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Budget 2016-17City of I\ ��i ` I �L�ANCHO �UCAMONGA California Mooft - .coo -A-200 CITY OF RANCHO CUCAMONGA, AWYMM1130- 1". FISCAL YEAR 2016/17 ADOPTED BUDGET About the cover..... The City of Rancho Cucamonga is committed to identifying and promoting opportunities for a cleaner and greener Rancho Cucamonga which is why we are in the process of developing a Sustainability Action Plan. This plan will serve as a long-term vision of how the City can be more environmentally friendly and provide guidance for residents, City staff, and community leaders. Current sustainability efforts by the City are noted below. Over the past two years, the City has invested in Solar RC. In addition to a solar parking canopy on the north parking lot at City Hall (pictured on the cover) and solar panels on the Public Works Administration Building (which offset approximately 80% of the electricity costs), Solar RC was expanded during FY 2015/16 to include solar installations at Central Park, the Epicenter, the Animal Center, and the Banyan and Day Creek Fire Stations. Investments in solar infrastructure projects are starting to yield positive budget savings after the first full year of operations, and will only grow in the ensuing years. The City reduced its water consumption by a tremendous 36% from 2013 to 2015. This was accomplished by converting grass medians, side panels, unused or under-utilized grass areas in the parks and paseos to mulch, cobble, decomposed granite and drought tolerant plants. The City continues to expand its "green" fleet with electric, hybrid, and Compressed Natural Gas (CNG) vehicles. This includes passenger vehicles, light-duty and heavy-duty trucks, and street sweepers. Highly visible "Clean Fuel" graphics were designed and placed on all the vehicles including the Nissan Leaf (pictured on the cover) and Mitsubishi iMiev. The City supports community efforts that move us towards alternative fuel vehicles by streamlining the installation process for home vehicle chargers and encouraging use of the electric vehicle charging stations available throughout our community. CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Table of Contents Paste Introduction 1 City Manager's Executive Summary 3 Attachment A — Department Budgets 29 Attachment B — 2016 City Council Goals 49 GFOA Distinguished Budget Presentation Award 53 General Information 55 City Officials 57 Organization Chart 59 Functional Units by Fund Type 61 Snapshot of the City of Rancho Cucamonga 63 Population by Age 64 Educational Attainment 65 Principal Employers 66 Principal Sales Tax Remitters 67 Budget Guide 69 Budget Process 70 Budget Process Flow Chart 72 Summaries of Financial Data 73 Financial Summary — Operating Budget 74 Financial Summary — All Funds 75 Notes to Financial Summary 76 Budget Summary 77 Special District Summary 78 Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other Maintenance Districts — Changes in Fund Balance 80 Revenue Summaries 83 Revenue and Resource Estimates 85 Revenue Summary by Category — Operating Budget 90 Revenue Detail — Operating Budget 92 Revenue Summary by Category — All Funds 98 Revenue Detail — All Funds 100 Revenues by Fund 120 Expenditure Summaries 125 Expenditure Summary by Department — Operating Budget 126 Expenditure Summary by Category — Operating Budget 127 Expenditure Detail — Operating Budget 128 Expenditure Summary by Department — All Funds 134 Expenditure Summary by Category — All Funds 135 Expenditure Detail — All Funds 136 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Table of Contents Page Summaries of Financial Data (continued) Expenditures by Fund 163 Funded Positions by Department — Summary 167 Funded Positions by Department — Detail 168 Spendable Fund Balances 179 Summary of Changes in Spendable Fund Balances 183 Departmental Budget Details 187 Governance City Council Overview of Department 188 FY 2016/17 City Council Priorities 188 Three -Year Expenditure Summary by Funding Source/Category 189 Three -Year Staffing Summary 189 City Clerk Overview of Department 190 FY 2016/17 Budget Highlights 190 Three -Year Expenditure Summary by Funding Source/Category 191 Three -Year Staffing Summary 191 City Treasurer Overview of Department 192 FY 2016/17 Budget Highlights 192 Three -Year Expenditure Summary by Funding Source/Category 193 Three -Year Staffing Summary 193 City Management Overview of Department 194 FY 2016/17 Budget Highlights 194 Three -Year Expenditure Summary by Funding Source/Category 195 Three -Year Staffing Summary 195 Performance Statistics 196 Services to the Community 197 Records Management Overview of Department 190 FY 2016/17 Budget Highlights 190 Three -Year Expenditure Summary by Funding Source/Category 191 Three -Year Staffing Summary 191 Performance Statistics 192 Services to the Community 193 Public Safety Police Overview of Department 198 FY 2016/17 Budget Highlights 198 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Table of Contents Page Three -Year Expenditure Summary by Funding Source/Category 199 Three -Year Staffing Summary 199 Performance Statistics 200 Services to the Community 201 Fire District Overview of Department 202 FY 2016/17 Budget Highlights 202 Three -Year Expenditure Summary by Funding Source/Category 203 Three -Year Staffing Summary 203 Performance Statistics 204 Services to the Community 205 Animal Care and Services Overview of Department 206 FY 2016/17 Budget Highlights 206 Three -Year Expenditure Summary by Funding Source/Category 207 Three -Year Staffing Summary 207 Performance Statistics 208 Services to the Community 209 Civic and Cultural Services Records Management Overview of Department 210 FY 2016/17 Budget Highlights 210 Three -Year Expenditure Summary by Funding Source/Category 211 Three -Year Staffing Summary 211 Performance Statistics 212 Services to the Community 213 Community Services Overview of Department 214 FY 2016/17 Budget Highlights 214 Three -Year Expenditure Summary by Funding Source/Category 215 Three -Year Staffing Summary 215 Performance Statistics 216 Services to the Community 217 Library Services Overview of Department 218 FY 2016/17 Budget Highlights 218 Three -Year Expenditure Summary by Funding Source/Category 219 Three -Year Staffing Summary 219 Performance Statistics 220 Services to the Community 221 Administrative Services Administration/Purchasing Overview of Department 222 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Table of Contents Page FY 2016/17 Budget Highlights 222 Three -Year Expenditure Summary by Funding Source/Category 223 Three -Year Staffing Summary 223 Performance Statistics 224 Services to the Community 225 Finance Overview of Department 226 FY 2016/17 Budget Highlights 226 Three -Year Expenditure Summary by Funding Source/Category 227 Three -Year Staffing Summary 227 Performance Statistics 228 Services to the Community 229 Human Resources Overview of Department 230 FY 2016/17 Budget Highlights 230 Three -Year Expenditure Summary by Funding Source/Category 231 Three -Year Staffing Summary 231 Performance Statistics 232 Services to the Community 233 Innovation and Technology Overview of Department 234 FY 2016/17 Budget Highlights 234 Three -Year Expenditure Summary by Funding Source/Category 235 Three -Year Staffing Summary 235 Performance Statistics 236 Services to the Community 237 Economic and Community Development Administration Overview of Department 238 FY 2016/17 Budget Highlights 238 Three -Year Expenditure Summary by Funding Source/Category 239 Three -Year Staffing Summary 239 Performance Statistics 240 Services to the Community 241 Building and Safety Overview of Department 242 FY 2016/17 Budget Highlights 242 Three -Year Expenditure Summary by Funding Source/Category 243 Three -Year Staffing Summary 243 Performance Statistics 244 Services to the Community 244 Engineering Services Overview of Department 246 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Table of Contents Page FY 2016/17 Budget Highlights 246 Three -Year Expenditure Summary by Funding Source/Category 247 Three -Year Staffing Summary 247 Performance Statistics 248 Services to the Community 249 Planning Overview of Department 250 FY 2016/17 Budget Highlights 250 Three -Year Expenditure Summary by Funding Source/Category 251 Three -Year Staffing Summary 251 Performance Statistics 252 Services to the Community 253 Public Works Services Overview of Department 254 FY 2016/17 Budget Highlights 254 Three -Year Expenditure Summary by Funding Source/Category 255 Three -Year Staffing Summary 255 Performance Statistics 256 Services to the Community 257 Capital Improvement Program 259 Summary by Category 261 Detail by Category with Funding Source(s) 263 Appendix 269 Financial Policies 271 Long -Term Debt 276 Glossary of Budget Terms 277 List of Acronyms 282 Description of Funds by Fund Type 283 RANCHO CUCAMONGA CALIFORNIA INTRODUCTION FiSc ai Year 20Ni611 1�1 A lope llRurl c+ 1)QgG 1 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 2 MEMORANDUM CITY N -�NAGER'S OFFICE Date: June 16, 2016 To: Mayor and Members of the City Council By: John R. Gillison, City Manager Subject: A YEAR OF TRANSITIONS: FISCAL YEAR (FY) 2016/17 BUDGET "A Year of Transitions" Merriam Webster's dictionary defines transition as a movement, development, or evolution from one form, stage, or style to another. Fiscal Year 2016/17 is definitely a year of transition. Clearly, by any economic measure, the recession has ended; jobs are growing, employment is up, wages are on the rise and the economy is showing positive growth. In fact, by most measures, we are into a 5th or 6th straight year of positive economic growth, around 2% per year, which is not spectacular, but solid and sustainable. We do not appear to be in an economic bubble and most economists predict several more years of growth before we see some level of flattening or retrenchment. It is important to put this into perspective. During the Great Recession, a tremendous amount of wealth was wiped away. Property values fell. Revenue declined in the private and public sector. Jobs were lost. Locally, the current growth we are seeing is really only just now getting us back to or modestly exceeding our pre -recession peak. Sales Tax for FY 2016/17 is projected to reach $28,854,580 which is just slightly higher than our Pre -Recession peak of $28,617,960 in FY 2007/08. Essentially, it has taken the City nine (9) years to recover what was lost in the recession, during which time other costs, like utilities and contract costs, have continued to rise. For FY 2016/17 we also estimate that our property tax, minus the new post -RDA taxes, will surpass our Pre -Recession peak of $4,874,790 in FY 2008/09. Rancho Cucamonga has finally reached a point where from FY 2016/17 forward we should experience true new growth (as opposed to regaining ground lost during the recession). Importantly, however, we are challenged by sustained growth in fixed Solar RC Expansion Project costs. Our electricity and natural gas Energy Cost W/O Solar VS. WITH Solar rates have increased more than 6% in FY 16-17 Savings: $129,307 the last 5 years, despite becoming more energy-efficient. Utilities are some of our biggest fixed costs to operate S700WO facilities. In order to prudently oversee your tax dollars, the City Council has ssoo,000 directed staff to explore opportunities to reduce fixed costs whenever possible. ssoo,000 This is why Rancho Cucamonga has sioo,wo invested in Solar RC. In addition to a EnergycosuwthwSola Energy CosmWthSolar solar parking canopy on the north ■Energycost ■OebtRepagment parking lot at City Hall, as well as solar Fiscal Year 2016/17 Adopted Budget Page 3 panels on the Public Works Administration Building (which offset approximately 80% of the electricity costs), Solar RC was expanded during FY 2015/16 to include solar installations at Central Park, the Epicenter, the Animal Center, and the Banyan and Day Creek Fire Stations. As illustrated by the graphic above, investments in solar infrastructure projects are starting to yield net budget savings from this very first full year of operations, and will only grow in the ensuing years. Even more dramatically, over the last five years, water rates (charged to the City of Rancho Cucamonga City) have risen a total of 90%. At the Annual Water Consumption 2013 vs. 2015 direction of the City Council, to Amounts Shown in Hundred Cubic Feet demonstrate leadership during the recently concluded statewide drought 1,500,000 as well as minimize impacts on 1,000,000 961,781 services to residents, the City staff 613,633 were challenged with finding 500,000 substantial ways to reduce water use. ... _. Although the issue locally was more a regulatory compliance matter with the ■ 2013 `` 2015 State Water Board directives than an overall supply concern, the City nevertheless reduced its water consumption by a tremendous 36% across all accounts. We received $299,200 in turf removal rebate funds over the last several years, and spent $705,000 to convert grass medians, side panels, unused or under-utilized grass areas in the parks and paseos to mulch, cobble, decomposed granite and drought tolerant plants. This work occurred in every area of the City - north, south, east, and west - with the primary activity occurring in LIVID 4R and LIVID 2 as both these areas have sufficient reserves which helped provide initial capital funding for drought tolerant conversions. Some of this work is still ongoing and is highlighted in the Capital Improvement section of this budget. Projects such as drought tolerant conversions help the City conserve this precious natural resource, create more sustainable long term budgets, reduce cost increases to rate payers and ensure there is sufficient water to accommodate future growth. Times of transition are strenuous, but 1 love them. They are an opportunity to purge, rethink priorities, and be intentional about new habits. We can make our new normal any way we want. Kristin Armstrong, 2 -time Olympic Medalist and professional road bike racer As we enter this year of transition it is important to continue to take advantage of opportunities like the ones noted above to rethink priorities, develop new habits of conservation and create a new normal. Rancho Cucamonga is seeing positive economic growth and the most new development and business activity since FY 2006/07. However, we cannot be laissez-faire about growth solving our problems. Fiscal restraint is key as we transition to a new era of modest economic growth and equally robust cost increases where there is no public appetite for tax increases regardless of reason or amount. Part of the key to being successful during a time of transition is the intentional development of new habits. If transition and change provide the motivation to do things differently than you have done them before, habits are what ensure the changes you do make become permanent. Under the direction of the City Council, staff is working hard to ride the wave of transition and develop intentional new habits that will ensure success and permanence. As noted above, the City has engaged in extensive efforts to reduce fixed costs such as water and electricity. These are but a few of the transitions and changes coming to Rancho Cucamonga. Some of the others include: Fiscal Year 2016/17 Adopted Budget Page 4 Phasing out the use of Gas Tax funds to cover the substantial budget deficits in Street Light Districts, where assessments have not changed in 20 years. With Gas Tax continuing to decline thanks to ever improving gas mileage, low gas prices, and the increasing number of electric and other alternative fuel vehicles, every city in California is struggling to maintain their road infrastructure. Rancho Cucamonga is no exception. Instead of using Gas Tax, the City will be backfilling SLD 2 with General Fund dollars in the amount of $350,170 to cover its deficit and thereby maximize available Gas Tax funds for road maintenance. The remaining SLD subsidy from Gas Tax (SLD 7) will be transitioned to the General Fund next fiscal year. Purchase of City street lights from Southern California Edison. Purchasing the lights from SCE will save the City $1.3 million in costs for electricity each year versus what we would otherwise pay SCE going forward, because we are eligible for a lower utility rate that is otherwise not possible when SCE owns the street lights. In addition, if we convert the lights to LED, we could potentially save an additional $260,000 per year. Further, the City can maintain the lights at a cost equal to or less than SCE. These changes will also help address the growth in SLD deficits and minimize the drain on the General Fund. Replacement of the soon to be terminated leased space for the Family Sports Center with a new City Gymnasium located off Rochester. The expected 35,000 square foot building and 21,600 square foot outdoor court area will serve over 130,000 visitors per year. The gymnasium will include three indoor and three outdoor basketball/volleyball courts. The approximately $15 million project is wrapping up preliminary design and is scheduled to be out to bid in the fall of 2016. Continued use of the League of California Cities' California Municipal Financial Health Diagnostic. This tool was created to provide a way for cities to evaluate their overall financial condition using 14 key fiscal indicators. Rancho Cucamonga remains one of a handful of cities in California that have both completed the Financial Health Diagnostic and shared those results publically. This initiative supports the City Council's goal to increase public transparency and share information regarding the City's sound financial underpinnings. Fiscal Year 2016/17 Adopted Budget Page 5 City of Rancho Cucamonga uenera und (Fund 001 only) Cqa lrlan Financial Health Indicators - Summary Checklist Indicator Ratin 1. Net Operating deficit I surplus. I nere are no recurmg genera fund operating deficits. General revenues are suficie nt to meet the net general Healthy 2. Fund balance. Reserves are sufficient over multiple consecutive years and in why compiance with adopted Policy. 3. Capital Asset Condition. The eocnty is keeping pace with the aging of its capital assets why 4. Liquidity_ cash and short-term irwest,nenis are suf iieicent to cower arrest Healthy liabiWes (including short-term debt and accounts payable within 60 days). Fixed costs & labor costs- Fxed costs (ffmiudimg debt service and other contractual obligations). salaries and bereft are stable or decreasing over multiple Caution ,years mlatwe b ireasonably expecbed revenue 6. General fund subsidies of other funds. Any general fund subsidies other Caution s are sustainable and in compliance with adopted pricy. enterprises a special ilydin 7. Constraints on budgetary discretion. The board of supervisors• authority Healthy to make budget changes is not excessively constrained by charter. contract. or law. 8. Balancing the budget with temporary funds_ The use of reserves. selling assets, deferring asset maintenance to balance the general fund has been Healthy limited prudent and in cornphance, with adopted policy - 9. Balancing the budget with borrowing. The use of short-term bar oohing, Leinternal bor owi g or transfers from special finds to balance the generate fund has Healthy q been limited, prudent and in compliance with adopted policy - U 10_ Balancing the budget by deferring employee compensation costs. p Pension liabilities and oilier run -salary benefits have been determined. disclosed Healthy and acbraniaiy funded in compliance with adopted policy. a 11. Balancing the budget with badddoaded debt service payments. Healthy .Y service payments have not been'backloaded into frlum years. A, 12, Funding Operating costs with non-recurring revenues. Ongoing d operating casts are beteg funded with ongoing rather than temporary revenues (e.g., Healthy from dewelo etc. 13. Timeliness and accuracy of financial reports. Financial Reports are being fled on time. (CAFR. Annual Audit. State Con traWs Financia Transactions Healthy nice level solvency. t=ulip service levels meet the slandards and needs Healthy munity. Possible transition to City Council Districts. Earlier this year, the City was served with a lawsuit by the firm Shenkman & Hughes which claimed Rancho Cucamonga was in violation of the California Voting Rights Act because of its sizable Hispanic population and current lack of Hispanic councilmembers. The City Council subsequently held a series of public hearings culminating in a Council District Map comprised of four council districts and an at -large mayor which will be placed in front of the voters on November 8t", 2016. FY 2016/17 Budget Changes Either write something worth reading or do something worth writing. Benjamin Franklin 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. Fiscal Year 2o16/17 Adopted Budget Page 6 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. For FY 2016/17 the top priorities which this budget focuses on include: o Implementation of the 2015 Economic Development Strategic Plan o Focus on critical infrastructure projects o Improvements to public safety and critical community services o Continued development of technology and workforce reorganization The balance of this budget message will focus on each of these priorities in more detail. Specific examples of objectives in each area will be included. These priorities were carefully developed to be consistent with the City Council Goals including: • PUBLIC SAFETY — Proactively develop public safety programs and facilities to meet community needs. • PARKS AND RECREATION DEVELOPMENT— Proceed with planning and development of major parks and recreational projects. • ENHANCING PREMIER COMMUNITY STATUS— As the community matures, undertake programs and projects to enhance Rancho Cucamonga's position as the premier community in our region. • MID AND LONG RANGE PLANNING —Develop mid-range and long-term goals and vision for the City. Economic Development Exploration is the engine that drives innovation. Innovation drives economic growth. So let's all go exploring. Edith Widder With transition also comes opportunity. An old Chinese proverb says that a wise man adapts himself to circumstances as water shapes itself to the vessel that contains it. The