cost of Ioperations 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. rFixed 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. fiscal Year 2O]5/16 Adopted Budget Page 275 L. J f CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 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 I 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 The independent organization that establishes and improves standards of Accounting Standards accounting and financial reporting for U.S. state and local governments. Board (GASB) 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 I 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. 1-iscal Year 20 15/16 Adopted Budget— Page 276 L;•;; •_.• 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA I Fiscal Year 2015/16 Adopted Budget Glossary of Budget Terms I Modified Accrual The accrual basis of accounting where revenues are recognized when they I 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. IObject 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 Iunit 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 Iwages, overtime and benefits. Proprietary Funds: Account for records of operations similar to those found in a business, such Ias internal service funds and enterprise funds. Revenue: Moneys that the City receives as income such as tax payments, fees from Ispecific services, receipts form other governments, fines, forfeitures, grants, shared revenues and interest income. ISpecial Revenue Account for the revenue derived form specific taxes or other earmarked Funds: revenue sources (other than expendable trusts or for major capital projects) I that are restricted by law or administrative action to expenditures for specified purposes. I 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 I 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. tUser Charges: Payments made by users or customers of publicly provided services that benefit specific individuals. These services exhibit "public good" I characteristics. Examples of user charges are fees paid for recreational activities, building fees, etc. IIWorking Capital: The cash available for day-to-day operations of an organization. I • 1 iscal Ycar 2015: 16 Adopted Budget Page 277 L,:•: J I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget I List of Acronyms I ADA Americans with Disabilities Act HVAC Heating, Ventilating, and Air AQMD Air Quality Management District Conditioning I 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 I Intervention, Narcotic Education LED Light-Emitting Diode CAFR Comprehensive Annual Financial LMD Landscape Maintenance District Report PCI Pavement Condition Index I CAL-ID RAN California Identification System PD Park District Remote Access Network PERS Public Employees Retirement CDBG Community Development Block System II Grant PSVN Public Safety Video Network CERT Community Emergency Response RCLS Rancho Cucamonga Library I Training Services CFD Community Facilities District RCMU Rancho Cucamonga Municipal CIP Capital Inprovement Project Utility I CNG Compressed Natural Gas REGIS Rancho Enterprise Geographic CPI Consumer Price Index Information Systems I 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 1 FLSA Fair Labor Standards Act SBOE California State Board of FTE Full Time Equivalent Equalization I FY Fiscal Year SCE Southern California Edison GFOA Government Finance Officers SLD Street Lighting District Association TOD Transit Oriented Development I GIS Geographic Information Systems TOT Transient Occupancy Tax GOTMD Greater Ontario Tourism VLF Vehicle License Fees Marketing District I HdL Hinderliter de Llamas HHW Household Hazardous Waste HR Human Resources I I i,ral 1 cal 2()I 16 Adopted Iltid_ct Page 278 ,'. I I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget I Description of Funds by Fund Type IFund # Fund Description IGENERAL FUND 001 General Fund - The general operating fund of the City which accounts for all I general tax receipts and fee revenue not allocated by law, Council policy or contractual agreement to other funds. General Fund expenditures include operations traditionally associated with activities which are not required to be Iaccounted for or paid by another fund. OTHER GENERAL FUNDS 1 003 Reimb St/County Parking Cit - Established for the tracking of revenues and expenditures related to State and San Bernardino County surcharges on parking I citations. 006 CVWD Reimbursements - Established as a clearing account for expenses and reimbursements associated with City performed street repairs within the City on Ibehalf of Cucamonga Valley Water District. 008 County of S.B. Reimbursements - Established as a clearing account for expenses and reimbursements associated with City performed storm drain facility maintenance on behalf of the San Bernardino County Flood Control District. 016 Comm Dev Technical Services - Established to account for the City's General IPlan Update Fee as well as funds that have been set aside for Economic and Community Development Special Services. I 017 Law Enforcement Reserve - Established to account for the funding and use of the City's General Fund balance committed for public safety purposes. 018 Traffic Safety - Established to account for vehicle code fines collected to fund the I City's contracted crossing guard services. 