continuing exploration and growth in technology is absolutely driving innovation and contributing to the current economic growth. Rancho Cucamonga is adapting to this change and trying to create the foundation for even greater future economic growth. The results are beginning to be seen. In March of 2016, Rancho Cucamonga's unemployment rate continued to decrease even more to 4.2%. Not only is anything below 5% considered full employment, but this rate is less than half of where we were at this time just four years earlier. In the first four months of 2016, we issued 1,700 building permits, which was an increase of 16% Fiscal Year 2o16/17 Adopted Budget Page 7 over the same time period in 2015. Overall, local economic development is picking up solidly. Here are just a few examples of the activity, innovation and growth occurring at the local level: Two hotel projects are in the grading or construction phase, including a Fairfield Inn and Suites on the west side of Pittsburgh Avenue north of 4th Street. This four story hotel will have 105 rooms and is expected to be completed in early 2017. The second hotel is a Marriott Residence Inn approved at the southeast corner of Haven Avenue and 6th Street. The four story hotel will have 126 rooms plus a pad for a future office building. Grading is expected to begin in June 2016. A third hotel, a 108 room Hampton Inn and Suites to replace an existing Carrows Restaurant at the site located on the southeast corner of Foothill Boulevard and Mayten Avenue, has gone through Design Review and is expected to go to Planning Commission for final approval before the end of summer. In addition, discussions are ongoing about a small boutique hotel at the southwest corner of Base Line and Day Creek and a possible boutique hotel in Victoria Gardens. • A new Stater Bros. supermarket is coming soon to 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 a 15,207 square foot drug store and two drive through restaurants in addition to the supermarket. Adjacent to the project will be an affordable senior housing project with 139 units for low income seniors. Construction is also under way for several additional commercial spaces in the Vons/Trader Joe's shopping center at Haven and the 210 freeway. One of the first stores expected to open is Coffee Bean and Tea Leaf. Pending results of a parking study, additional outlets including Smash Burger and Mod Pizza are also proposed. The Empire Lakes project was recently approved to replace an aging 160 -acre golf course, which was losing money and needed significant work, with up to 3,450 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 120,000 square feet mixed use non-residential between 4th Street and 6th Street and another 100,000 square feet of mixed use non-residential between 6th Street and the Metrolink Station. Expected selling prices are between $300,000 and into the high $400,000 range, and rents are expected between $1,500 and $2,000 per month. Units are targeted towards seniors seeking move down housing and desiring smaller properties which are one story or elevator served, first time housing buyers such as single urban professionals seeking entry level housing, and two -income married couples just starting out. This exciting development, a first of its kind for the Inland Empire, should help draw new employers whose work force fits this target demographic. A separate, but equally exciting project, is in the discussion phases for the Metrolink Station, where the City is working with SANBAG on the development of a transit -oriented mixed use project. Creative Housing Associates is the developer for the project and has extensive experience in residential and commercial mixed use developments. Staff is finalizing an Exclusive Negotiation Agreement between the City, SANBAG and Creative Housing Associates for the development of the site. Someone is sitting in the shade today, because someone planted a tree a long time ago. Warren Buffet Mixed use multi -story housing projects are currently going through staff review, design review, or Planning Commission approval for Hermosa/Foothill, Etiwanda/Foothill, Fiscal Year 2016/17 Adopted Budget Page 8 East/Foothill and Haven/2611 Street. These exciting new projects will provide new entry level market rate housing opportunities, be located in walkable distance to transit and local services, and improve the City's overall position in the market as we seek to attract new retail opportunities. The Haven City Market tenant improvement plans were submitted to the Building and Safety Department and are currently in review. The designers of the project are proposing to change the occupancy of this existing retail building, which was originally built for K- mart and subsequently occupied by JC Penney as a furniture outlet on Haven Avenue. Instead, this 85,600 square foot space will house a large market, farmer's market type vendors, gourmet food shops, retail spaces, a large assembly area inside and a courtyard outdoors for drinking and dining located on the south side of the building. This project will provide a unique gathering spot, similar to the Anaheim Packing House, and will be centrally located to the mixed use projects on Foothill as well as Haven and 6th street. • Speaking of gathering spots, the mini -boom in breweries and tasting rooms has continued. The total number of local breweries and wine tasting locations in our City is currently 10 and several of our original locations have already begun to expand. The area around Vineyard and Arrow, home to three of the breweries, has been unofficially dubbed the Brew Mile. Across the troubled maelstrom of time, people always need beer. Ellen Kushner The success and growth of these locations reflect the shift in demand for more locally - focused craft breweries and wineries. It also reflects Rancho Cucamonga's evolution from national chains into a higher end and more competitive market for food, beverage and entertainment experiences. Retail development along Foothill is picking up again. Victoria Gardens is working on several new fast casual and casual dining locations to be occupied over the next 12 months. These locations will bring some known names not currently in the local market as well as some unique niche restaurants seeking to expand to additional locations in California. One of the first to open was Mug Shakes, which specializes in milkshakes in mugs with unique, homemade flavor combinations. Mug Shakes is locally owned and has seen lines of several hundred people since its opening, with many driving all the way from Los Angeles to taste the shakes. • Staff is working closely with Aldi for final approvals to locate a new grocery store at 10770 Foothill Boulevard. Aldi is part of the Trader Joe's group of stores that focuses on the affordable end of the grocery business. All approvals have been granted for a new commercial center to replace the old China Buffet at Foothill and Spruce Avenue, and the project is currently in plan check. Some of the expected tenants include The Habit (hamburger restaurant), Sleep Train (mattress store), and The Afters (ice cream shop). • The GOALS soccer complex lease agreement was recently approved by the City Council. Under the terms of that agreement, GOALS will construct 10-12 small sided soccer fields and a restaurant/dressing area at the Epicenter Adult Sports Complex, while paying the City $115,000 in rent each year. Fiscal Year 2016/17 Adopted Budget Page 9 Last, but definitely not least, the local industrial market continues to be very strong. The Omnitrans parcel on Arrow Highway and the 15 Freeway was recently placed into escrow for $25 million and is expected to be the home of a 617,000 square foot industrial building. In the last year, 5 buildings at 5 locations, totaling about 490,000 square feet of industrial space, have been constructed, are under construction or are in plan check. In addition, there are 6 buildings of about 171,000 square feet that were recently under review by the Planning Commission at a public hearing on May 25, 2016. In some cases, these industrial buildings may also include a retail component. Opportunity is missed by most people because it is dressed in overalls and looks like work. Thomas Edison All of the aforementioned developments help support the strategies contained in the City's Economic Development Strategic Plan approved last March 2015. The strategy 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. 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. The Economic Development Strategic Plan identified five target industries. These target 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. Staff is working hard to attract businesses in these five target industries. Part of that work involves creating the conditions locally which result in the desired business climate, physical environment and community amenities which are attractive to these businesses. Key to that work are current efforts under way to modernize our Development Code, create housing and other amenities for prospective employees, and coordinate efforts with our educational partners. Education is the best economic policy there is. Tony Blair The City is working with local educational and medical institutions to develop health care and social assistance businesses. We must also partner with other local public agencies including the Alta Loma School District, Central School District, Etiwanda School District, Cucamonga School District, Chaffey Joint Union High School District and Chaffey Community College District to ensure that these organizations have solid foundations on which to accomplish their goals and objectives. One hallmark of a great city is a world-class educational system. Where strong schools thrive, property values are maintained and families desire to live and raise their children. We want to create a seamless transition from elementary to high school to higher education to the actual workplace for those individuals seeking careers in the target industries. Programs that Fiscal Year 2oi6/17 Adopted Budget Page io are coordinated with our educational partners will help to develop employees for areas like health care, social assistance, professional, scientific and technical services. Along with the educational sector efforts, the City is looking at programs focused around the manufacturing, warehouse and wholesale trade industries. As noted above, the physical development of new warehouse/industrial buildings remains strong and this helps provide new locations for the transportation, warehousing and wholesale trade industry to grow organically. Similarly, the retail, hotel, and food service industries are eyeing Rancho Cucamonga because of our excellent reputation in the marketplace. Developing new retail and experience -based retail/food service sectors, such as our local craft breweries and wineries, will help create the kind of community amenities desired by the employees of these prospective target industries. To that end, another key element the City hopes to implement to attract manufacturing, professional and technical services is approval of new entry level housing opportunities that take advantage of public transit and walkability. Within Rancho Cucamonga, jobs are expected to increase by nearly 15,000 — 20,000 positions in the next 4 years; as noted above, creation of new entry level housing opportunities at all sizes, price points and in walkable distance to key retail locations will help ensure many of these new employees become residents and spend their tax dollars in Rancho Cucamonga. Infrastructure For better it is to dare mighty things, to win glorious triumphs, even though checkered by failure... than to rank with those poor spirits who neither enjoy nor suffer much, because they live in a gray twilight that knows not victory nor defeat. Theodore Roosevelt As the City transitions toward being a largely (though certainly not completely) built -out community, our infrastructure is also transitioning into one that is slowly aging. The streets, sidewalks, parks, bridges, and public buildings that have been built over the last 30 to 40 years are now showing their age and will require more frequent and regular maintenance to extend their useful life. At the same time, some new facilities are coming to fruition that will require their own level of maintenance to ensure they are in quality condition for years to come. The great challenge for the City is to properly fund both maintenance and repair of existing facilities while continuing to build out all of the community facilities necessary to serve a resident base of 175,000+ people. Rancho Cucamonga is fortunate because most infrastructure projects are funded by the reserves (General Fund and Special Funds) which have been set aside over the years to ensure the City was able to meet future obligations. These long term planning efforts were challenged in 2012 when the State of California eliminated Redevelopment, seizing $197,000,000 in reserves the City had carefully saved up over 25 years to cover both maintenance and repair as well as construction of future facilities. When the current economic recovery first began, the City Council challenged staff to start replacing those reserves. The FY 2013/14 budget represented the first budget in the City's history in which $508,680 was specifically budgeted to go into General Fund reserves, with the goal of eventually budgeting $1 million annually in reserve contributions. The following is a summary of those budgeted contributions since that time, including the $1 million proposed in this Preliminary Budget: Budgeted General Fund Fiscal Year Reserve Contribution 2013/14 $ 508,680 2014/15 $ 607,480 2015/16 $ 700,000 2016/17 $1,000,000 Fiscal Year 2oi6/17 Adopted Budget Page 11 These reserves will obviously not be replaced overnight; however, it is a positive sign that the City has begun the process of rebuilding them and remains committed year after year. Without the reserves, the City would not have the funding needed to pay for critical repair and maintenance of existing infrastructure, as well as the development of new infrastructure. The following are just some of the key infrastructure projects for FY 2016/17: • Construction of the Base Line / 1-15 interchange project is making excellent progress and is anticipated to be completed in early 2017. This is a $52.6 million project, funded by Federal and State transportation funds, Measure I funds, and local bond funds. Once complete, the project will greatly improve traffic flow and safety at this critical interchange. Replacement of the leased Family Sports Center with the City's own Gymnasium is a priority this year. The project is wrapping up preliminary design and is scheduled to be out to bid in the fall of 2016. The $15 million 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 the Quakes Stadium on the east side of Rochester. This new facility will be better designed for the designated activities without the compromises inherent in using an old retail (Gemco) building and better parked for these highly used programs which accommodate more than one hundred thousand users each year. In addition, the new facility will use less water and electricity, and save the City more than $300,000 in rental payments each year that would have been paid if the City had taken over the lease from the Successor Agency at the conclusion of the current lease. • Installation of the $3.9 million Cucamonga Storm Drain Upper Phase 3 on Amethyst from Base Line to 19th Street which will improve drainage, enhance traffic circulation, improve pedestrian safety and remove private properties from a flood zone. • The $724,000 undergrounding of overhead utilities along Arrow Route from Bear Gulch to west of Archibald Avenue and $559,000 in similar undergrounding along Base Line Road from Carnelian Street to Archibald Avenue. Completion of Los Amigos Park in Southwest Rancho Cucamonga by spring of 2017. Funded by a $3.9 million State park bond grant, this 3 -acre neighborhood park is providing a playground, skate spot, outdoor exercise equipment, and green space in southwest Rancho Cucamonga, where additional park space has, until now, been extremely deficient. The new park was designed from the beginning to use less water and require less maintenance than traditional neighborhood parks. • The $850,000 Extreme Makeover of the Animal Center. This facility is well over 20 years old and in need of improved lighting, repainting and new floor coatings, sound attenuation, replacement of the kennels and enhanced adoption environment in the lobby area. • Replacement of the flooring at Central Park in the halls and rooms. This $310,000 cost will replace the aging marmoleum which has holes and is wearing out, with new modern flooring to maximize rental value of the facility. • Removal and replacement of the exterior building joints, roofing system and repainting of the Victoria Gardens Cultural Center. • Completion of the second floor of the Biane Library at Victoria Gardens. This 13,500 square foot space has until now been vacant, with the goal of transforming it into an Fiscal Year 2016/17 Adopted Budget Page 12 interactive early learning children's discovery space. With $2.5 million in library funds that were raised, and saved, over the years, the first phase of this tenant improvement will be completed by fall of 2016. Amenities include an art room, early learning space, classroom, STEM (Science, Technology, Engineering and Mathematics) Lab and approximately 6,500 square feet of flexible programming space. The Library Board of Trustees and the Library Foundation are also beginning a fundraising program to raise $1.5 million to complete phase two of this project with the goal of having the interactive children's exhibits within the next five years. • $625,000 ($525,000 from General Fund monies and $100,000 from Measure I funding) in spending is recommended for concrete replacement, which stood at $200,000 (Measure 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. • $255,000 is included in the Capital Improvement Project budget to fill 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. • $200,000 in new or upgraded ADA ramps citywide. • A $250,000 Traffic Center Management Upgrade (citywide) to improve connectivity, coordination and traffic flow. In terms of infrastructure, the single largest infrastructure component the City is responsible for is the network of streets inside our incorporated boundaries. Traditionally, these streets have been largely maintained by all local governments using gasoline tax revenues. Over the last 10 years, the State has taken already complicated formulas regarding Gas Tax revenues and added more complexity by diverting and rebalancing what monies went to whom, when and for what. The net result of all these changes has been the continual gradual decline of gas tax revenues to all local agencies. In recent years, however, this gradual decline has become a headlong rush downward thanks to new federal regulations which mandate increased fuel economy and the rise of hybrids, electrics and CNG powered vehicles (which pay little or no Gas Tax). This is highly problematic for all local agencies because Gas Tax had been the primary road infrastructure funding source, thus freeing up many cities General Fund revenues to focus on public safety. For FY 2016/17, Gas Tax revenues are estimated at $296,020 less than the prior year and $1,088,000 less than they were in FY 2012/13. This decline in greatly -needed revenue could, if left unmitigated, have an adverse long-term impact on 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 (PCI) and to make progress toward our goal of an 85% level. In general, California roads are at 66% level currently and continuing to decline each year. 70 50 25 Preventive Maint. Thir. AC overlays Thick AG overlays Reconsuutaon Accordingly, as noted earlier, the City is phasing out the use of PCI rnresfioW&TrwmemsAsslgned Gas Tax funds for street light costs and utilizing all $3,552,840 in estimated Gas Tax revenues, along with $2,762,470 in estimated Measure I revenues, for local streets overlay and slurry seal programs; minor sidewalk projects; and pavement management. Some of these projects include Fiscal Year 2016/17 Adopted Budget Page 13 repaving 911 Street from Grove to Hellman, repaving Base Line from Milliken to Day Creek, repaving Carnelian from Lemon to Wilson, repaving Church from Pepper to Hellman, and installing 600' of sidewalk on Foothill across the SCE Corridor west of Day Creek channel. Nevertheless, without an increase in Gas Tax revenue of between 30% and 90%, Rancho Cucamonga will also slowly fall behind the infrastructure curve like so many other agencies have in the last 5 to 7 years. In an effort to prevent this from happening, the City is participating with the League of California Cities in a concerted effort to convince the Governor and Legislature to increase funding, substantially, for road infrastructure at both the state and local level. Public Safety/Community Services Every move you make, every step you take, 0/ be watching you. The Police Along with strengthening reserves to ensure that equipment, vehicles and infrastructure can be replaced when necessary, the City has worked toward shedding the last of the recessionary budget balancing practices which were used as limited time measures to minimize service impacts. For FY 2016/17, the Police Department line item of Projected Budget Savings, which at one time was as high as $500,000, has been reduced to $50,000 and is anticipated to be eliminated completely by FY 2017/18. This will help fully fund the Police Department without relying on contractual savings from vacant positions due to promotion, retirement or injury. The City is also committed to improving its public safety services by making quantum leaps forward through the implementation of technology to serve as a force multiplier for our public safety personnel. The FY 2016/17 budget continues the City's long-term investments in Automated License Plate Readers (ALPR's), Public Safety Video Network (PSVN) cameras, K9's, electric motorcycles and other new technologies such as the Internet of Things and GIS applications to track and map trends in real time. For example, ALPR's now line the 210 and 15 freeway on/off ramps and will soon be in place along 4th street, eventually including our border with Upland. This technology is increasingly being used to not only solve crimes but proactively catch wanted felons or recover stolen vehicles. The PSVN system is expanding exponentially, from its original genesis to protect the Victoria Gardens Mall to what will soon be an adjunct to many of our intersection traffic cameras as well as the integration of many other public and private systems including our educational partners and even private residents. Public safety has always been the City Council's highest priority and remains so today. This is one of the reasons why, even with "realignment" and the State pushing inmates out of state prison and into county jails, along with Prop 47 which decriminalized many drug offenses and non-violent felonies to lower level misdemeanors (thus incentivizing those crimes for future criminals who recognize the punishments are now much less severe), the City saw its Part II crimes decrease by an amazing 12% while only seeing a minimal Part I increase of 8% (much lower than other comparable size agencies). In addition, much of the Part I increase is largely attributable to changes in methodology of what is counted and how certain things are classified. Even beyond the Part I and Part 11 numbers, our Deputies are working hard to keep the City safe; in 2015 they took more reports and made more arrests, on a lower volume of calls for service, than at any time in the last 3 years. Still, the City desires to do better. Our long term goal has for many years been to keep deputy to citizen staffing ratios stable. This is why with continued population growth over the last several years, for FY 2016/17 we are recommending hiring one (1) additional Deputy Sheriff and one (1) Sheriff Services Specialist (SSS) out of current resources which will help bring these ratios down to our target zone. The City is also applying for a COPS Hiring Program Grant to bring on an additional three (3) Deputies in FY 2016/17. If the grant is awarded to the City, it will offset part Fiscal Year 2oi6/17 Adopted Budget Page 14 of the salary costs of these three positions. In anticipation of receiving the grant, the FY 2016/17 budget includes the matching funds required for the grant. If the COPS Grant is approved, the City would hire a total of four (4) new Deputies and one (1) SSS in FY 2016/17. The goal is to add additional deputies for each of the next four years to bring our ratios down and stabilize our sworn positions even as our population increases. This will be a challenge, however, because even without COPS grants and other assistance, our Sheriff's Contract budget in the General Fund is increasing from $31,530,550 to $33,088,530 largely due to salary increases and retirement cost increases. As important as public safety is, how we provide services to some of the most fragile of our residents including seniors and those with special needs is also important. The City has devoted new funding in this budget to improvements in community services with the addition of another bus for the Senior Transportation Programs. We are also expanding our special needs programs building on the highly successful Special Olympics events last summer and partnering with local resources providers. Last, but certainly not least, the City's highly successful 24 -hr Kitten Nursery, which operates seasonally and is focused on providing care for neonatal kittens, will be continuing again this year. The Kitten Nursery was first started last year and resulted in a 6% reduction in euthanasia of cats. Thanks to a combination of volunteer resources and additional city funding, this fantastic and unique community service will be continued again in FY 2016/17. Personnel/Technology Nobody cares how much you know, until they know how much you care. Theodore Roosevelt A key focus of any organization is its 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 as they were in the peak year of FY 2007/08. During that time period, known as the Great Recession, the City's workforce shrank by 25% or over 110 full time equivalent positions. Coming out of the recession, the City Council directed staff to focus on moderating growth in new personnel to help better control personnel related costs. There are two ways the City has chosen to help accomplish this goal. The first is through the continued implementation of new technology which lets existing personnel accomplish the same tasks in less time, take on more tasks simultaneously and emphasize self-service for many other functions. We are leveraging new technologies to serve as force multipliers across the organization, including: • Accella Automation building permit and the Electronic Document Review process. • Automated Public Records request software to streamline recording, tracking and responding to public records requests. • Contract Management, Employee Online and Personnel Action Forms automated processes through OneSolution, the City's financial system. • Expanding the Public Safety Video Network and Automated License Plate Reader systems to ensure that there is an automated, 24-hour technological ring around the City to assist the Police Department in solving crimes. • Implementing new ESRI software to be able to visualize building projects in three dimensions to ensure a better fit with the surroundings Fiscal Year 2o16/17 Adopted Budget Page 15 Upgrading to a new voice over internet protocol (VOIP) telephone system which will reduce costs, increase reliability and add new advanced features to facilitate better customer service Installation of public facing high speed internet access at the Biane and Archibald Libraries and improved internet speed across the entire City network. Development of business intelligence and spatial reference platforms for all enterprise applications to allow better data visualization and analysis. This is part of the City's larger effort to enhance our Performance Measurement Dashboard which achieved national prominence this year and resulted in an invitation to the White House as well improving accessibility from the outside to internal datasets (transparency). Made possible by this modest, sustained revenue growth, the FY 2016/17 budget also continues the trend first begun in FY 2014/15 to improve services to the community through strategic personnel decisions in areas where we will leverage the most benefit for each payroll dollar spent. Rather than simply restoring what was lost during the recession, 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. An internal 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. Helping to provide opportunities for some of these changes in a generational shift in the workforce. The City commissioned a study about 8 years ago which identified what was then an upcoming silver tsunami as many long time employees in the Baby Boom generation reached retirement eligible age around the same time. That tsunami is now upon us. Last year, we experienced a total full time turnover of 9.3%. Similar numbers are expected this year and possibly the next two years as we transition to a new work force. Recruiting is becoming ever more a challenge, especially in the highly skilled positions that compete with the private sector which is also experiencing similar turnover. The result of the aforementioned trends and efforts is a modest set of personnel changes and reclassifications at a total cost to the City of Rancho Cucamonga of slightly over $300,000 including salary and benefits. This expenditure reflects the addition of a net 3.5 full-time and 14 part-time positions. It is important to note that even with the changes noted above, the City still remains at fewer full time equivalent positions than it had in 2007. The following are the key personnel changes for FY 2016/17: • 3 new part time and 2 new full time positions in Public Works • 1 new full time position as well as salary realignments in DoIT to ensure internal and external parity and keep pace with growing IT technology demands • 2 new part time positions in Finance • 1 new full time position in Human Resources • 2 new part time positions in Animal Services for veterinary services and field services and a realignment of contract staffing to part time staffing for animal care. • Several minor changes in Community Services, Engineering and Library to better align duties, responsibilities, qualifications and service to the public Many of these changes were accomplished through defunding now vacant or unneeded positions. These changes, in addition to what was noted above, will better allow the City to properly staff the administrative services functions that support our front-line service delivery functions in Human Resources (HR) and Finance. In HR and Finance, the ever-increasing demands of state and federal reporting and record-keeping are the key drivers in additional workload. Additionally, Fiscal Year 2016/17 Adopted Budget Page 16 mirroring our focus on infrastructure, the Library's new second floor, the Los Amigos Park construction, and the need to maintain our aging fire stations are together creating needs for additional maintenance personnel. These investments in maintenance personnel have a near term cost, but will yield long term dividends as our community facilities continue to age. Operating Budgets A budget is telling your money where to go, instead of wondering where it went. Dave Ramsey The operating budgets in Rancho Cucamonga are comprised of the following: • City General Fund • Fire District Operational Funds • Library Operational Fund In addition, the complete City budget includes other special funds such as the various special districts funds, developer impact fee funds, and grant funds. Many of these funds are restricted from use for general municipal operations. Operating Budget Comparisons City General Fund. The City General Fund budget, which supports the majority of City services, is made up of a number of major revenue sources. General Fund revenue for FY 2016/17 is projected to be $77,450,850, which is $3,245,370 or 4.4% higher than in FY 2015/16. The City General Fund's top seven revenues include the following and represent 91.6% of total revenues: • Sales Tax • Vehicle License Fees (VLF and Property Tax In -Lieu of VLF) • Franchise Fees • Property Tax (includes post -RDA property tax and property transfer tax) • Development Fees • Business Licenses • Transient Occupancy Tax (TOT) Sales Tax The most significant revenue source in the City General Fund is sales tax. Sales tax, which represents 37.2% of total General Fund revenues, continues to grow, as it has for the last several years, but at a modest rate. There are several reasons for this. First and foremost is that, for its population, Rancho Cucamonga is already over -saturated with retail, which is largely depending on surrounding areas to sustain itself. Second is that brick and mortar traditional retailers are struggling with the rise of Amazon, eBay and other internet retailers. Also, with no auto dealerships, the City's sales tax has become increasingly dependent on food and beverage service and experienced based retailers, two key niche areas which distinguish Rancho Cucamonga in general, and Victoria Gardens in particular, from surrounding locales. The sales tax forecast (including Prop 172) for FY 2016/17 is $28,854,580, which is a $76,400 or 0.3% decrease from FY 2015/16. This is largely because of non-recurring one-time adjustments by the State Board of Equalization (making up for past over -payments) which offset the actual real growth anticipated for FY 2016/17. This year also marks the end of the complicated sales tax -related funding swap known as the Triple Flip. Over the last 10 years, this convoluted system of estimated payments and then subsequent true -up allocations has made forecasting sales tax difficult at best. Thankfully, the State's budget situation has improved over the last several years, Fiscal Year 2016/17 Adopted Budget Page 17 making it possible for the Economic Recovery Bonds to be paid off in July 2015. With that, the Triple Flip mechanism has been winding down, which will help with revenue forecasting in future budget years. With the end of the Triple Flip, and the reconciliation by the State Board of Equalization, the City should return to moderate sustained growth in FY 2017/18. Vehicle License Fees and Franchise Fees Vehicle License Fees and Property Tax In -Lieu of VLF have increased $746,370 or approximately 4.5% from FY 2015/16 primarily due to slight increases in the City's assessed valuation. Franchise fees have increased $306,860 or 4.7% from FY 2015/16, primarily due to increased utility y� rates, rather than any significant growth in Property Tax Dollar O Breakdown residential units. sri Property Tax Another positive local economic indicator is property tax growth. For FY 2015/16 the City saw a net taxable value increase of 4.99% overall and an increase in median price for single family residential by more than 4.9%. These gains were consistent with or higher than many other places in ¢ucanagz Fse Dmtrict San Bernardino County, which is a good sign. RW �4 ®® CRY 1 Putting the numbers into perspective is key, ®®� , however. Rancho Cucamonga incorporated after 03EB ''°°'n' the passage of Proposition 13 and thus receives ®® FP® . minimal revenue from property taxes overall, — ' especially in comparison to many of our much older Soon surrounding neighbors such as Ontario, Upland and Fontana. If you take a look at a typical dollar of property tax in Rancho Cucamonga, the City receives $0.05 (allocated between the General Fund and the Library Fund), the County gets about $0.15, various special districts get a total of about $0.20 (including $0.12 to the Rancho Cucamonga Fire Protection District) and Education (K-14) gets about $0.60, as shown in the graphic here. In total, the City receives about $7.94 million annually in property tax (excluding property tax in - lieu of vehicle license fees). This revenue is shared between the City's General Fund and the Library Fund. The General Fund's share of this revenue (approximately $5.45 million) is used to help fund the $77.45 million in General Fund expenses including law enforcement, public works, community services, animal services, engineering, building and safety, planning and all related support services including finance, 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. It is important to keep in mind, however, that these gains only translate into modest new revenue for the City. In FY 2016/17, Property Tax revenues are projected to increase a solid $686,630 or 9.1% from FY 2015/16 due to a $203,610 increase in post -RDA property taxes and also due to the County's annual inflation adjustment combined with new secured properties being added to the tax roll, and a very strong increase in residential property taxes due to resale/Prop 13 re -assessments in the City Oust under 5% per year). Development Fees/Business Licenses/Transient Occupancy Taxes Development fees have increased $96,870 (excludes special services fees), or 2.7% from FY 2015/16, as a result of steady development activity. Business License revenues are anticipated Fiscal Year 2016/17 Adopted Budget Page 18 to increase by $343,060, or 15%, due to increase inspection activity and the hiring of a new part- time Business License Technician. The Transient Occupancy Tax has increased $756,760, or 28.6%, from FY 2015/16 due primarily to the addition of two new hotels that will be opening during FY 2016/17 as well as the improving local economy and particularly strong hotel industry in Rancho Cucamonga which has occupancies in the 84% range and room rates well over $100 per night. Overall, most of the City's key revenues continue to grow at modest levels that appear sustainable and likely to continue for several more years. Once again this year, the General Fund operating budget is structurally balanced. There is no planned use of General Fund reserves for operations. $85,000,000 $80,000,000 $75,000,000 $70,000,000 $65,000,000 $60,000,000 $55,000,000 Changes in Operating Budget - City General Fund $50,000,000 .. ..� .. r o° ,yo ,yo ,yo ,yo do ,yo ,yo do ,yo ,yo ,yo ,yo $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 Reduction in Use of Reserves - City General Fund 0 ° y � �°� ti°°°\yti°y°\mati°�y\yti°yam\yti°y�\yN <1) °ti°y°\yA ■ Economic Circumstances Rsry 9 Interest from Fund 025 w Insurance Reimb from Fund 025 Fiscal_ Year 2o16/17 Adopted Budget Page 19 Fire District and Library Funds. The principal revenue source for the Fire District and Library budgets is property tax. As such, property tax revenues play a more critical role in balancing their respective budgets. As noted earlier, the Fire District's share of each property tax dollar is greater than what the City General Fund and Library Fund receive. This is because, as a post -Proposition 13 City, Rancho Cucamonga is a low property tax city. The Fire District's property tax share pre- dates City incorporation, and the Library Fund receives an additional influx of property tax revenue from a statutory pass-through from the County that was initiated when the City took over Library operations from the County in 1994. The Fire District General Fund Property Tax revenue has increased by $1,076,120, or 4.8%, from FY 2015/16, 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 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 $18.4 million of its capital reserves during FY 2016/17 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. Additionally, the Fire District has implemented, for the first time ever, a contract (like insurance) in the amount of $33,230 with CalFire to ensure that in the event of a wildfire in the adjacent National Forest, we have air protection and access to CalFire resources without an unanticipated bill of potentially millions of dollars. Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) remained relatively constant compared to FY 2015/16. No increase in CPI was required for either of the CFD's due to the strength of the Fire General Fund. This supports 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." Changes in Operating Budget - Fire District $36,000,000 $34,000,000 $32,000,000 $30,000,000 $28,000,000 $26,000,000 $24,000,000 $22,000,000 $20,000,000 o°o\°Ao°Ae o°%'\°o o°�\�° otio\�� otiy\y� oti�\�� oti�'\�� oti�\�� oti�'\y� oti°\�A ti ti - ti ti ti ti ti ti ti ti Fiscal Year 2o16/17 Adopted Budget Page 20 Reduction in Use of Reserves - Fire District $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 ' A The Library's Property Tax has increased $214,190 or 5.5% from FY 2015/16. The FY 2016/17 budget continues to include the statutory pass-through payment from the County, formerly paid by the now dissolved Redevelopment Agency. Changes in Operating Budget - Library Fund $4,900,000 $4,700,000 $4,500,000 $4,300,000 $4,100,000 $3,900,000 $3,700,000 $3,500,000 °�4N �o�01- Operating Budgets Analysis The economy continues to improve, and 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 2016/17 Operating Budget: • City General Fund Budget. Overall, the FY 2016/17 General Fund Budget is $77,450,850 and for the fourth year in a row does not require the use of General Fund Fiscal Year 2016/17 Adopted Budget Page 21 reserves. The operating budget represents a $3,177,330 or 4.3%, increase from FY 2015/16. While the City's revenue picture is strong, we are challenged on the expenditure side with some new cost increases in key areas. One cost driver is a series of minimum wage increases that began in 2014, when minimum wage was increased to $9 per hour. In January of this year, the minimum wage rose another 11 % to $10 per hour. In April 2016, Governor Brown signed a bill that will raise the minimum wage another 50% to $15 per hour over the next six years, starting with a $.50 increase in January 2017. These minimum wage increases have both direct and indirect impacts on the City's budget. Most directly, costs for our 400+ part- time employees have been increasing and will continue to do so as minimum wage increases are phased in. Along with additional costs related to the Affordable Care Act and paid sick leave mandates, these additional costs are impacting the City's vendors, who are then seeking increases in their contract costs. In Public Works Services alone, it is estimated that minimum wage increases could increase contract costs by $1.3 million over the next five years. For FY 2016/17, it will cost the City $65,000 to implement the $.50 per hour increase that is effective January 1, 2017. Another cost driver is the ongoing fiscal challenges in several of the City's landscape maintenance districts (LMDs), street lighting districts (SLDs), and community facilities districts (CFDs). The City's goal has always been for these special districts to remain fiscally stable without relying on the General Fund for a permanent subsidy. As Measure A showed, however, there is minimal support in certain parts of the City for increases in these assessments, despite the high overall satisfaction with city services, quality neighborhoods and well maintained infrastructure as shown by numerous surveys. In order to stabilize the West Side landscaping districts, primarily PD 85 and LIVID 1, at a C- maintenance level, the City Council approved a series of one-time expenditures of General Fund capital reserves designed to yield savings over time, such as adding card readers to sports field lighting so that sports groups can pay for field lights; a solar feasibility study for Red Hill/Heritage and Beryl Parks; reallocating certain administrative costs to the General Fund; funding the Red Hill water feature maintenance from the General Fund as a citywide amenity; funding maintenance for the new Los Amigos Park from the General Fund and providing a General Benefit equivalent payment to PD 85 and LIVID 1, using the same methodology as was used on the east side parks and landscape districts. The total costs of these changes was over $600,000 in FY 2015/16 to the General Fund and another $600,000 plus in FY 2016/17. The Police Department's budget will increase $2,178,440 overall due primarily to increased public safety pension and labor costs as well as the potential addition of several new Deputies (1 funded, 3 pending grant approval with matching funds budgeted) as well as one (1) Sheriff Services Specialist. Fire District Budget. The recommended FY 2016/17 operating budget for the Fire District is $33,242,760. This is a $1,194,310, or 3.7%, increase over FY 2015/16. The budget is balanced without the use of reserves. The budget also continues to redistribute operating expenses in various areas in order to improve accountability and transparency. To that end, the City has taken the California Municipal Health Financial Diagnostic and applied the same tool to the Fire District Budget for the first time. As seen below, the results indicate the Fire District is financially stable and healthy. Fiscal Year 2016/17 Adopted Budget Page 22 City o ire General Fund The California Mun—Icip-577inancial HealthDiagnostic Financial Health Indicators - Summary Checklist Indicator Ratincl 1. Net pera ng deticit I surplus- I riere are no recurring genera fund operating deficits. General revenues are sufficient to meet the net general Healthy 2. FtJrld balance. Reserves are sufficient over multiple consecutive years and in Healthy compliance with adopted policy. 