019 Info Technology-Development - Established to account for fees collected to fund the internal cost of providing information technology services for the Community IDevelopment Departments. 020 City Technology Fee - Established to account for fees collected to fund a future I replacement of the City's land management system. 022 Mobile Home Park Program - Established to account for revenues and expenditures associated with the City's mobile home park inspection program. I I.iscal Year 2015 16 .\d pte(' Budget Page 279 I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Description of Funds by Fund Type I Fund # Fund Description 023 SB1186 Cert Access Special Program - Established to account for the $1.00 I State mandated fee imposed on any applicant for a business license, equivalent or renewal, including the payment to the State of 30% of the fee collected as well as expenditures to fund increased certified access specialist (CASp) services for the public and to facilitate compliance with construction-related accessibility requirements. I 025 Capital Reserve - Established to account for key reserves of the General Fund including City infrastructure, City facilities capital repairs, and self-insurance. 073 Benefits Contingency - Established to account for the accumulation of resources for the future payment of employee leave benefits paid to employees upon separation from the City. I SPECIAL REVENUE FUNDS Special Revenue Funds account for revenues derived from specific sources which are required by law or administrative regulation to be accounted for in a separated fund. Funds included are: I 100 Assessment Districts Admin - Established to account for revenues and expenditures associated with the management of all City assessment districts. 101 AD 93-1 Masi Commerce Center - Established to acquire the necessary infrastructure from the developer after the completion and acceptance of the approved improvements. Financing was provided by the sale of bonds pursuant to the provisions of the Improvement Act of 1915. 105 AB2766 Air Quality Improvement - Established to account for the revenue and disbursement of funds received as a result of Assembly Bill 2766 which imposed an additional registration fee on motor vehicles. These revenues are to be used to reduce air pollution from motor vehicles and for related planning, monitoring, enforcement, and technical studies (Vehicle Code Section 9250.17 and Health and Safety Code Chapter 7, Part 5 of Division 26, commencing with Section 44220). I 110 Beautification - Established to account for fees collected to provide proper landscaping and irrigation systems after parkway and median improvements are 111 made. kcal 201 -' I!, .VIohtetl Rud ct I';tw1c ?so •. CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget ' Description of Funds by Fund Type Fund # Fund Description 1 111 Park Land Acquisition - Established to account for the park land acquisition development fees charged upon issuance of a building permit for development of ' future park sites. This fee replaces the revenue previously collected in Fund 120. 112 Drainage Fac/General - Established to account for fees charged developers for purposes of defraying the actual or estimated costs of constructing planned drainage facilities. 113 Community/Rec Center Develpmnt - Established to account for community and ' recreation center impact fees charged to developers. This fee replaces the revenue previously collected in Fund 120. 114 Drainage-Etiwanda/San Sevaine - Established to account for development impact fees collected in the Etiwanda/San Sevaine Drainage area for the construction of regional and mainline flood control projects. 115 Henderson/Wardman Drainage - The Henderson/Wardman Drainage fund is a developer impact fee supported fund for the construction of storm drain improvements in the Henderson/Wardman drainage area. 116 Etiwanda Drainage - Established to account for development impact fees collected in the Etiwanda area North of Base Line Road for the construction of Master Plan Storm Drain projects. 1 118 Upper Etiwanda Drainage - Established to account for development impact fees collected in the Etiwanda/San Sevaine Drainage area for the construction of I secondary mainline flood control projects. 119 Park Improvement - Established to account for park improvement impact fees charged to developers. This fee replaces the revenue previously collected in Fund ' 120. 120 Park Development - Established to account for the residential park development fees charged upon issuance of a building permit for development of future park or recreational sites. 122 South Etiwanda Drainage - Established to account for Development Impact fees 1 collected in the Etiwanda area south of Foothill Blvd for the construction of the Master Plan Storm Drain. ' 123 Library Impact Fee - Established to account for library impact fees charged to developers. I fiscal Year 2015/16 Adopted IUudgct Page 281 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Description of Funds by Fund Type ' Fund # Fund Description 124 Transportation - Established to account for fees charged for the construction and expansion of City streets and highways which provide additional capacity and safety. 125 Animal Center Impact Fee - Established to account for animal center impact fees charged to developers. 