3. Capital Asset Condition. The county is keeping pace with the aging of its Healthy SE capital assets. �¢n 4_ Liquidity_ Cash and short-term investments are suffreicent to cover current Healthy liabilities (including short-term debt and accounts payable within 60 days). _ Fixed costs & laborCosts. Fixed costs (including debt service and other contractual obligations), salaries and benefits are stable or decreasing over multiple Caution &21elresoexpected revenue growth. 6_ General fund subsidies of other funds_ Any general fund subsidies other Healthy enterprises or special funds are sustainable and in compliance with adopted policy. 7. Constraints on budgetary discretion. The board of supervisors' authority Healthy to make budget changes is not excessively constrained by charter, contractor law. 8. Balancing the budget with temporary funds. The use of reserves, selling assets, deferring asset maintenance to balance the general fund has been Healthy limited, prudent and in compliance with adopted policy, 9_ Balancing the budget with borrowing. The use of short -tem, borrowing, internal borrowing or transfers from special funds to balance the general fund has Healthy been limited, prudent and in cornpliance with adopted poliiLy 10. Balancing the budget by deferring employee compensation costs. Pension 5abilities and other non -salary benefits have been determined. disclosed Healthy and actuarially funded in oornpkanoe with adopted poicy- N 11. Balancing the budget with backloaded debt service payments. De Healthy service payments have not been-backloaded- into future years. 12. Funding operating costs with non-recurring revenues. ongoing operating costs are being funded with agoing rather than temporary revenues (e.g., Healthy Trametc.d 13. Timeliness anaccuracy of financial reports. Financial Repots are being filed on tine. (CAFR. Annual Audit, State Con"er's Rnanciel Transactions Healthy Report) 14. Service level Solvency. Pubic service levels meet the standards and needs -may in this community. • Library Budget. The FY 2016/17 Library budget is $4,730,730 which represents an increase of $237,550, or 5.3%, from FY 2015/16. Similar to the Fire District, Library revenues are primarily property tax related. City Operating Budgets City General Fund, Fire District Funds and Library Funds $2,360,970 $490,530 $5,025,020 0,730 13,543,990 $737,080 $2,019,300 _ $2,267,690 $1,884,240 10,355,420 5,980 ■ Governance ■ Records Mgmt. ■ Community Services Library Services ■ Admin. Services ■ Econ. and Comm. Dev. ■ Building & Safety Services ■ Engineering Services ■ Planning ■ Public Works Services ■ Animal Care & Services ■ Police ■ Fire Fiscal Year 2o16/17 Adopted Budget Page 23 Special Districts When you're finished changing, you're finished. Ben Franklin There are thirty-five special assessment districts in the City, and these districts play a key role in the City's budget. In Rancho Cucamonga's early days, a key decision was made to have new development pay its own way. Thus, whether it was infrastructure such as streets, new parks, trails or other public improvements, virtually all new development in the City was part of one or more special districts created to help ensure that sufficient funds, over and above property tax, were collected to fund police, library, community services, public works and the many other general fund services of the City. Most of these districts were created prior to Proposition 218 in 1996, and thus have no index to adjust for rising costs. In the early years, the City Council would review each district's budget annually and if necessary adjust assessments by small incremental amounts to keep pace with expenses. Once Prop 218 passed, the ability to increase rates now rested with the property owners who paid the assessments in each district. Without an index to adjust for rising costs, many of these districts were fiscally stable only so long as they were growing and adding new properties. That growth has largely ended and the City is now mostly built out, and as a result, many districts have started to show significant signs of financial stress. In order to ensure that each district can strive to remain financially self-sufficient, staff has brought forward plans to systematically address these problems in the troubled districts. In November 2015, the City of Rancho Cucamonga placed Measure A on the ballot. Measure A would have created a new Community Facilities District to replace PD 85 and LIVID 1, two old landscape districts on the City's west side. The average resident would have seen their annual rate increase by a total of $60 (from $30 to $90) with modest increases thereafter of less than $3 per year. This measure was overwhelmingly rejected by 78% of the voters on the West -side in a record turnout. Accordingly, the City's West -side Districts (PD 85, LIVID 1, and SLD 2) continue to remain fiscally challenged, and with the failure of Measure A, these districts will continue in this condition for the foreseeable future. To address this issue on an interim basis, the City Council approved a series of one-time expenditures of General Fund capital reserves designed to yield savings over time, such as adding card readers to sports field lighting so that sports groups can pay for field lights; a solar feasibility study for Red Hill/Heritage and Beryl Parks; reallocating certain administrative costs to the General Fund; funding the Red Hill water feature maintenance from the General Fund as a citywide amenity; funding maintenance for the new Los Amigos Park from the General Fund and providing a General Benefit equivalent payment to PD 85 and LIVID 1, using the same methodology as was used on the east side parks and landscape districts. The percent of General Fund contribution is capped to provide equity with the East -side Districts who have previously increased their local assessments to maintain higher service levels. While the General Fund's contributions of $702,110 in FY 2016/17 provide some interim stability, there still remains a need to address the long-term fiscal stability of PD 85 (Heritage and Red Hill Parks), LIVID 1 (8 parks and various green spaces/trails), and SLD 2 (local street lights). The implementation of these changes in the West -side districts are not yet complete. Work is ongoing to rebid the landscape contracts and reduce personnel costs, which is estimated to save slightly over $300,000 in personnel costs, which will result in a final net savings of $150,000 in PD 85; however, this change is not incorporated into this Preliminary Budget, as the required Meyers Millias Brown Act negotiations with SBPEA Teamsters Local 1932 are still in progress Fiscal Year 2oi6/17 Adopted Budget Page 24 and not expected to be finished for several more months. In addition, over the next 5-10 years, the recently approved Empire Lakes mixed use project will contribute in excess of $400,000 annually to the reserves of these districts which will help provide for limited capital replacement of failing infrastructure. At the present time, these districts have insufficient reserves to fund the necessary capital replacement in the future, as these reserves have been shrunk significantly over the last 10 years to maintain service levels without increasing assessments. Together, these changes will help stabilize the west side parks and landscape districts for the next several years at a "C" level of service. Nevertheless, a new approach will eventually be needed to ensure fiscal stability for the west side parks and landscape districts. In the meantime, a West -side Citizens' Oversight Committee was formed and has begun its work reviewing the PD 85, LMD 1, and SLD 2 budgets, including revenue and expenses. In four of the City's newer districts, rate increases are recommended and in one district, a rate decrease is recommended for FY 2016/17. It should be noted that rate increases are only recommended where they are necessary to maintain a structurally balanced budget. Modest increases when needed provide fiscal stability and help to avoid the structural imbalances that plague some of our other districts, particularly those that have no mechanism for regular rate adjustments. In recent years, increasing water costs as a result of the drought have added a layer of complexity and cost in every district. In special districts where rates can be adjusted as costs increase, the following changes are recommended. These modest additional funds go back into these districts to preserve high quality maintenance levels, and to allow for investments in infrastructure maintenance and improvements such as the installation of drought -tolerant landscaping, park and playground repairs, concrete replacement on sidewalks and paseos, and care of the urban forest. • LMD 2 (Victoria Neighborhood Parks and Landscape Maintenance District) —An increase of 2.41 % to the maximum tax is recommended, which is an increase of $11.21 per home, per year. This increase is primarily being driven by utility costs and funding for more drought tolerant landscape conversions which will reduce long term water use. • LMD 313 (Commercial and Industrial landscaping and medians) —A decrease of 20% from the maximum tax is recommended, which results in a decrease of $70.56 per acre, per year for commercial and industrial property owners. This decrease is primarily being driven by savings from the completed installation of drought tolerant design in the street medians, and offsetting revenues from the Metrolink paid parking program. • LMD 4R (Terra Vista) —An increase of 2.41% to the maximum taxis recommended in this district, which results in an increase of $9.84 per home, per year. Similar to LMD 2R, cost increases are being primarily being driven by utility costs and funding for more drought tolerant landscape conversions which will reduce long term water use. • LMD 6R (Caryn Communities) — An increase of 2.41% to the maximum tax is recommended, which results in an increase of $9.48 per home, per year. Modest increases will likely be needed in this small district each year, as it continues to recover from its previous deficit position and years of deferred maintenance. In addition to the rate increase for property owners, this district will receive a transfer in of $31,880 from the General Fund. This is an amount equivalent to 7% of the expenditure budget, and is the estimated amount equivalent to the "general benefit" provided to those that do not own property in this district. This general benefit equivalent is recommended to assist in preserving service levels and ensure equity among all districts. Fiscal Year 2016/17 Adopted Budget Page 25 • CFD 2000-03 (Rancho Summit parks) — An increase of 6% to the maximum tax is recommended, which results in an increase of $70.19 per home, per year. In order to begin to close an existing budget gap and recover from the deficit position before reserves are depleted, regular rate increases will continue to be needed in future years. While 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, LIVID 7 remains in a deficit position, and rate increases in this district 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 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, traffic signal and system improvements as well as facilities maintenance and improvements form the core of the annual CIP. The FY 2016/17 CIP once again devotes significant resources toward these activities, the key highlights of which were described earlier in this transmittal letter. Fiscal Summary The FY 2016/17 Budget is a product of past and continuing fiscal discipline enhanced by a recovering economy. The following is a summation of all FY 2016/17 City Budgets: General Fund $ 77,450,850 Library Fund $ 4,730,730 Fire Protection District (operating and capital funds) $ 58,271,970 Special Funds including CIP $100,093,970 Summary You can't always get what you want, but if you try sometime, you just might find, you get what you need. Rolling Stones Rancho Cucamonga remains committed to maintaining its more than 30 year tradition of fiscal stability and providing the highest quality services to its customers within budgetary constraints. 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. 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 Fiscal Year 2016/17 Adopted Budget Page 26 those elements, are the Vision Statement, Mission Statement and Values for all City employees. Collectively, the City employees are referred to as Team RC which reflects the value and emphasis the City places on teamwork as the desired mode for delivery of services. Team RC has adopted a Vision and Mission Statement, as well as Values, all of which have been approved by the City Council. The Vision Statement, Mission Statement and Values are: Vision Statement Team RC exceeds expectations of those we serve with pride in the delivery of quality services and programs in an environment of employee excellence and innovation, empowered by inspired leadership, opportunity and a collaborative spirit. Mission Statement Team RC delivers superior service to all who live, work and play in our community. Values — S.P.I.R.I.T. SERVICE: We are committed to providing a superior level of services and going above and beyond individual duties to better serve both fellow team members and the community. PEOPLE: Our respect for each other is demonstrated by empowering and valuing one another while also encouraging personal growth and enhanced health and wellbeing. We embrace a healthy life/work balance and are continuously striving to ensure the highest quality of life for our employees. INDIVIDUAL EXCELLENCE: Individual excellence is achieved through recognizing workforce strengths. It is fostered through individuals who possess a strong work ethic, sense of pride and commitment, and who value honesty, integrity and personal growth. RANCHO WAY: The Rancho Way is fostered through maintaining a high level of professionalism, producing quality work products and striving to retain the public's trust through fiscal discipline and accountability. 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. 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 39 years, seeking to ensure that our high development standards are continued and that long-term fiscal sustainability of the organization remains at the forefront. Gone are the days when the City viewed itself in insolation. 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 California. Fiscal Year 2o16/17 Adopted Budget Page 27 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 28 Attachment A Department Budgets 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. Even with the dedicated efforts of our law enforcement to leverage community partnerships and technology, crime rates experienced an increase across the West Valley in 2015. Rancho Cucamonga was no exception to this disturbing trend; in 2015, Part I crimes increased, while Part II crimes decreased as indicated on the following chart: YEAR PART I CRIMES PART II CRIMES CALLS FOR SERVICE REPORTS TAKEN ARRESTS TRAFFIC COLLISIONS 2013 4,546 9,055 110,402 14,651 4,615 1,452 2014 4,368 8,139 111,133 13,769 4,390 1,418 2015 4,732 7,142 109,215 15,175 4,837 1,642 Part I Crimes: Murder, Rape, Robbery, Aggravated assault, Burglary, etc. Part 11 Crimes: Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc. Our Deputy Sheriffs have more responsibilities than ever before. Law enforcement is evolving and our sworn staff must deal with a myriad of tasks that in the past would not have been the responsibility of law enforcement. Some of these include offering the homeless resources, social media engagement, leveraging new technology to thwart and solve crime, and quality of life dilemmas. In addition, recent prison realignment and the passage of Proposition 47 have released numerous offenders who would have historically been incarcerated. As the Police Department transitions to increased duties, additional resource needs will be evaluated and presented when appropriate. To that end, the FY 2016/17 budget includes funding for one (1) new Deputy Sheriff and one (1) Sheriff Services Specialist (SSS) as well as the grant match for a potential three (3) additional Deputy Sheriffs that could be funded through a Federal COPS hiring grant. If the grant is awarded through this highly competitive program, it will provide up to 75% of salary and benefits for three years. Grant awards are expected to be announced by September 30, 2016. Fiscal Year 2o16/17 Adopted Budget Page 29 The Rancho Cucamonga Police Department is also bolstering the Public Safety Video Network (PSVN) by adding cameras at the Rancho Cucamonga City Hall and libraries. The RCPD is also partnering with the school districts to have access to their security systems. This would be beneficial especially during an active shooter situation where we could use the technology to isolate the threat. The Department continues to partner with the Rancho Cucamonga Fire Department to provide training to citizens on how to survive an active shooter event. Over 2,600 residents have been trained since the December 2, 2015 IRC shooting and many other training sessions have been scheduled. In early 2016, the Rancho Cucamonga Police Department joined the White House Police Data Initiative (PDI). In December 2014, President Obama launched the Task Force on 21st Century Policing, with the goal of building trust with community stakeholders through transparency and community engagement. The PDI commits the release of various data sets of specific law enforcement data. This was an easy transition for the Police Department because the department was already releasing a variety of data sets. The RCPD is the first agency in the Inland Empire and the third agency in Southern California to participate in the White House Police Data Initiative. FY 2016/17 Budget Highlights • Additional Automatic License Plate Readers (ALPR) were approved for the 4th Street corridor from the western border of the city to just west of the 1-15 Freeway. The Ontario Police Department has interest in adding ALPRs along our shared 4th Street border to create a robust system that can be shared by both agencies. This will be an additional tool to solve crimes and identify suspects. • The Department's Solution Oriented Policing (SOP) Team actively addresses quality of life issues. This includes finding homeless persons the resources needed to transition to a stable environment and away from a life on the street. For FY 2016/17, the SOP team received a CDBG grant designed for homeless assistance, such as transportation or housing vouchers, and is designed as a resource to assist those in need. • Continue to enhance the partnership between the Police Department and community stakeholders. This includes continued meetings with community members during events such as the Citizen Advisory Committee, Coffee with a Cop, an Open House and service club meetings. Continue to provide community training on Surviving an Active Shooter and conduct threat assessments on critical infrastructure. Fiscal Year 2o16/17 Adopted Budget Page 30 The Department applied for a Community Policing Development (CPD) Grant. This grant will fund first responder training and allow the Rancho Cucamonga Police Department to hone skills for improved response and protection of life. As the community continues to grow, the challenge will be to continue addressing these increased needs that affect the quality of life and define our community as a safe one. Toward that end, the Department has expanded the Solution -Oriented Policing team to work collaboratively on quality of life topics. Fire Protection District The District is continually striving to improve services to residents and businesses. As such, the upcoming budget includes projects in moving toward that goal. There are also projects from the previous budget period that will carry over into FY 2016/17. Additionally, during the past budget year, property was acquired for a future Fire Station 178 that will become necessary with the continued growth of the city. FY 2016/17 Budget Highlights • The District will update all Personal Protective Equipment (PPE) for tactical response. The project will add trauma gear to Automated External Defibrillator (AED) locations, as well as, expanding training to help prepare a citywide workforce. • The Emergency Operations Center (EOC) will be reconfigured for better functionality. The District is also supporting the City Facilities team in procurement of a generator that will be housed at Central Park. These projects will together strengthen the City's disaster resiliency. • To meet the demand for space in the Junior Firefighter Camp, an additional camp will be added in June 2017. This will be in addition to the camp that is held annually in July. • All seven existing fire stations will be retrofitted with new station alerting equipment to replace an antiquated system. The new system will be built off of a backbone system that CONFIRE JPA has created, and all CONFIRE member agencies are required to install at least the minimum Station Alerting System by January 2018, which will bring consistency throughout the dispatching JPA member agencies. Design will begin for the plan to re -build the San Bernardino Road Fire Station at the new location on recently purchased property at the northwest corner of Vineyard and San Bernardino Road. • Continuation of the plans, construction contract bidding and ground breaking for the All -Risk Training Center project is a focus for the first half of the fiscal year. Fiscal Year 2016/17 Adopted Budget Page 31 • The Prevention Bureau has also taken the initial steps to implement a small business inspection program, beginning in July. Bureau staff have been working with DoIT staff to make needed improvements to the Accela technology in order to make a small business inspection program function effectively. Bureau staff have also been working closely with the District's Community Affairs Coordinator/PIO to raise awareness and prepare small businesses for this new aspect of the inspection program. • The budget anticipates funding proposed operations and capital projects while holding both Community Facilities District (CFD) assessments at current rates. The third full year of the suspension of Fire Prevention Permit Inspection Fees continues to be successfully implemented. Administrative Services Group The Administrative Services Group consists of Finance (including Treasury Management and Special Districts), Human Resources, Innovation and Technology, 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 Protection District. The Personnel Services Division of the Department is responsible for Employee Relations, Recruitment, Classification and Compensation, Benefits, and Organizational Development. The Risk Management Division works to help minimize the number and severity of losses to both property and personnel. Employee wellness initiatives are also supported by the division. Fiscal Year 2o16 /17 Adopted Budget Page 32 FY 2016/17 Human Resources Budget Highlights • Reclassify the Human Resources Clerk to Human Resources Technician to reflect the higher degree of knowledge and skill needed to coordinate and administer the City's immense day-to-day recruitment & selection process. • An additional Human Resources Technician position to allow the Department to operate more efficiently by providing assistance in recruitment & selection, worker's compensation and liability, and allow for cross training so that we can better serve the needs of the Departments and the Community. • Continue to implement the Affordable Care Act (ACA). A key be the tracking and reporting of ACA and updating City policies and procedures to ensure compliance with the ever changing mandates and deadlines of the ACA program. • Utilize innovative applicant tracking tools to improve the City's recruitment process in order to decrease the time to fill vacancies. Thereby onboarding employees in a more expeditious and engaging manner. • Continue to improve employee development, organizational development and succession planning. • Launch the employee self-service tool in the existing HRIS system to allow employees better access to benefit and pay information. • Partner with the Rancho Cucamonga Fire Protection District to develop a worker's compensation "carve -out" system to provide employees access to a higher quality of services with the goal of returning them to duty in a more efficient manner. Work to improve the efficiency and effectiveness of Human Resources practices service to internal and external customers. and procedures in order to provide better • Use social media and participate in community events as a way to improve outreach for recruitments and the profile of the City. Fiscal Year 2o16/17 Adrinterl Riirlget page JJ The Finance Department is composed of five divisions, including Accounting, Budgeting and Financial Reporting, Business Licensing, Treasury Management, and now, for the first time, the Special Districts Division. For 28 years running, the Department has received the Government , �? Finance Officers Association's (GFOA) Certificate of Achievement for Carnnram of an��mem Excellence in Financial Reporting. This award recognizes excellence in �e financial reporting by state and local governments and is the highest form of recognition in governmental accounting and financial reporting. �u getP For the last three years, the Department has received the GFOA's .f,p m Distinguished Budget Presentation Award, which is the highest form of 1"K1­WCU Glif V recognition in governmental budgeting. FY 2016/17 Finance Budget Highlights • Implementation of an open data technology system that will provide access to the City's budget and financial information in order to promote local government transparency and public trust. • In conjunction with DoIT and Human Resources, facilitate the implementation of several new modules for the City's financial system including Employee Online, Personnel Action Forms, Contract Management, and COGNOS Reporting. • Addition of a part-time (20 hours per week) Management Aide to assist in generating and compiling data for the City's budget document and CAFR as well as support the Treasury Management, cash receipting, and accounts receivable functions of the Department. The Purchasing Division is responsible for the front Information Desk, processing of City internal mail and procurements. Under Municipal Code, the Purchasing Division has been vested with the authority for the centralized procurement of commodities and services. Centralization of the procurement process ensures that solicitations are conducted in an impartial, open, fair competitive manner. The Division is also responsible for the establishment of procurement procedures that generate solicitation results for commodities or services that offer the best value at the most competitive price to the City. FY 2016/17 Purchasing Budget Highlights The Division will roll out its on-line Purchase Requisition in this fiscal year, implementing another process a step closer to being paperless and more environmentally friendly. Purchasing 101 Workshops will continue, with training events for the Purchasing Divisions internal and external customer base. The acceptance of RFP responses and their evaluation will be moving to an electronic process conducted directly in the PlanetBids bidding system that is already utilized by the Purchasing Division. This new feature is at no additional cost to the City. Fiscal Year 2016/17 Adopted Budget Pajze �4 The Department of Innovation and Technology (DoIT) is in its second year of existence. 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 need to be optimally organized to manage that investment and push us forward. The Department of Innovation and Technology manages the core technology platforms and facilitates the effective and innovative use of technology across the organization to serve our community. Our Department provides the following services to the City: FY 2016/17 Budget Highlights • Planned completion of the city-wide network improvement and VoIP telephone system installation, bringing high-speed internet access and advanced telephone features to the organization. • In cooperation with the Library Services Department, planned completion of the project to install public -facing high-speed internet access to the Biane and Archibald Libraries to support Library programming and provide wireless internet access for Library patrons. • The Accela land management platform will move from development and deployment into maintenance and management, completing the system's major implementation goals and providing ongoing support for the Building & Safety, Planning, Engineering, Community Improvement, and Fire. • Continued development of technology to view the City's data in ways that reveal new insights, develop better understanding of patterns, and contribute to data -driven decision making. • Maximize value and benefit of the City's new Microsoft Enterprise Agreement, including expanded tools for collaboration and creating more dynamic work environments. Animal Care and Services The City of Rancho Cucamonga has an innovative Animal Services Department whose mission is Building a Community in which every Adoptable Pet Finds a Home. The Animal Services Department cares for more than 5,000 homeless pets annually and responds to more than 7,500 calls for service related to stray animals, rescues, and animal welfare. Fiscal Year 2016/17 Adopted Budget p?ae JJ The Department oversees the following program areas: Animal Care: General animal care, adoptions, reuniting lost pets with owners and kennel and facility maintenance. Community and Information Programs: Volunteer programs, foster care, fundraising, community outreach, social media and community information/education. Field Services: Animal pickup, rescues, investigations, 11 1 rabies control, animal licensing, enforcement of animal regulations, co -exiting with wildlife and community education. FY 2016/2017 Budget Highlights Veterinarian Services: Veterinary treatment for animals housed at the Center, contracts for outside veterinary services for emergency and after hour care and specialized care; teaching hospital for Veterinary and Veterinary Assistant students. • The Center's newly formed Animal Care Foundation is expected to grow fundraisers to increase the amount of funds raised to offset Animal Center programs. • By bringing the hardship spay and neuter voucher program in house, the Center is expected to increase the number of public low cost spay and neuter opportunities offered to residents and reallocate costs savings to other programs. • The Department continues to improve the placement rate for neonatal kittens (1 day old to 8 weeks old) through the opening of a 24/7 kitten nursery. The kitten nursery is staff -run and largely volunteer supported. A Pet Cadet Program (for volunteers between the ages of 12 and 16) was implemented to expand the number of volunteers and youth educational opportunities. This program is made possible due to expanded fundraising opportunities and reallocation of other existing funds. The purchase of dental equipment will help improve the health of senior animals thus increasing the number of senior animals adopted. Fiscal Year 2016/17 Adopted Budget Page 36 City Clerk/Records Management Department As a partner in democracy, the City Clerk's Office/Records Management Department promotes community involvement and awareness and supports the City Council, staff and citizens by coordinating the legislative process and administering City elections. Governed by provisions of state, election, and municipal codes, the Department serves to preserve and protect 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 management program. FY 2016/17 Budget Highlights This year the Department will implement an automated agenda management system that will automate the submission of staff reports, integrating with the online live streaming of Council Meetings. A new automated public records request program to streamline recording, tracking, and responding to public records requests. The department will administer the November 8, 2016 Regular Municipal Election for two Members of the City Council, City Clerk, and City Treasurer, including issuance and processing of candidate nomination forms. As part of the November election, the Department will also serve as a point of contact for questions regarding the measure placed on the ballot to establish City Council District elections. It is once again time for the Biennial Review of the City and Fire Protect District Conflict of Interest Codes. City Management 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 three Deputy City Managers and other staff to ensure there is adequate span -of -control and oversight for all thirteen departments and 300+ employees. The City Manager enforces municipal codes, directs daily operations of the City, makes recommendations to the City Council, prepares and monitors the municipal budget, and appoints and supervises all City department heads and employees. Rounding out City Management are key personnel who together help staff the Healthy RC Division, Legislative Affairs Program, Performance Management Program, Communications Division and Community Improvement Division. Fiscal Year 2016/17 Adopted Budizet Paae R7 Healthy RC In FY 2015/16, Healthy RC had several major accomplishments. In September 2015, Healthy RC and the City of Rancho Cucamonga attended a White duoftl House event celebratingand honoring g �� the achievements made by local IN elected officials participating in the Let's _ r, Move! Cities, Towns and Counties (LMCTC) initiative. Mayor L. Dennis Michael spoke at the event with First .. Lady Michelle Obama recognizing and highlighting the work our City has accomplished to engage the A` community in health improvement efforts. In October 2015, approximatelya 350 students from Los Amigos Elementary School and several hundred parents, families, teachers, local elected officials, school administrators, City staff, and law enforcement personnel participated in this year's International Walk to School Day event. Healthy RC (and the City of Rancho Cucamonga) received the Roadmaps to Health Action Award. This award is designed to advance a community's potential to improve health. The Roadmaps to Health Action Awards are a collaboration between the Robert Wood Johnson Foundation and the University of Wisconsin Population Health Institute. Rancho Cucamonga was one of 20 communities nationwide, and one of two communities on the west coast, to receive the designation. The California Health and Human Services Agency (CHHS) and the California Department of Public Health (CDPH) recognized the City of Rancho Cucamonga and Healthy RC as a community-based health innovation that advances the Let's Get Healthy California effort to make California the nation's healthiest state by 2022. The City and Healthy RC was the only Southern California organization selected in the category, "Creating Healthy Communities." Healthy RC also received a total of 5 CAPIO Excellence in Communication Awards (one gold, two silver, and 2 bronze awards) for initiatives, programs, and communication tools that demonstrated outstanding public agency information and communications programs. Accomplishments under the City's sustainability program during the past year include releasing a Request for Proposal for the SolarRC Expansion Project which encompasses placing solar carports on five city facilities, transitioning the electric vehicle charging stations to a paid system, revamping the Green Business Recognition Program, and launching efforts to begin the Sustainability Action Plan. Legislative Affairs 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 2015/16, Mayor Dennis Michael became the first member from the League's Inland Empire Division to become President of the entire League of California Cities. Mayor Pro Tem Spagnolo is now the President of the League's Inland Empire Division and also served as Chairman of the Omnitrans Board for FY 2015/16. Council Member Kennedy became Vice Chair Fiscal Year 2016/17 Adopted Budget Page 38 of the League's Legislative Task Force. At the Federal level, the City Manager's Office continues to play an active role in advocating for Federal assistance to help manage the ongoing issues that are troubling Cucamonga Canyon. Performance Management The City Manager's Office is the lead department in developing and maintaining the City's online performance dashboard system. The dashboard currently displays public safety data for the Police and Fire Departments and is in the process of being expanded to include performance data for all city operations including community development, governance and finance, health and sustainability, and community and cultural services. During this fiscal year, the City was invited by the White House to participate in the Police Data Initiative, which includes leading law enforcement agencies, technologists and researchers from throughout the country who are committed to improving the relationship between citizens and police at the local level through the use of data. The City is the first agency in San Bernardino County, and one of the only mid-sized cities in the United States, to join this initiative. Communications During this fiscal year, the Communications Division launched a refreshed image and identity effort that included the City website, Rancho Reporter publication, stationary, digital templates and signage materials. The Communications Division has also become the first point of contact for media inquiries; providing assistance with media relations assisting Departments with cohesive and timely response to inquiries. The Division continues to foster partner agency, business relationships for added community value, contribution and engagement with our Rancho Cucamonga Chamber, CVWD, Ontario Convention and Visitors Bureau and many business partners. In the first eight months of this fiscal year, nearly 1 million visits to our website have been registered; 46% of these visits are by mobile devices. With Facebook, Twitter and NextDoor, the City currently has over 20,000 followers. Community Improvement During FY 2015/16, the Code Enforcement Division was reorganized into the Community Improvement Division and moved into the Public Safety Group with direct management by the City Manager. There were significant changes in staffing, which allowed the division to refocus its efforts to better address community concerns. The division has increased its outreach in the community and developed new strategies to address long-term problems, such as using abatement warrants to eliminate hazards within the community. The division is also actively working to recover costs from long term code violations or neglected properties where the City has been forced to provide maintenance as a matter of public health, such as pumping water from stagnant pools. This will ensure that such costs will not be passed along to the residents of Rancho Cucamonga. Fiscal Year 2ol6/17 Adopted Budget Page 3g Community Improvement has a strong commitment to working with all departments in the City to provide comprehensive solutions to issues in the community. This includes participating in the Critical Case Task Force where all divisions strategize on how to handle properties that have a spectrum of violations. Community Improvement Officers regularly team with RCPD Solution Oriented Police efforts to address issues regarding the homeless in the community, panhandling, hoarding, and concerns for elderly residents. All of these efforts are geared toward maintaining a safe and beautiful city. FY 2016/17 Budget Highlights • Continue efforts to proactively manage Cucamonga Canyon, in concert with the US Forest Service. • Continue to enhance the performance measurement dashboard to include information about programs and services provided by all city departments. • Finalize the development of a Sustainability Action Plan. • Complete and implement a strategic Communications Plan. Community Services The Community Services Department (CSD) offers high quality recreational and cultural programs and manages public recreational facilities for Rancho Cucamonga residents, enhancing 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, Seniors and Human and oversees park development activities including the planning, design, and renovation of parks and facilities. FY 2016/17 Budget Highlights Youth Sports — Promotes the core values of participation, good sportsmanship, having fun, and increasing the physical activity levels of our youth. We are changing some of the components of these programs to improve quality and service, including transitioning to a standard ' league schedule without playoffs and using _w..w contracted officials instead of staff. Our top 't placing teams will be eligible for post season play through the Inland Valleys Municipal Athletic Association and the Southern California Municipal Athletic Federation. Contracting officials both improves quality and reduces the time and cost of t�.;..,.. ...._..,..._..