126 Lower Etiwanda Drainage - Established to account for development impact fees 111 collected in the Etiwanda area south between Foothill Blvd. and Base Line Road for the construction of master plan storm drain projects. 127 Police Impact Fee - Established to account for police impact fees charged to developers. 128 Etiwanda No. Equestrian Facility - Established to account for in lieu fees collected for the Etiwanda North Specific Plan for the future construction of an equestrian facility. 129 Underground Utilities - Established to account for fees collected from developers for future undergrounding of overhead utilities. 130 LMD #1 General City - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 131 LMD #2 Victoria - Established to account for the costs associated with providing , landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 132 LMD #3A Hyssop - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. ' 133 LMD #3B Medians - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 134 LMD #4R Terra Vista - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments ' levied against the benefiting property owners. 135 LMD #5 Tot Lot - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. I Fiscal Year 2015/l6 Adopted Budget - Page 282 L � ,_;. CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget ' Description of Funds by Fund Type Fund # Fund Description 1 136 LMD #6R Caryn Community - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special I assessments levied against the benefiting property owners. LMD #7 North Etiwanda - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments ' levied against the benefiting property owners. 138 LMD #8 South Etiwanda - Established to account for the costs associated with 1 providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 139 LMD #9 Lower Etiwanda - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. I 140 LMD #10 Rancho Etiwanda - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. ' 151 SLD #1 Arterial - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied against the benefiting property owners. 152 SLD #2 Residential - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied I 153 against the benefiting property owners. SLD #3 Victoria - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied against the ibenefiting property owners. 154 SLD #4 Terra Vista - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied against the benefiting property owners. 155 SLD #5 Caryn Community - Established to account for the costs associated with ' providing street lights. Financing is provided by special assessments levied against the benefiting property owners. 156 SLD #6 Industrial Area - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied against the benefiting property owners. I Fiscal Year 201 5/16 Adopted Budget Page 28.; CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Description of Funds by Fund Type , Fund # Fund Description 157 SLD #7 North Etiwanda - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied against the benefiting property owners. 158 SLD #8 South Etiwanda - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied against the benefiting property owners. 1 170 Gas Tax 2105/Prop111 - Established to account for the revenue and disbursement of funds used for road construction and maintenance of the City network system. The City's share of State gasoline taxes provided the financing. 172 Gas Tax 2106-2107 - Established to account for the revenue and disbursement of funds used for road construction and maintenance of the City network system. The City's share of state gasoline taxes provided the financing. 174 Gas Tax R&T7360 - Established to account for the revenue and disbursement of funds used for road construction and maintenance of the City network system. The City's share of state gasoline taxes provided the financing. 176 Measure I 1990-2010 - Established to account for the revenue and disbursement of county/local gasoline tax funds for the construction and maintenance of eligible street projects. 177 Measure 1 2010-2040 - Established to account for the revenue and disbursement 111 of county/local gasoline tax funds for the construction and maintenance of eligible street projects. 182 AB 2928 Traffic Congest Relief- Established fund to account for the revenue and disbursement of funds received as a result of Assembly Bill 2928. The purpose of the Traffic Congestion Program was to provide funding for transportation projects ' that would relieve congestion, connect transportation systems, and provide for better goods movement. 186 Foothill Blvd Maintenance - Established to account for funding provided by Cal Trans as part of their relinquishment of Foothill Boulevard to the City of Rancho Cucamonga. This limited funding source will be utilized to repair and maintain ' portions of Foothill Boulevard. I I I iscul Year -'1)I 1 h .\dopicd I�uii�ct 2X I CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget 1 Description of Funds by Fund Type Fund # Fund Description ' 188 Integrated Waste Management - Established to account for AB939 recycling fee revenues from the City's refuse haulers and can only be used for the City's Household Hazardous Waste Disposal program. Assembly Bill 939 is a law that was passed by the State of California that mandates that all cities divert a specified percentage of their solid waste from their landfills in accordance with established ' deadlines. 