__,___. hiring and training part time officials. Special Needs/Special Olympics — CSD, in partnership with the 0 Library, has launched a Special Needs Partnership Coalition . consisting of members from Special Olympics, Unity Tree Support Group, Rising Stars of Equestrian Therapy, OPARC and Pomona Valley/Inland Learning Disabilities Association. Discussion has taken place as to the needs of the Special Needs community and ways to enhance the programs. FY 2016/2017 will see the City offering our Fiscal Year 9ni6/17 Arinntpd Riidprpt Pana An first Special Olympics Soccer Team and improved monthly events that are beneficial to the Special Needs community. Senior Transportation — In conjunction with the YMCA, the Silver Fox Senior Transportation Program will be expanding during FY 2016/17 to add a third bus. This additional bus will allow for increase of the capacity of the program ridership by 50% and will also allow enough flexibility to add doctor's visits to the route. The additional bus will be 100% subsidized by VTrans through Measure I funds received by the YMCA. Anticipated start date of the third bus is fall of 2016. Youth Programs —The 2016 summer continues with the Adventure Camp series, co- sponsored and held at the Chaffey-Garcia House. New this summer is a specialty camp called Gear -It -Up, focusing on projects based on engineering principles, creativity and teamwork. There will also be the ever -popular Camp Cucamonga Junior, Kinder Camp, Camp Kahuna and TRAC Summer Camp for children ranging in ages of 3 to 15. CSD continues to set the bar in offering the most versatility of summer camp programs in the region. s-'"'( - • Registration —Transition to the new Active Net online system to process over 40,000 activity registrations and countless rental requests is completed. The Department will experience enhanced ability of tracking revenue and a streamlined system for both Community Services and the Finance Department, easing weekly deposits for Finance staff. Los Amigos Park — Construction began in FY 2015/16 with a planned completion date in Spring 2017 adding a neighborhood park in Southwest Cucamonga, an area of town very few recreational amenities. The park will include a tile project featuring artwork created by students at Los Amigos Elementary. RC Family Sports Center Replacement Project — Design is underway for a City gymnasium to replace the aging RC Family Sports Center. The current Sports Center is in leased retail space on the west side of town, while the new gymnasium will be City - owned at the Epicenter Adult Sports Complex, Lot G. • Park Facilities — Exciting projects proposed for FY 2016/17 include design of a trailhead for Central Park and the redesign of the Bank of America Imagination Courtyard at the Victoria Gardens Cultural Center Fiscal Year 2016/17 Adopted Budget Page 41 Economic and Community Development Group The Economic Development Group plays a key role in the fiscal health of the City. At its heart, economic development is about building a healthy local economy in order to have a healthy community. Economic Development provides services that assist in business retention, attraction and expansion, job creation, and expansion of public infrastructure. The City's Economic Development Strategic Plan offers new strategies and improves on existing activities in order to remain competitive in today's environment. It also ensures that the City is positioned for success in a new emerging economy and marketplace. FY 2016/17 Budget Highlights Staff has begun and will continue to implement strategies from 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. The City in conjunction with the IESBDC provides Rancho Cucamonga business owners and entrepreneurs with technical assistance designed to improve their competitive standing in the marketplace. Ongoing education is also provided by the IESBDC on a monthly basis. This service is free to Rancho Cucamonga businesses and entrepreneurs. Another program is the Business Visitation Program, which has been reestablished as a key effort in the City's business retention efforts. In light of the reduction of economic development staff as a result of the elimination of redevelopment, the Business Visitation Program has transformed into a cross -departmental effort of economic development and various key staff in other City departments. Staff has developed a contact list of the top sales tax generators, top employers, Fortune 500 companies, and long tenured companies in order to target business visitations. The City will also be rebranding its existing marketing handouts including its communications pieces such as its website, newsletter, and social media presence in order to attract businesses that will further strengthen the City's quality of life and expand job growth in the target industries outlined in the Economic Development Strategic Plan. • Economic Development staff will continue to work with GIS staff to assist in the development of an application for mobile devices and desk top computers that contains geographic information as well as site selection tools for economic development. Fiscal Year 2016/17 Adopted Budget Page 42 Planning Department 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. With the improved economy, the Planning Department has seen an increase in counter visits and counter calls over the last year and anticipates that level of activity to continue. 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. FY 2016/17 Budget Highlights Staff is reviewing best practices from other jurisdictions and soliciting 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/Transit Oriented Development in the City. Phase 2 of the project will include identifying Mixed Use densities and creating Overlay Zones. Additionally, staff will review areas of industrial zoning along arterials for possible rezoning to allow more commercial and office uses. Staff is working on the pre -zoning and potential annexation of a portion of the City's north eastern sphere, which is the area 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 a mix of residential, commercial, and conservation areas on approximately 1,200 acres in the southern part. Pre -zoning is tentatively scheduled to be completed by mid -year 2017 and the annexation, if feasible, will proceed forward from mid -2017 through early 2018. The Department is also working closely with our DoIT Department and with GIS technology to be able to visualize projects as 3 dimensional renderings that will provide the ability to envision how projects will conceptually fit in with their surroundings. Staff is part of a multi -department task force to inspect massage establishments throughout the City to ensure compliance with all City codes. Working together with an interdepartmental team, we have inspected over 30 locations and 17 locations have been closed in the last year. Staff is also in the final stages of developing a permanent ordinance to reassert local control and develop appropriate regulations over massage uses. Fiscal Year 2016/17 Adopted Budget Page 43 The 2016/2017 CDBG Annual Action Plan was based on the Federal appropriation of $817,218, which represents a 4.28% funding increase from the 2015/2016 program year. The CDBG program maintains the Home Improvement Program, wheelchair ramps, sidewalk repair, graffiti removal program, and restoration of the Etiwanda Depot. It also allows assistance to various public service providers including those administered by outside organizations such as Foothill Family Shelter, House of Ruth, and Camp Fire. Building and Safety Services Department 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 as well as mandates from state regulatory agencies, in matters pertinent to building construction, grading, drainage, water quality and permit process. FY 2016/17 Budget Highlights L-1 w-1 J • This year, the Department will work closely with the local chapter of the Building Industry Association (BIA) for the code adoption and code amendment process. The department will adopt the latest building construction codes in early 2017 and after the State's adoption of the codes. The Department continues to be the leader in this Inland Empire region to stay current with construction code requirements. During this fiscal year, the department will adopt the new mandates from the State for new requirements of septic system under the new guidelines of Local Agency Management Program (LAMP). The City will continue to maintain the half (1/2) acre minimum lot size for properties with septic systems instead of using the State's mandate of 2.5 acres. • This is a year of transition for the Building and Safety organization. The department continues to focus on the enhancement of the use of Accela Automation (AA) permit software and the Electronic Development Review (EDR) process. Almost 4,300 people have registered and are frequent users of the online AA and EDR systems at this time. • The Department continues to provide opportunities for training new and existing staff on new technical code requirements. The Public Works Services Department maintains the City's infrastructure including approximately 524 lane miles of roadway, 204 signal -controlled intersections/crossings, approximately 72,000 trees, 29 parks (and adding 1 additional park in March 2017), and 14 City facilities and 8 Fire District buildings. Fiscal Year 2oi6/17 Adopted Budget Page 44 FY 2016/17 Budget Highlights • Public Works will continue to focus on the goal to reduce overall City water consumption by a minimum of 35%. Parks staff have been working steadily on identifying areas where water can be reduced or eliminated in turf areas as mandated by the State. In FY 2016/17, $200,000 has been set aside in LMDs 2 and 4R specifically for turf removals and rebates will continue to be used to help offset the additional expenses. • Landscape renovations at the Civic Center will continue to eliminate costly turf and replace it with more drought tolerant plant palettes which are more suitable for the Inland Empire. • Work began in March 2016 and will continue into FY 2016/17 to complete a citywide tree inventory that will improve the tree trimming process, as well as to improve the efficiency of the tree crew. • Park lighting retrofits will also continue with third and final phase in LMD-4R which will lights with induction kits that will result in reduced maintenance costs. the replace the current pumpkin style walkway 30-40% reduction in electricity as well as • Work will continue on the Council Chamber technology infrastructure replacement necessary to provide reliable support for public meetings. In FY 2016/17 we hope to address several facility issues including the installation of new acoustical panels, new LED house lighting, sound proofing between the council chambers and the production room and some additional fine tuning of the system operations with respect to the touch screen controls. • Playground maintenance is ongoing this year with two parks, Victoria Arbors and Central Park, receiving rubberized surface replacements during the year. Spruce Park will have the concrete bowl area of the skate park replaced. Over the years, the Civic Center has experienced problems with leaks from the existing roofing system as well as the upper level patios. With the roofing system now replaced, the FY 2016/17 work on the upper level patios will meet the new Title 24 Cool Roof requirements and seal all penetrations and joints to prevent water intrusion. During FY 2015/16, a consultant performed an evaluation of the roofing systems at all City facilities (except the Civic Center which was done in a prior year). The resulting roofing survey recommended that the roofs at Lions West, Lions East and the Animal Care facilities needed to be replaced or repaired. The roof at the Rancho Cucamonga Family Resources Center will be replaced at a later date, depending on its future use. Fiscal Year 2016/1,7 Adonted Budget PagP TCZ Other new facilities projects for this year include: the Animal Care and Adoption Center "extreme makeover"; Central Park flooring replacement in the main halls and rental rooms; remove and replace exterior building joints and repairs to the existing roofing system at the Cultural Arts Center; and, stadium locker room carpet and shower fixture replacements as well as the repair and/or replacement of the sound system. 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 and 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 2016/17 Budget Highlights • Pavement rehabilitation of Carnelian Street from Lemon Avenue to Wilson Avenue. • Archibald Avenue widening and community trail improvements along the east side north of Sunflower Street. • RCMU plans to replace almost 600 old commercial meters with new technologically advanced meters in order to reduce meter reading costs. • Construction of 2 small line extension projects adding additional electric and dark fiber conduits, cabling and vaults to our existing backbone system. • Provide support to SANBAG during on-going construction of the 1-15 at Base Line Road Interchange Project. Project completion is anticipated in FY 2016/17. • Construction of traffic signal improvements at various locations including: new traffic signals at 5 intersections throughout the City; upgrade of traffic signals at 2 intersections on Milliken; and construction of a Pedestrian Hybrid Beacon (HAWK) signal on Base Line Road near Lions Center. Fiscal Year 2016/17 Adopted Budget Page 46 • Upgrade of recycling/trash receptacles and service at City facilities. • Installation of storm water placards on storm drains within the city. Implementation of Phase I of the Mandatory Organics Recycling Program (businesses generating 8 cubic yards of organics). Library Services 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 knowledgeable, service-oriented staff. These efforts were recognized nationally when the Library was awarded the National Medal for Museum and Library Services. Programs and services offered at the Archibald Library and Biane Library include: • Children's services, including weekly and special event programs, performing and cultural arts programs, 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 computer classes. The Library also offers outreach services, featuring bookmobile service to children and delivery service to the homebound and infirmed elderly. A full service Virtual Library is accessible on-line, 24/7, and features eBooks, databases, online homework tutoring, downloadable music, and local history. FY 2016/17 Budget Highlights Complete Phase I of the second floor of the Biane Library, including construction, plan of service, begin expanded programming and contract classes, and begin work to move from Phase I to Phase II. • Continue to examine and fine-tune lineup of storytimes and programs — 23 weekly children's storytimes, increased lineup of teen and tween STEAM (Science, Technology, Engineering, Art, and Mathematics) programs, and continue to pilot special needs programming. • 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. Fiscal Year 2016/17 Adopted Budget Page 47 • Increase materials collections, in both print and online formats, with new and updated titles at both Libraries. • Continue to grow the Play and Learn Island TM project through promotion to other libraries. Fiscal Year 2016/17 Adopted Budget Page 48 Attachment B 2016 CITY COUNCIL GOALS These 2016 goals were developed at the January 2016 City Council goal -setting session. As noted, many of these programs and projects are multi-year in nature, in order to develop and implement. PUBLIC SAFETY Proactively develop public safety programs and facilities to meet community needs. PS -1 By June 2012, complete construction drawings for a training facility at Jersey Station (174). Fire District (prior year Council Goal) PS -2 By June 2014, create a Rancho Cucamonga Animal Care and Adoption Center Foundation and Endowment Fund to fundraise for enhanced animal care services and facilities in the community. Animal Services (prior year Council Goal) PS -3 By January 2016, complete Fire Station 178. Fire District (prior year Council Goal) PS -4 By August 2015, explore the feasibility of additional measures that allow the Police Department to limit pedestrian access during the Thoroughbred holiday lights display. City Manager's Office (prior year Council Goal) PS -5 By December 2016, execute a contract for architectural services to prepare construction drawings for the relocation of the San Bernardino Fire Station. Fire District PS -6 By December 2016, continue to build/expand the Public Safety Video Network (PSVN) to include most major public facilities in town as well as the City perimeter. Police PS -7 By December 2016, further enhance community relationships by educating and training residents to "harden the target" by: presenting monthly Citizen Advisory Committee meetings (12); creating at least four new Neighborhood Watch programs; presenting 10 "How to Survive An Active Shooter Event" classes; and hosting at least six "Coffee With A Cop" or similar events. Police PS -8 By December 2016, in partnership with Police, Fire, and Public Works, develop a safety plan for Archibald Library, Biane Library, Central Park, Lions East and West, and the Family Resource Center. The safety plan could include increased staff training, recommendations for enhanced video surveillance, and an action plan in the event of an emergency. Library, Community Services, and Police PARKS AND RECREATION DEVELOPMENT Proceed with planning and development of major parks and recreational projects. PR -1 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 (prior year Council Goal) PR -2 By December 2015, after the completion of the construction drawings for Southwest Cucamonga Park, conduct a bid process and award a construction contract. Community Services (prior year Council Goal) PR -3 By December 2017, complete Design Development, Schematic Design and begin construction drawings for a new city gymnasium on Lot G at the Epicenter. Community Services Fiscal Year 2o16/17 Adopted Budget Page 49 ENHANCING PREMIER COMMUNITY STATUS As the community matures, undertake programs and projects EP -1 By June 2011, negotiate updated joint use agreements with the elementary school districts. Community Services (prior year Council Goal) EP -2 By March 2016, complete the design drawings for a proposed widening of Hellman Avenue at the Metrolink tracks, including a Traffic Signal at 8th Street, and construct the improvements. Engineering (prior year Council Goal) EP -3 By February 2015, explore the feasibility of purchasing the 17,000 existing City street lights from SCE and handling all of the operation and maintenance in-house. This would provide a significant cost savings to the City in the long run due to a lower streetlight tariff for the City from SCE. Engineering (prior year Council Goal) EP -4 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 (prior year Council Goal) EP -5 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 (prior year Council Goal) EP -6 By June 2016, develop a Public Art Master Plan to consider how significant art pieces can be incorporated into future public and private development, to include funding options for both art installation and long-term maintenance. City Manager's Office and Planning (prior year Council Goal) EP -7 By July 2015, develop a system to incorporate Health Impact Assessment tool(s) to measure and evaluate health impact of policies, programs, plans, strategies, and initiatives citywide. City Manager's Office (prior year Council Goal) EP -8 By December 2016, complete and open Phase I (tenant improvements and programming spaces) of Second Floor of the Biane Library to include a large programming space, art room, classroom, early learning space, and STEM lab. Library EP -9 By December 2016, create an ad hoc committee of community partners to enhance inclusion and special needs programming and examine feasibility of an advisory committee. Community Services and Library MID AND LONG RANGE PLANNING Begin efforts to develop mid-range and long-term goals and ML -1 By January 2014, develop and present to City Council a long term financial plan for the fiscal sustainability of the City's special districts (LMD's, SLD's, and CFD's). Administrative Services (prior year Council Goal) ML -2 By September 2013, review areas with industrial zoning along arterials for possible rezoning to permit more commercial/office uses. Example of one such area is Rochester/Jack Benny by Quakes Stadium. Planning and Community Development (prior year Council Goal) ML -3 By March 2014, review the City's long term objectives for the entire 6,000 acre Sphere area and identify development, mitigation, preservation and annexation potential. City Manager's Office and 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 and Planning (prior year Council Goal) ML -5 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 (prior year Council Goal) Fiscal Year 2016/17 Adopted Budget Page 5o ML -6 By June 2016, review the possibility of an open data technology system that provides access to the City's budget and financial information in order to promote local government transparency and public trust. Finance and City Manager's Office (prior year Council Goal) ML -7 By September 2015, initiate discussions with the Friends of the PE Trail to determine their interest in partnering on a long term relationship with the City to improve the Etiwanda Train Depot as an event venue and a trail head for the PE Trail. City Manager's Office and Planning (prior year Council Goal) OTHER OBJECTIVES: Begin multi-year process of revising and/or implementing major City documents and systems, including: I' None at the present time. Fiscal Year 2016/17 Adopted Budget Paize ,1 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o16/17 Adopted Budget Page 52 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Rancho Cucamonga California For the Fiscal Year Beginning July 1, 2015 Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Rancho Cucamonga, California for its annual budget for the fiscal year beginning July 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, operations guide, financial plan, and communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and will be submitted to GFOA to determine its eligibility for another award. FiScalYear 2016/17 Adopted Budget Page tiq THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2ol6/17 Adopted Budget Page 54 RANCHO CUCAMONGA CALIFORNIA GENERAL INFORMATION Fiscal Year 2016/17 Adopted Budtet Page 55 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 56 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget City Officials City Council Name Term Expires L. Dennis Michael Mayor 2018 Sam Spagnolo Mayor Pro -Tem 2016 William J. Alexander Council Member 2018 Lynne Kennedy Council Member 2016 Diane Williams Council Member 2018 Administration and Department Heads City Manager John R. Gillison Assistant City Manager Linda Daniels Deputy City Manager/Administrative Services Lori Sassoon Deputy City Manager/Economic and Community Development Jeff Bloom City Attorney James L. Markman Treasurer (term expires 2016) James Frost City Clerk (term expires 2016) Janice C. Reynolds City Clerk Services Director Linda Troyan Animal Services Director Veronica Fincher Building and Safety Services Director Trang Huynh Community Services Director Nettie Nielsen Engineering Services Director/City Engineer Jason Welday Finance Director Tamara L. Layne Fire Chief Mike Costello Human Resources Director Robert Neiuber Innovation and Technology Director Darryl Polk Library Director Michelle Perera Planning Director Candyce Burnett Police Chief Danielle Boldt Public Works Services Director Bill Wittkopf Fiscal Year 2016/17 Adopted Budget Page 57 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 58 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Organization Chart Citizens of Rancho Cucamonga City Clerk I I City Council City Attornev City Manager City Treasurer Administrative Civic and Police Economic and Services Cultural Services Department Community Admin/Purchasing Development Fire Community District Finance Services Animal Care Human Library and Services Resources Services Community Innovation and Records Improvement Building andI I Engineering Planning I I I I Public Works Safety Services Services Fiscal Year 2016/17 Adopted Budget Page 59 