190 Prop 42-Traffic Congestion Mit - Established to account for gasoline sales tax ' revenue received from the State of California for transportation purposes, including city and county street and road repairs and maintenance. Proposition 42, a legislative constitutional amendment, permanently dedicated revenues from this sales tax on gasoline to transportation infrastructure needs. 194 Proposition 1B State Funding - Proposition I B (Prop 1B) provides state funding to cities and counties to fund the maintenance and improvement of local transportation facilities. The funding is allocated based on population. 195 State Asset Seizure - Established to account for the funds received from the State for the equitable transfer of forfeited property and cash in which the City directly participates in the law enforcement efforts leading to the seizure and forfeiture of the property. 196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure (Fund 195) designated for the sole purpose of funding programs designed to ' combat drug abuse and divert gang activity pursuant to the provisions of Health & Safety Code Section 11489(b)(2)(A)(i). 197 Federal Asset Seizure - Established to account for the funds received from the 1 Federal government for the equitable transfer of forfeited property and cash in which the City directly participates in the law enforcement efforts leading to the seizure and forfeiture of the property. 198 Citywide Infrastructure Impry - This fund was established to account for reimbursement revenue received from various local, State and Federal agencies ' and utilities for capital improvement projects completed in the City. The accumulated funds will be used for future capital improvement projects as authorized by the City Council. Fiscal Year 201 5'16 Adopted Budget Page 285 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Description of Funds by Fund Type I Fund # Fund Description 204 Community Development Blk Grant - Established to account for grants received ' from the Department of Housing and Urban Development. These revenues must be expended to accomplish one of the following objectives: elimination of slum or blight; or benefit to low and moderate income persons by providing loans and grants to owner-occupants and rental property owners to rehabilitate residential properties. ' 209 Federal SAFETEA-LU - Established to account for the Safe, Accountable, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) Federal funding for surface transportation projects. 211 Prop 1B - SLPP - Established to account for the State-Local Partnership Program utilizing Proposition 1B bond proceeds to fund eligible transportation projects. ' Funds are allocated through formula and competitive sub-programs. 214 Pedestrian Grant/Art 3 - Established to account for the revenue and disbursement of funds received for the construction of facilities provided for the exclusive use of pedestrians and bicycles. 218 Public Resrce Grnts/Healthy RC - The City had received and will continue to receive from various funding sources for the Healthy Cities concept, which was adopted by the Council in March 2008, as a means of integrating health concerns into a holistic approach to improving the overall quality of life in the community. 225 CA Recycle/Litter Reduction Grant - Established to account for a grant from the State Department of Conservation. This grant will fund a program that will emphasize the collection and recycling of beverage containers at large venues, public areas, residential communities or schools. 227 Used Oil Recycling Program - The California Integrated Waste Management allocates funding to governmental agencies on a population basis. The fund was established to administer the used oil collection programs. The fund must be used specifically for oil recycling collection and educational programs. 234 Safe Routes To School Program - The Safe Routes to School Program fund is a grant fund for monies provided by the State of California. The state funds are administered through Caltrans as part of the California Department of Health Services' "Safe Routes to School Program" and are available for transportation projects that increase the safety of pedestrians and bicyclists. I I fiscal Year 201' I() \:1i,1,tciI I�u�l, I'a ,�(, L.•:;J ' CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget 1 Description of Funds by Fund Type Fund # Fund Description 1 235 Prop 84 Park Bond Act - Prop 84 provides state funding, on a competitive basis, to local governments for the creation of new parks and recreation opportunities. The Statewide Park Program legislation requires projects to meet six eligibility requirements. The fund was established to account for the financial activities associated with the design and construction of the neighborhood park in southwest Rancho Cucamonga. 250 Recreation Services - Established to account for the wide variety of classes, I 258 special events, and activities sponsored by the Community Services Department, Senior Outreach Grant - Established to account for funds passed through the San Bernardino County Department of Aging and Adult Services from the California ' Department of Aging to provide free recreation classes and programs for senior citizens in the City of Rancho Cucamonga. These recreation activities focused on physical, social, psychological, educational, and recreational needs of older persons. The City provided an in-kind match of$1,200 in the form of marketing, staff oversight, and supplies. ' 281 Fire Fund - Established to account for the revenue and disbursement of funds received by the Rancho Cucamonga Fire Protection District in the course of that agency's fire protection services. The source of revenue is primarily from property taxes. 282 Community Facilities Dist 85-1 - Established to account for the costs associated ' with providing fire facilities and services. Financing is provided by special assessments levied against the benefiting property owners. 283 Community Facilities Dist 88-1 - Established to account for the costs associated ' with providing fire facilities and services. Financing is provided by special assessments levied against the benefiting property owners. 285 Fire Technology Fee Fund - Established to set aside funds for technology equipment replacement. 288 Fire Protection Capital Fund - Established to account for capital maintenance and repairs as well as purchases of fixed assets for the Fire District separate from the Fire District's Fire Fund which accounts for general maintenance and repairs. 290 Library Fund - Established to account for services provided by the City of Rancho Cucamonga Library. Funding for this service is made possible through a transfer of San Bernardino County library tax revenues to the City of Rancho Cucamonga for library purposes. • Fi sea l Year 201 5'16 Adopted Budget Page 287 • ••' 1 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Description of Funds by Fund Type t Fund # Fund Description 291 CA State Library - This "Family Place" training grant from the California State ' Library provided funding for two Library staff to attend a one-week training that will enable them to develop special programs at the Biane Library and the Family Resource Center. This grant has no matching requirements. 292 Staff Innovation Fd (CA St Lb) - Established to account for the grant money awarded by California State Library. The purpose of the grant is to provide training for innovative writing skills for future grant writers. 301 The Big Read Library Grant - Established to account for the grant money receiving from the National Endowment for the Arts. The purpose of the grant is to emphasize a city wide media campaign through guest lectures, group discussions, film showings, and a community theater performance of a designated 1 book. 302 Library Services & Tech. Act - Established to account for grant revenues and expenditures associated with funding provided by the federal Library Services and Technology Act, which is administered in California by the State Librarian. 329 Library Capital Fund - Established as the capital fund for the construction of the Biane Library second floor tenant improvement project. 354 COPS Program Grant-State - Established to account for a grant awarded as the result of the approval of State Assembly Bill 3229. The grant is a one-year award with no matching fund requirements. 361 Justice Assistance Grant (JAG) - Established to account for the revenues and expenditures associated with Federal JAG grants. 370 OTS-"Drink, Drive, Lose" Grant - This grant was awarded by the State of California Office of Traffic Safety to provide supplementary funding for overtime costs incurred during sobriety checkpoints. The overall goal of the project is to reduce the number of victims killed and injured as a result of alcohol-involved crashes. 373 COPS Secure Our Schools Grant Fund — Established to account for the grant t money use in partnership with public schools to improve school safety. 374 Cops Hiring Program Grant - This is a multi-year grant awarded by U.S. Department of Justice to provide partial supplementary funding to hire a new sworn officer. The grant must be used to enhance community policing activities. I I iscal Year 2015;16 Adopted Budget — Page 288 •' 1 .. 1 ' CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Description of Funds by Fund Type Fund # Fund Description ' 380 Homeland Security Grant- Fire - This grant from the State Homeland Security Grant Program is administered by the San Bernardino County Office of Emergency Services. The grant is funded by the Federal Department of Homeland Security. The funds will be utilized to purchase terrorism and weapons of mass destruction (WMDs) response equipment and supplies in conjunction with an ' appropriate level of training cost funding for national security. There are no matching funds required for this grant. 381 Homeland Security Grant- Police - The grant from the State Homeland Security Grant Program administered by the San Bernardino County Office of Emergency Services. The grant is funded by the Federal Department of Homeland Security. The funds will be utilized to purchase terrorism and weapons of mass destruction (WMD's) response equipment and supplies in conjunction with an appropriate level of training costs funding for national security. There are no matching funds trequired for this grant. 