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o1h/17 Adorptec� Budget Page ho CITY OF RANCHO CUCAMONGA, CALIFORNIA Functional Units by Fund Type Fiscal Year 2016/17 Adopted Budget $77 Governance Police Animal Care and Services Administrative Services Finance Human Resources Economic and Comm. Dev. Building and Safety Engineering Services Planning Public Works Services Community Services Governance Comm Dev Technical Services Police Reimb St/County Parking Cit Law Enforcement Reserve Traffic Safety Administrative Services Info Technology -Development City Technology Fee Capital Reserve Finance Benefits Contingency Human Resources Capital Reserve Economic and Comm. Dev. Comm Dev Technical Services City Technology Fee Building and Safety Comm Dev Technical Services City Technology Fee Mobile Home Park Program SB 1186 Cert Access Special Program Engineering Services Comm Dev Technical Services City Technology Fee Capital Reserve Planning Comm Dev Technical Services City Technology Fee Public Works Services CVWD Reimbursements County of S.B. Reimbursements Capital Reserve Community Services Capital Reserve Fiscal Year 016/17 Adopted Bud $240,547,520 $136,401,770 Assessment Districts Admin AB2766 Air Quality Improvement Beautification Drainage Facilities Park Development Transportation Etiwanda No. Equestrian Facility Underground Utilities Landscape Maintenance Districts LMD #1 Capital Replacement Street Light Maintenance Districts Gas Tax Measure I AB 2928 Traffic Congestion Relief Foothill Blvd Maintenance Integrated Waste Management Prop 42 -Traffic Congestion Mitig. Proposition 1B State Funding Asset Seizure - State and Federal Citywide Infrastructure Imprv. Community Dev. Block Grant Federal Safetea-LU Prop 113 - SLPP Pedestrian Grant/Art 3 Public Resrce Grants/Healty RC CA Recycle/Litter Reduction Grant Used Oil Recycling Safe Routes to School Program Prop 84 Park Bond Act Recreation Services Victoria Gardens Cultural Center Library Fund Library Development CA State Library Staff Innovation (CA ST LB) The Big Read Library Gant COP'S Program Grant - State Justice Assistance Grant (JAG) COPS Hiring Program Grant Dept of Homeland Security Grant Housing Sucessor Agency AD 91-2 Redemption -Day Canyon PD 85 Redemption Fund PD 85 Capital Replacement CFD 2000-03 Park Maintenance Fire Protection District AD 84-1 Day Creek/Mello CFD 2001-01 CFD 2003-01 Cultural Center CFD 2004-01 Rancho Etiwanda Est CFD 2006-01 Vintner's Grove $13,747,12 Sports Complex REGIS Connect Municipal Utility Utility Public Benefit Equipment Nehicle Replacement Computer Equip/Tech Replacement Fiscal Year 2016/17 Adopted Budget Page 61 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal. Year 201-; �; Adopted Budget Page 62 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Snapshot of the City of Rancho Cucamonga General Information: The City of Rancho Cucamonga currently has an estimated population of 175,251 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): 2004-157,313 2005-163,840 2006172,322 2007-173,916 2008175,627 2009-177,051 2010-178,904 2011-169,498 2012171,058 2013172,299 2014-174,064 2015-175,251 Number of Registered Voters (San Bernardino County Registrar of Voters): 77,526 Capital Asset Statistics (per June 30, 2015 CAFR): Police: Stations: 1 Patrol units: 63 Public Works: Streets (miles): 531 Streetlights: 16,312 Traffic signals: 222 Fire: Fire Stations: 7 Parks and Recreation: Parks: 31 Acreage: 343 Community centers: 6 Fiscal Year 2oi6/17 Adopted Budget Page 63 CITY OF RANCHO CUCAMONGA, CALIFORNIA Population by Age 2010 (Census), 2016 (est), and 2021 (est) Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2016 and 2021. Esri converted Census 2000 data into 2010 geography.) Fiscal Year 2016/17 Adopted Budget Page 64 Total 165,269 0 - 4 6.2% 5 - 9 6.8% 10-14 7.7% 15-24 15.6% 25-34 14.4% 35-44 15.0% 45-54 15.7% 55-64 10.8% 65-74 4.7% 75-84 2.3% 85 + 0.9% Total 174,041 0 - 4 6.0% 5 - 9 6.3% 10-14 6.9% 15-24 14.3% 25-34 15.6% 35-44 14.3% 45-54 14.3% 55-64 12.2% 65-74 6.5% 75-84 2.5% 85 + 1.0% "11, Rr Ap, Total 181,037 0 - 4 6.0% 5 -9 6.0% 10-14 6.4% 15-24 12.5% 25-34 16.3% 35-44 15.2% 45-54 13.1% 55-64 12.2% 65-74 8.0% 75-84 3.1% 85 + 1.0% Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2016 and 2021. Esri converted Census 2000 data into 2010 geography.) Fiscal Year 2016/17 Adopted Budget Page 64 CITY OF RANCHO CUCAMONGA, CALIFORNIA Educational Attainment Current Year 2016 Population 25+ by EMIPNMW Total 115,756 Less than 9th Grade 3.8% 9th - 12th Grade, No Diploma 5.0% High School Graduate 18.3% GED/Alternative Credential 2.4% Some College, No Degree Associate Degree Bachelor's Degree Graduate/Professional Degree 28.0% 9.9% 20.3% 12.3% Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2016. Esri converted Census 2000 data into 2010 geography.) Fiscal Year 2016/17 Adopted Budget Page 65 Employer Chaffey Community College Etiwanda School District Inland Empire Health Plan Amphastar Pharmaceutical City of Rancho Cucamonga Southern California Edison Alta Loma School District Big Lots Distribution Center Mercury Insurance Company Central School District Frito-Lay, Inc. C.W. Construction Mission Foods Target CITY OF RANCHO CUCAMONGA, CALIFORNIA Principal Employers Current Year and Nine Years Ago* 2015 Percent of Number of Total Number of Employees, Rank Employment Employees, 1,229 1 1.46% 1,100 2006 Percent of Total Rank Emplovment 1 1.75% 1,058 2 1.26% 1,015 2 1.61% 1,000 3 1.19% n/a n/a n/a 880 4 1.05% n/a n/a n/a 849 5 1.01% 729 4 1.16% 800 6 0.95% 450 9 0.71% 623 7 0.74% 920 3 1.46% 600 8 0.71% n/a n/a n/a 600 9 0.71% 437 10 0.69% 527 10 0.63% 500 7 0.79% n/a n/a n/a 600 5 0.95% n/a n/a n/a 600 5 0.95% n/a n/a n/a 573 6 0.91% n/a n/a n/a 475 8 0.75% Note: "Total Employment" as used above represents the total employment of all employers located within City limits. 1 Includes full-time and part-time employees. *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 'Wa". Source: June 30, 2015 Comprehensive Annual Financial Report Fiscal Year 2o16/17 Adopted Budget Page 66 CITY OF RANCHO CUCAMONGA, CALIFORNIA Principal Sales Tax Remitters Current Year and Nine Years Ago 2015 2006 Business Name Business Category Business Name Business Category Apple Electronics/Appliance Stores Ameron International Contractors Bass Pro Shops Outdoor World Sporting Goods/Bike Stores Ameron Steel Pipe Contractors Best Buy Electronics/Appliance Stores Apple Electronics/Appliance Stores Chevron Service Stations Best Buy Electronics/Appliance Stores Circle K Service Stations Chevron Service Stations Costco Discount Department Stores Circuit City Electronics/Appliance Stores Day Creek Arco Service Stations Costco Discount Department Stores Day Creek Shell Service Stations Dan Reshaw Mobil Service Stations Fontana Steel Contractors 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 Kayo Oil Service Stations Lowes Lumber/Building Materials Living Spaces Furniture Home Furnishings Macys Department Stores Lowes Lumber/Building Materials Monoprice Fulfillment Centers Macys Department Stores My Goods Market Service Stations Mervyns Department Stores NIC Partners Electrical Equipment Novartis Animal Health Medical/Biotech Ralphs Grocery Stores Liquor Robinsons May Department Stores Ross Dress for Less Family Apparel Sears Department Stores Sears Department Stores Shell/Texaco Service Stations Tamco Heavy Industrial Tamco Heavy Industrial Target Discount Department Stores Target Discount Department Stores Tesoro Refining & Marketing Service Stations Walmart Discount Department Stores Walmart Discount Department Stores West End Material Supply Lumber/Building Materials Walters Wholesale Electric Plumbing/Electrical Supplies Wickes Home Furnishings * Firms listed alphabetically Source: June 30, 2015 Comprehensive Annual Financial Report Fiscal Year 2016/17 Adopted Budget Page 67 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016 /17 Adopted Budget Page 68 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Budget Guide The purpose of the City of Rancho Cucamonga's budget is to serve as a "blueprint" for providing City services and as a working financial plan for the fiscal year. It also represents the official organization plan, by which, City policies, priorities, and programs are implemented. It provides the means to communicate to the residents, businesses, and employees how the City's financial sources are used to provide services to the community. The budget includes both the operating costs to manage the City and the capital improvement projects that the City plans to undertake during the fiscal year. The budget is organized by fund, by department, and by account. A fund is defined as a fiscal accounting entity with a self -balancing set of accounts recording cash and other financial resources, together with all related liabilities and balances, which are segregated for the purpose of carrying on specific activities in accordance with special regulations, restrictions, or limitations. A department (e.g., Administrative Services) is an organizational unit with divisions (e.g., Purchasing). "Line" accounts provide the details of the type of expenditure that each department/division spends — e.g., salaries, benefits, supplies, and so forth. The budget document can be broken down into the following sections: Introduction: This section includes the City Manager's executive summary to the City Council and describes what is in the budget, including budget issues and policies that lead to the development of the budget. It also includes the City's GFOA Distinguished Budget Presentation Award. General Information: This section includes a listing of City Officials; a City-wide Organization Chart; a 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. Fiscal Year 2016/17 Adopted Budget Page 69 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Budget Process The City's budget process begins in January. The City Manager outlines the goals and directives for the development of the coming year's budget based on the results of the semi-annual Council goal setting workshops. Finance distributes the budget calendar, instructions, forms, and budget worksheets to the departments. Public Works Services coordinates the departmental building modification and vehicle replacement requests. Engineering coordinates the capital improvement project requests. After the departments have input their budget requests, Finance compiles the data and calculates the total amount requested including estimated revenues and projected fund balances. The City Manager and Finance Director hold departmental budget meetings. Subsequently, the City Manager makes his recommendations and Finance prepares the proposed budget document. The City Manager submits the proposed budget to City Council. The Council conducts a budget study session; sets a public hearing; and adopts the budget prior to the beginning of the fiscal year. After the budget is adopted, staff integrates the budgetary data into the City's accounting system. Month-end reports are distributed to the departments to monitor budget performance throughout the year. Capital Improvement Projects Budget Process: The City maintains a rolling Five -Year Capital Improvement Program (CIP). In February each year, the Engineering Services Department solicits proposals from the other City departments for inclusion in the coming year's capital improvement projects budget. Around the same time, the Finance Department provides Engineering Services the estimated fund balances available for appropriation for CIP. These fund balances usually come from Special Revenue Funds and Capital Projects Funds. Both these fund types are earmarked for specific uses. Engineering Services staff then prepares the Capital Improvement Project form, which provides detailed information about the proposed capital improvement project. Typically, a project costing $5,000 or more (with some exceptions depending on the type of project) is categorized as a capital improvement project. During the departmental budget meetings, the City Manager and staff conduct a "walkthrough" of the various proposed projects. After the City Manager's evaluation of what will be included in the proposed budget, the CIP is submitted to the Planning Commission to determine if the projects conform to the General Plan. The proposed CIPS relating to parks are also submitted to the Parks & Recreation Commission for comments and recommendations. Budget amendments: Supplemental appropriations, when required during the fiscal year, require approval by the City Council. Although supplemental appropriations can occur throughout the fiscal year, a comprehensive update to budgeted figures occurs once per year as part of the Amended Budget process which is presented to the City Council in May each fiscal year. Budget changes within each department or between accounts are approved by the City Manager and/or the respective department head depending on the dollar threshold of the budget change. Fiscal Year 2oi6/17 Adopted Budget Page 70 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Budget Process Basis of budgeting: The City uses the modified accrual basis in budgeting governmental funds. This means that obligations of the City, including outstanding purchase orders, are budgeted as expenses and revenues are recognized when they are both measurable and available to fund current expenditures. For proprietary funds, the budget is prepared on a full accrual basis. This means expenses are recognized when incurred and revenues are recognized when due the City. Depreciation expense is not included in budgeting for proprietary funds but the full purchase price of equipment is included in the budget. Basis of accounting: The City uses the modified accrual basis of accounting for governmental funds. Revenues are recorded when measurable and available to fund current expenditures. Expenditures are recorded when the services are substantially performed or the goods have been received and the liabilities have been incurred. The City's proprietary funds use the full accrual basis of accounting; revenues are recorded when earned and expenses are recorded when incurred. Budgetary control is maintained at the department level within each fund. The City also maintains an encumbrance accounting system budgetary control. Estimated purchase amounts are encumbered prior to the release of purchase orders to vendors. At fiscal year end, all operating budget appropriations lapse. Open encumbrances are reported as reservations of fund balances at fiscal year end. Budgetary Data: Annual budgets are legally adopted for all funds on a basis consistent with generally accepted accounting principles, except for the following funds for which no budget is proposed for FY 2016/17: Special Revenue Funds: AD 93-1 Masi Commerce Center Community/Rec Center Development Library Impact Fee Police Impact Fee SB 140 Various Grant Funds Capital Projects Funds: ADs 82-1, 86-2 Park Land Acquisition Park Improvement Animal Center Impact Fee General City Street Lights Fire Technology Fee Fund CFDs 2000-01, 2003-01, 2004-01, 2006-02 The following Flow Chart describes the City's annual budget process. Ficial Vaar 9MA/17 Arlontad Riirluat Page 71 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget January FINANCE Analyze and Project Revenue Estimates February FINANCE Present Mid -Year Budget Review March/April CITY MANAGER/ FINANCE DIRECTOR Budget Meetings with Departments May CITY MANAGER Submit Proposed Budget to City Council Budget Process FLOW CHART February DEPARTMENTS Early January Submit Budget Requests to Finance Department BUDGET KICK-OFF February/March April/May FINANCE Prepare Proposed Budget June CITY COUNCIL/ CITY MANAGER Conduct Budget Study Session FINANCE Review and Analyze Budget Requests/ Finalize Revenue Projections May ENGINEERING/ PUBLIC WORKS CIP presented to Planning Commission June CITY COUNCIL Hold Public Hearing and Adopt Budget Fiscal Year 2016/17 Adopted Budget Page 72 RANCHO 'CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Fiscal Year 2016/17 Adopted Budget Page 73 CITY OF RANCHO CUCAMONGA, CALIFORNIA FINANCIAL SUMMARY - OPERATING BUDGET Fiscal Year 2016/17 Adopted Budget Public Safety: Fire District $ 29,469,225 2015/16 2016/17 Police 2014/15 Adopted Adopted Description Actual Budget Budget Total Public Safety $ 63,295,415 $ 68,519,520 $ 72,009,370 Revenues By Category: $ 19,429,138 $ 11,870,670 $ 13,543,990 Taxes $ 92,557,592 $ 95,896,180 $ 99,562,610 Licenses & Permits 3,903,993 3,798,830 4,161,040 Fines & Forfeitures 1,147,758 882,240 836,040 Use of Money & Property 1,019,354 931,290 902,880 Charges for Services 3,111,667 3,246,590 3,338,440 Intergovernmental 170,796 175,610 177,150 Other 4,002,950 3,919,970 4,099,580 Transfer In 1,970,176 2,304,650 2,548,200 Total Revenues $107,884,286 $111,155,360 $115,625,940 Expenditures By Department: Governance: City Council $ 112,004 $ 129,070 $ 128,160 City Clerk 2,033 1,960 1,940 City Treasurer 11,343 12,130 12,150 City Management 1,069,779 1,554,230 1,584,420 Total Governance $ 1,195,159 $ 1,697,390 $ 1,726,670 Public Safety: Fire District $ 29,469,225 $ 32,048,450 $ 33,242,760 Police 31,080,286 33,432,190 35,610,630 Animal Care Services 2,745,904 3,038,880 3,155,980 Total Public Safety $ 63,295,415 $ 68,519,520 $ 72,009,370 Civic and Cultural Services: Records Management $ 343,708 $ 482,910 $ 490,530 Community Services 4,212,356 4,952,990 5,025,020 Library Services 6,388,881 4,493,180 4,730,730 Total Civic and Cultural Services $ 10,944,945 $ 9,929,080 $ 10,246,280 Administrative Services: Administration/General Government $ 15,338,170 $ 6,680,580 $ 7,440,240 Finance 1,220,561 1,512,520 1,749,550 Human Resources 639,177 752,770 827,840 Innovation and Technology 2,231,230 2,924,800 3,526,360 Total Administrative Services $ 19,429,138 $ 11,870,670 $ 13,543,990 Economic and Community Development: Administration $ 472,042 $ 732,940 $ 737,080 Building and Safety Services 2,139,926 2,717,600 2,653,600 Engineering Services 1,773,342 21554,350 2,267,690 Planning 1,471,390 2,283,290 1,884,240 Public Works Services 8,688,820 10,510,310 10,355,420 Total Economic and Community Development $ 14,545,520 $ 18,798,490 $ 17,898,030 Total Expenditures $109,410,177 $110,815,150 $115,424,340 Excess of Revenues Over (Under) Expenditures $ (1,525,891) $ 340,210 $ 201,600 See Notes to Financial Summary U4 ..,,..1 17--- G /, - A,1 4--A 12., A --+ Page r7 A 1'1J1;Q1 1GQ1 -UI V11/ llL1Vi„J LGU LLLU6GL Page /°t CITY OF RANCHO CUCAMONGA, CALIFORNIA FINANCIAL SUMMARY - ALL FUNDS Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget Revenues By Category: Taxes $ 114,789,869 $ 117,051,180 $ 121,176,660 Licenses & Permits 2,143,686 4,225,560 2,697,750 4,058,390 30,165,615 4,420,100 Fines & Forfeitures Planning 1,620,906 6,377,520 1,353,110 Public Works Services 1,316,710 Use of Money & Property 26,018,160 5,642,906 $ 58,393,800 5,107,030 $ 91,306,200 5,193,850 Charges for Services $ 221,887,760 18,184,240 Excess of Revenues Over (Under) Expenditures 19,494,050 $ (31,404,360) 19,224,340 Intergovernmental 16,171,950 21,649,730 17,091,140 Development Fees 12,361,660 5,077,920 3,957,000 Other 17,925,896 6,154,310 6,071,210 Transfer In 12,686,300 10,537,680 7,690,220 Total Revenues $ 203,609,287 $ 190,483,400 $ 186,141,230 Expenditures By Department: Governance: City Council $ 112,003 $ 129,070 $ 128,160 City Clerk 2,033 1,960 1,940 City Treasurer 11,343 12,130 12,150 City Management 1,414,421 1,578,510 1,634,150 Total Governance $ 1,539,800 $ 1,721,670 $ 1,776,400 Public Safety: Police $ 32,223,739 $ 34,789,170 $ 36,979,230 Fire District 34,792,093 58,320,070 58,271,970 Animal Care Services 2,745,904 3,038,880 3,155,980 Total Public Safety $ 69,761,736 $ 96,148,120 $ 98,407,180 Civic and Cultural Services: Records Management $ 343,708 $ 482,910 $ 490,530 Community Services 8,716,214 11,367,080 13,671,010 Library Services 6,808,364 7,117,450 5,091,180 Total Civic and Cultural Services $ 15,868,286 $ 18,967,440 $ 19,252,720 Administrative Services: Administration/General Government $ 25,845,712 $ 13,774,730 $ 18,332,460 Finance 5,135,855 5,353,820 5,596,530 Human Resources 639,177 752,770 827,840 Innovation and Technology 3,490,876 5,336,230 5,048,190 Total Administrative Services $ 35,111,620 $ 25,217,550 $ 29,805,020 Economic and Community Development: Administration $ 643,592 $ 899,020 $ 1,273,160 Building and Safety Services 2,143,686 2,758,650 2,697,750 Engineering Services 30,165,615 42,949,780 50,289,120 Planning 2,329,224 6,377,520 11,028,010 Public Works Services 23,111,683 26,848,010 26,018,160 Total Economic and Community Development $ 58,393,800 $ 79,832,980 $ 91,306,200 Total Expenditures $ 180,675,242 $ 221,887,760 $ 240,547,520 Excess of Revenues Over (Under) Expenditures $ 22,934,045 $ (31,404,360) $ (54,406,290) See Notes to Financial Summary Ficral Vaar 9niAll7 Adnnted Budget Page 75 CITY OF RANCHO CUCAMONGA, CALIFORNIA NOTES TO FINANCIAL SUMMARY Fiscal Year 2016/17 Adopted Budget The accompanying Financial Summary reports provide a snapshot of the City of Rancho Cucamonga, California's operating budget as well as the organization as a whole. The City's operating budget is comprised of the General Fund (Fund 001), the Fire District Operational Funds (Funds 281,282, 283), and the Library Fund (Fund 290). Financial Summary — Operating Budget: 2014/15 Actual: Generally, revenues for the Operating Budget were higher than anticipated and expenditures were less than anticipated. The primary cause of overall operating expenditures exceeding operating revenues was the extraordinary loss the General Fund experienced in the amount of $9,521,227 due to the write off of the City's advances to the Successor Agency as of June 30, 2015. This was the result of an adverse decision by the State Department of Finance (DOF) and is included within Administrative Services-Administration/General Government. Additional information regarding this extraordinary loss can be found in the City's Comprehensive Annual Financial Report (CAFR) for the fiscal year ended June 30, 2015 which can be found on the City's website. 