396 Housing Successor Agency - Established to account for assets of the former Redevelopment Agency's Low and Moderate Income Housing Fund. The source of revenue in the fund is primarily from interest received from the notes and loans receivable. 1 838 AD 91-2 Redemption-Day Canyon - Established to account for assessments received under the Improvement Bond Act of 1915. Assessments received are ' restricted for payment of principal, interest and penalties thereon, upon presentation of proper coupons. 848 PD 85 Redemption Fund - Established to account for assessments received under ' the Refunding Act of 1984 for 1915 Improvement Act Bonds and Landscape/Lighting Act of 1972. Assessments received are restricted for payment ' 868 of principal, interest and penalties thereon, upon presentation of proper coupons. CFD 2000-03 Park Maintenance - This fund is used for the maintenance of parks and parkways located within the Community Facilities District No. 2000-03. The ' District is located south of Summit Avenue on the east and west sides of Wardman Bullock Road. I I kcal Ycar 2015 16 i\dopted litidgct Page 2S9 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget Description of Funds by Fund Type , Fund # Fund Description ' CAPITAL PROJECTS Capital Projects Funds are used to account for financial resources for the acquision or construction of major capital facilities other than those financed by proprietary and trust funds. 602 AD 84-1 Day Creek/Mello - Established to account for the receipt and disbursement of funds used in the construction and installation of public capital drainage facilities, together with appurtenant work and incidental expenses, to serve and provide drainage protection to property located within Assessment District No. 84-1 (Day Creek Drainage System). Financing was provided by the sale of bonds under the Mello-Roos Community Facilities Act of 1982. ' 612 CFD 2001-01 - This CFD was established to fund the necessary infrastructure (streets, storm drains, sewer, water, landscaping, and traffic signals) integral to the ' proposed mall located at Foothill Blvd. and the I-15 Freeway. The improvements are located south of Base Line Rd., primarily north of Foothill Blvd., primarily east of Day Creek Channel, and west of Etiwanda Ave. Financing was provided by the sale of bonds under the Mello-Roos Community Facilities Act of 1982. 615 CFD 2003-01 Cultural Center - Established to account for the portion of the costs associated with the development of the City's Cultural Arts Center that is being funded by Community Facilities District (CFD) 2003-01. Financing for the CFD will be provided by the sale of bonds under the Mello-Roos Community ' Facilities Act of 1982. 617 CFD 2004-01 Rancho Etiwanda Es - Established to account for monies deposited by developers for initial consulting and administrative costs and expenses related to the proposed public financing district. Financing was provided by the sale of bonds under the Mello-Roos Community Facilities Act of 1982. 1 680 CFD 2006-01 Vintner's Grove - Established to account for monies deposited by developers for initial consulting and administrative costs and expenses related to a proposed public financing district. 681 CFD 2006-02 Amador On Route 66 - Established to account for monies deposited by developers for initial consulting and administrative costs and expenses related to a proposed public financing district. 1 i; il l'L•.Ir 'O l 1() lw,k2ct P.wk :'O() 1 ' CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2015/16 Adopted Budget 1 Description of Funds by Fund Type Fund # Fund Description ENTERPRISE FUNDS Enterprise Funds are used primarily to account for "business-like" activities that are ' primarily financed through user charges ' 700 Sports Complex - Established to account for personnel and operating costs directly associated with the operation of the baseball facility, which is the home of the Rancho Cucamonga Quakes. ' 702 REGIS Connect - Established to account for costs associated with the development of the Rancho Cucamonga Enterprise GIS Connect Program which provides services to the City and agency partners that are in need of their expertise. 705 Municipal Utility - Established to account for the costs of labor and materials used in the operation, maintenance, construction and consumption of electric I 706 services to certain major commercial/industrial developments within the City. Utility Public Benefit Fund - Established to account for 2.85% of electric retail revenues to fund qualifying energy efficiency and renewable energy programs, research and demonstration projects and services to low income electricity customers. ' INTERNAL SERVICE FUNDS Internal service funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the government and to other government units, on a cost reimbursement basis. 1 712 Equip/Vehicle Replacement- Established to account for the accumulation of user charges to various City departments and the costs associated with replacing the City's vehicles and equipment. 714 Comp Equip/Tech Replcment Fund - Established to account for the ' accumulation of resources and the costs associated with replacing the City's data processing equipment and maintaining current technology. I I iY. • 1 iscal Year 2.015 16 Adopted Bridget 91 L�.' J I 1 1 THIS PAGE INTENTIONALLY LEFT BLANK , 1 1 I .iscal Year 2015/16 Adopted Budget -- Page 292 •..•