2015/16 Adopted and 2016/17 Adopted: The City's goal is to adopt a balanced Operating Budget with the exception of the planned use of reserves. For FY 2015/16, the General Fund included the planned use of reserves in the amount of $68,040 for Animal Center operations. This was offset by an anticipated contribution to reserves in the amount of $408,250 for Community Facilities District (CFD) 85-1 (Fund 282). This contribution to reserves will be utilized in a future year to replace certain capital assets within the CFD. All other Fire District Operational Funds were balanced for FY 2015/16. For FY 2016/17, the City adopted balanced budgets for the General Fund and the majority of the Fire District Operational Funds. As in the prior fiscal year, CFD 85-1 budgeted for an anticipated contribution to reserves in the amount of $184,650 to be used for future capital needs of the CFD. Financial Summary — All Funds: 2014/15 Actual: During FY 2014/15, significant one-time development fees were collected for certain large housing developments as well as two large industrial warehouses in the City ($8,636,157). The City also received two nonrecurring inflows of resources from the Successor Agency through a transfer of land ($4,905,911) and a reimbursement for a storm drain project ($5,898,272). Additionally, housing bond funds were transferred from the Successor Agency to the Housing Successor Agency ($4,320,145) for use in future affordable housing projects and funds were transferred from the Library Fund to the Library Capital Fund ($2,600,000) to provide future funding for the second floor of the Biane Library. The acquisition of the land noted above is also shown as a capital outlay expenditure ($4,905,911) within Administrative Services-Administration/General Government. Also, shown in this line item is the write off of the advance to the Successor Agency ($9,521,227) noted above. The majority of capital outlay expenditures are shown in the Engineering Services and Public Works Services Departments and are funded primarily by resources accumulated in prior years. 2015/16 Adopted and 2016/17 Adopted: The Operating Budget is incorporated into this schedule. In addition to the discussion noted above regarding the Operating Budget, many of the other City funds have capital outlay expenditures budgeted which are funded by resources accumulated over a period of time. This can result in overall expenditures exceeding revenues in a given year, depending on the level of capital improvement activity. The Capital Improvement Program (CIP) section of this document details out the projects budgeted for FY 2016/17 and includes the funding sources. Some of the larger items included in the CIP include the Fire District's Training Facility ($20,182,350), the Rancho Cucamonga Family Sports Center Relocation ($13,200,000), and the Base Line Road at I-15 Interchange ($5,210,920). Accumulated resources will also be used by the Housing Successor Agency for project improvement costs for senior affordable housing projects: Villa Pacifica II on Archibald Avenue ($4,200,000) and a future project at Base Line Road and Day Creek Boulevard ($2,760,910). Fiscal Year 2o16/17 Adopted Budget Page 76 E. z a 0 o 0 0 0 o O o o O o 0 0 0 0 0 0 o O o o G n lc I 00 O N � Vl •- Ir^ r I u? O ^•^ h �!• •� O N r 00 M O H. 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O -O C •F N W .E � •NaOU�U[= c � •�'� W F m W Fiscal Year 2016/17 Adopted Budget Page 77 City of Rancho Cucamonga, California Fiscal Year 2016/17 Adopted Budget Special Districts Summary The City of Rancho Cucamonga has eleven Landscape Maintenance Districts (LMDs), eight Street Lighting Maintenance Districts (SLDs) as well as several other Special Districts such as one Benefit Assessment District (AD), various Community Facilities Districts (CFDs), and one Park and Recreation District (PD). Three of these other Special Districts provide funding for maintenance of specific public improvements within the City — AD 91-2, PD -85, and CFD 2000-03. Those Special Districts, along with the various LMDs and SLDs, are summarized below and in the following schedule to identify those Special Districts with fiscal sustainability issues that will need to be addressed in future years. When the LMDs were established, they were created in conjunction with new development coming into the City, and were intentionally designed to ensure that each district bore the costs of the maintenance of the infrastructure that provides special benefit to the property owners. The assessments received for LMDs are utilized only for the maintenance and operation of parks and other landscaping within the boundaries of each district. Maintenance and operation includes, but is not limited to, turf, ground cover, planter beds, shrubs, plants and trees, landscape lighting, irrigation systems, electrical energy for irrigation controllers, insect/disease control, graffiti removal, hardscapes, entry signs, sound walls and all appurtenant facilities. The City utilizes current year assessment revenues, prior year carryovers, and (in some cases) contributions from the General Fund to meet each district's annual expenses. The budgeted contributions from the General Fund for FY 2016/17 are $121,360 for LMD #1, $276,640 for LMD #2 and $31,880 for LMD #6R. The SLDs provide street light coverage throughout the general city and planned communities. Each year the assessments received are earmarked for the maintenance and operation of street lights, traffic signals and appurtenant facilities. This maintenance and operation includes the cost and supervision of street lighting maintenance, including repair, removal or replacement of all or any part of any improvement providing for lighting within these Districts. The budgeted contribution from the General Fund for FY 2016/17 is $350,170 for SLD #2. In addition, there is a $105,100 budgeted contribution from Gas Tax R&T7360 (Fund 174) for SLD #7. This contribution will be transitioned to the General Fund next fiscal year. The deficit fund balance for SLD #5 will also be addressed in future years through a phased -in approach. PD -85 was originally created to provide funds to finance the cost of construction, maintenance, operation and debt service payments for Heritage Community Park and Red Hill Community Park. Heritage Community Park is a 40 -acre facility located on the southwest corner of Hillside Road and Beryl Street. Red Hill Community Park is 42 acres and is located on the southwest corner of Base Line Road and Vineyard Avenue. The District's boundary includes all of the City of Rancho Cucamonga with the general exception of land east of the Deer Creek Channel and the Victoria, Caryn and Terra Vista Planned Communities. The annual assessments levied and collected are dedicated to the ongoing maintenance and operation and periodic capital improvement expenditures for the parks. The budgeted contribution from the General Fund for FY 2016/17 is $230,580. AD 91-2 was formed for the protection of certain properties with the construction of a 27+ acre-foot desilting basin and a 1,460+ linear foot concrete drainage channel. Annual assessments provide funding for the annual maintenance of these basins. Currently, the District is operating at a deficit resulting in the use of reserve funds to provide services. Alternative funding sources/mechanisms will be researched by City staff to alleviate the operating deficit. Fiscal Year 2016/17 Adopted Budget Page 78 City of Rancho Cucamonga, California Fiscal Year 2016/17 Adopted Budget Special Districts Summary CFD 2000-03 was formed to build certain public facilities in the Rancho Summit housing tracts within the City. Annual assessments from Special Tax B provide for the maintenance of these public facilities which include parks and parkways. The FY 2016/17 Budget includes a 6% increase in the annual assessments in order to provide for a balanced budget in this district. Following is a summary of changes in fund balances for each of the districts mentioned above. The summary includes prior years' actuals for revenues and expenditures, with a break out of support from other funds, along with budgeted revenues and expenditures for FY 2016/17. Fiscal Year 2016/17 Arinntari Riidpipt PagP 70 CITY OF RANCHO CUCAMONGA, CALIFORNIA LANDSCAPE MAINTENANCE DISTRICTS, STREET LIGHTING MAINTENANCE DISTRICTS, AND OTHER MAINTENANCE DISTRICTS CHANGES IN FUND BALANCE STREET LIGHTING DISTRICTS 151 SLD #1 ARTERIAL 1,010,328 801,211 FY 2014/15 734,031 152 SLD #2 RESIDENTIAL 104,562 Fund Balance Actual Support From Actual Fund Balance Fund # Fund Name 6/30/2014 Revenues Other Funds Expenditures 6/30/2015 164,768 LANDSCAPE MAINTENANCE DISTRICTS 507,813 155 SLD #5 CARYN COMMUNITY 6,156 130 LMD #1 GENERAL CITY 453,808 1,342,120 SLD #6 INDUSTRIAL AREA 1,175,773 620,155 131 LMD #2 VICTORIA 2,591,800 3,223,683 298,930 3,305,619 2,808,795 132 LMD #3A HYSSOP 42,513 4,156 90,833 5,747 40,922 133 LMD #313 MEDIANS 690,607 1,323,173 838,736 1,175,045 134 LMD #4R TERRA VISTA 3,703,494 2,725,085 2,811,008 3,617,571 135 LMD #5 ANDOVER 68,838 3,202 1,992 70,048 136 LMD #6R CARYN COMMUNITY 243,528 467,148 482,119 228,556 137 LMD #7 NORTH ETIWANDA 833,254 952,082 959,961 825,375 138 LMD #8 SOUTH ETIWANDA 63,473 33,503 31,182 65,793 139 LMD #9 LOWER ETIWANDA 2,373,672 196,102 450,588 2,119,187 140 LMD #10 RANCHO ETIWANDA 1,002,161 520,367 556,983 965,544 141 LMD 1 CAPITAL REPLACEMENT 0 0 STREET LIGHTING DISTRICTS 151 SLD #1 ARTERIAL 1,010,328 801,211 1,077,508 734,031 152 SLD #2 RESIDENTIAL 104,562 354,848 321,460 589,299 191,571 153 SLD #3 VICTORIA 1,186,387 364,383 364,106 1,186,664 154 SLD #4 TERRA VISTA 504,505 164,768 161,460 507,813 155 SLD #5 CARYN COMMUNITY 6,156 43,797 82,517 (32,564) 156 SLD #6 INDUSTRIAL AREA 389,512 136,372 127,958 397,926 157 SLD #7 NORTH ETIWANDA (35,854) 120,964 109,930 245,859 (50,819) 158 SLD #8 SOUTH ETIWANDA 1,996,215 90,833 62,863 2,024,185 OTHER MAINTENANCE DISTRICTS 838 AD 91-2 REDEMPTION -DAY CANYON 105,409 33,162 52,489 86,081 847 PD 85 CAPITAL REPLACEMENT 0 0 848 PD 85 REDEMPTION FUND 930,268 1,284,524 1,201,692 1,013,100 868 CFD 2000-03 PARK MAINTENANCE 555,147 416,235 501,261 470,121 Fi.cral Year 9m6/17 Adont(-d B1idgPt Paize So Fiscal Year 2016/17 Adopted Budget Page 81 FY 2015/16 Estimated FY 2016/17 Estimated Actual Support From Actual Fund Balance Budgeted Support From Budgeted Fund Balance Revenues Other Funds Expenditures 6/30/2016 Revenues Other Funds Expenditures 6/30/2017 1,270,029 941,457 948,728 1,274,800 121,360 1,212,540 1,132,348 3,716,633 328,570 3,220,583 3,633,415 3,332,730 276,640 3,751,160 3,491,625 4,333 5,658 39,597 4,150 6,750 36,997 1,329,509 777,675 1,726,879 1,081,430 957,940 1,850,369 2,903,425 2,092,551 4,428,445 2,911,230 2,911,410 4,428,265 3,188 30,608 42,628 3,080 7,810 37,898 475,498 387,009 317,045 483,070 31,880 494,830 337,165 1,006,860 866,667 965,567 1,030,120 1,039,770 955,917 33,561 30,436 68,918 33,440 40,480 61,878 204,879 470,869 1,853,196 195,710 573,740 1,475,166 596,813 476,029 1,086,329 584,330 618,410 1,052,249 0 90,300 40,000 50,300 815,324 1,044,540 504,815 817,220 1,061,040 260,995 717,205 350,170 710,133 548,813 397,830 350,170 716,530 580,283 373,363 348,564 1,211,463 368,220 354,900 1,224,783 172,653 143,248 537,219 180,900 169,110 549,009 43,586 77,771 (66,749) 44,210 81,560 (104,099) 139,241 117,322 419,845 143,830 129,040 434,635 230,919 105,100 226,039 59,161 129,560 105,100 221,250 72,571 101,639 92,352 2,033,472 94,520 100,070 2,027,922 33,454 55,369 64,166 33,160 56,230 41,096 0 117,250 40,000 77,250 1,306,715 1,107,585 1,212,231 1,261,890 230,580 1,207,290 1,497,411 429,084 424,797 474,408 445,190 492,170 427,428 Fiscal Year 2016/17 Adopted Budget Page 81 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 82 RANCHO ICUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Revenue Summaries Ficral Vaar gn7F,/1-7 Arinnti rl RiirluPt Pana RQ THIS PAGE INTENTIONALLY LEFT BLANK Fiicoal VAnr -3niA/1-7 4`lnr�+oil R—l— D Q� CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Revenue and Resource Estimates The City receives a multitude of revenue from many sources, most of which must be accounted for separately and their identity kept intact. Revenue projections in the Fiscal Year 2016/17 Preliminary Budget are estimated using historical information, expert analysis, data collected from the State Controller, the State Department of Finance, the League of California Cities, the San Bernardino County Auditor -Controller's Office, and numerous financial indicators. Utilizing historical revenue data, a general sense of the economic status of the local community, and other indicators noted above, the City's budget staff produce a financially conservative picture of the near future. Concurrent with the near-term revenue projections, City budget staff, using the same data and historical data noted above, keep a running five-year forward projection that we use in conjunction with our near-term estimates to help guide the agency's medium and long-term planning for expenditures. Major Revenues of Funds Operating Budget. The City's Operating Budget, which is comprised of the City General Fund, Fire District Operational Funds, and City Library Fund, is primarily supported by seven key revenue sources. These key revenue sources include: sales tax, vehicle license fees (VLF and Property Tax in Lieu of VLF), franchise fees, property tax, development fees, business licenses, and transient occupancy tax. Sales Tax. California sales tax is imposed on the total retail price of any tangible personal property (excluding a variety of state mandated exemptions), while use tax is imposed on the purchaser for eligible transactions when sales tax has not been collected. The sales and use tax rate in San Bernardino County is currently 8.00%, of which Rancho Cucamonga receives 1% from the California State Board of Equalization (SBOE) for transactions occurring within the City. The City also receives its share of the Proposition 172 half -cent public safety sales tax from the County of San Bernardino in addition to the amount distributed directly by the State. The City works closely with its sales tax consultant, HdL Companies, in projecting sales tax revenue. Based on HDL's analysis of the trend in year-to-date tax receipts, macroeconomic conditions (done in collaboration with its partner Beacon Economics) and an examination of local business data, the consultant anticipates the City will receive sales tax revenue of $28.9 million for FY 2016/17, a $76,400 or 0.3% decrease over the FY 2015/16 budget. The growth from the prior year appears flat due to non-recurring adjustments by the State Board of Equalization which offset the growth anticipated for FY 2016/17. The City should return to moderate growth in FY 2017/18. Vehicle license fees (VLF and Property Tax in lieu of VLF). The majority of this revenue source is Property Tax in lieu of VLF and is a result of the VLF for property tax swap of 2004 which was part of the state -local budget agreement. Growth in this revenue source is based on the increase in the City's assessed valuation of the properties within the City. This was a change from the growth factor used for VLF which was the change in the City's population. The City works closely Fi�ral Vonr 9016/17 Ado ntod Rudgi-t pnm- Rrz CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Revenue and Resource Estimates with its property tax consultant, HdL Coren & Cone, to project the growth in the City's assessed valuation. 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 $17,294,860 which is a $746,370 or 4.5% increase from the FY 2015/16 budget. Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable providers within the City as "rent" for the use of the streets and rights of way within our municipality. Revenues are projected based on estimated population increases (based on the State Department of Finance's population estimates adjusted for the impact of the projected date of build -out in the City), anticipated rate changes, and known changes in activities communicated by the respective service providers. Franchise fees are projected to increase $306,860 or 4.7% from FY 2015/16. Property tax. Property tax is an ad valorem (value -based) tax imposed on real property such as land, buildings, and tangible personal property. Property tax revenue is collected by the County of San Bernardino and allocated according to State law among cities, counties, school districts, and special districts. Rancho Cucamonga property owners pay a basic tax equal to 1% of the assessed value on real property. The City's share of this property tax dollar is approximately 5.11 cents (shared between the City General Fund and City Library Fund) and the Fire District's share of this property tax dollar is approximately 12.48 cents, for a total of 17.59 cents for the City's operating budget. The City works with its property tax consultant in projecting property tax revenue, an estimate made with four factors in mind: property turnover rate, pricing and appeals exposure, new construction activity, and Proposition 13's annual inflation adjustment. After considering these factors, the City's consultant has projected that Rancho Cucamonga's property tax revenue will increase 4.01%. Property tax revenues for the City General Fund (including post -RDA property tax revenue) have increased overall by $550,800 or 8.1% from FY 2015/16, with property transfer taxes projected to increase $135,830 or 17.4%. The Library's property tax has increased $214,190 or 5.5% from FY 2015/16 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 $1,076,120 or 4.8% from FY 2015/16, Fiscal Year 2016/17 Adopted Budget Paye 86 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Revenue and Resource Estimates partially due to the County's annual inflation adjustment combined with new secured properties being added to the tax roll and positive home buying activity. Additionally, a larger percentage of the post -RDA property tax revenues are being allocated to the Fire General Fund resulting in a corresponding decrease in these revenues being allocated to the District's Capital Reserve Fund. Property tax revenue for the Fire District's two Community Facilities Districts (CFDs) decreased $9,910, or .1% from FY 2015/16 due to parcel adjustments with no increase in CPI required. The District continues to be committed to maintaining 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 and Safety, Engineering, or Planning Fees are adjusted accordingly. Based on input received from the Community Development departments, development fees are projected to increase $96,870 (excluding special services fees), or 2.7%, from FY 2015/16. 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 $343,060 or 15.0% from FY 2015/16. Transient Occupancy Tax (TOT). TOT is a 10% tax applied to the cost of hotel or other lodging stays of less than 30 days. Factors influencing TOT revenues include business and leisure travel and room rate increases. Additionally, the City anticipates the opening of two new hotels during FY 2016/17 that will contribute to increased revenues for part of the year. 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) is projected to increase $756,760 or 28.6% from FY 2015/16. The revenues discussed above total $105,947,060 and represent 91.6% of the City's Operating Budget and 56.9% 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 $14,155,210, or 7.6%, 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. Fiscal Year 2016/17 Adopted Budget Page 87 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Revenue and Resource Estimates Additional property tax revenues are reflected in the Fire Protection Capital Fund in the amount of $6,158,350, or 3.3%, 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 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 $2,141,230, as well as for the City's Municipal Utility, in the amount of $11,626,320, which provides electrical service to a portion of the City. Together, these revenues represent 7.4% 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 $16,986,710, or 9.1%, of the City's overall budget. Other sources of revenue include interest earnings, reimbursements from other funds, and transfers in. Fiscal Year 2016/17 Adopted Budget Page 88 THIS PAGE INTENTIONALLY LEFT BLANK VPar 2016/ i-7 A.lntntorll B-1-1get Page. SQ o- i City of Rancho Cucamonga, California Revenue Summary by Category Operating Budget* Fiscal Year 2016/17 Adopted Budget Intergovernmental Other Charges for ^ , 2.89'. Use of Money & P 0.78% Fines & Forfeitures 0.72% Licenses & Permit: 3.60% Taxes: Property Tax** $ 60,447,130 Sales Tax 28,854,580 Franchise Fees 6,851,210 Transient Occupancy Tax 3,406,110 Admissions Tax 3,580 Subtotal -Taxes 99,562,610 Licenses & Permits 4,161,040 Fines & Forfeitures 836,040 Use of Money & Property 902,880 Charges for Services 3,338,440 Intergovernmental 177,150 Other 4,099,580 Transfer In 2,548,200 Total Operating Budget $ 115,625,940 *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 $17,223,880 for the City General Fund (Fund 001). Fiscal Year 2016/17 Adopted Budget Page go City of Rancho Cucamonga Revenue Summary by Category Operating Budget Fiscal Year 2016/17 Adopted Budget 281 - FIRE FUND TAXES LICENSES & PERMITS FINES & FORFEITURES USE OF MONEY & PROPERTY CHARGES FOR SERVICES OTHER TOTAL 281 - FIRE FUND 282 - COMMUNITY FACILITIES DIST 85-1 TAXES USE OF MONEY & PROPERTY CHARGES FOR SERVICES OTHER TOTAL 282 - COMMUNITY FACILITIES DIST 85-1 283 - COMMUNITY FACILITIES DIST 88-1 TAXES USE OF MONEY & PROPERTY CHARGES FOR SERVICES OTHER TRANSFER IN TOTAL 283 - COMMUNITY FACILITIES DIST 88-1 290 - LIBRARY FUND TAXES FINES & FORFEITURES USE OF MONEY & PROPERTY CHARGES FOR SERVICES INTERGOVERNMENTAL OTHER TOTAL 290 - LIBRARY FUND TOTAL OPERATING BUDGET $ 20,900,765 2014/15 Actual 2015/16 Adopted Budget 2016/17 Adopted Budget 001- GENERAL FUND 20,461 19,880 TAXES $ 60,564,723 $ 62,209,270 $ 64,595,300 LICENSES & PERMITS 3,883,532 3,778,950 4,141,160 FINES & FORFEITURES 929,099 659,040 614,340 USE OF MONEY & PROPERTY 430,834 413,240 385,500 CHARGES FOR SERVICES 2,918,813 3,110,250 3,182,660 INTERGOVERNMENTAL 162,626 155,610 152,150 OTHER 2,707,298 2,584,320 2,785,340 TRANSFER IN 1,349,440 1,294,800 1,594,400 TOTAL 001- GENERAL FUND $ 72,946,365 $ 74,205,480 $ 77,450,850 281 - FIRE FUND TAXES LICENSES & PERMITS FINES & FORFEITURES USE OF MONEY & PROPERTY CHARGES FOR SERVICES OTHER TOTAL 281 - FIRE FUND 282 - COMMUNITY FACILITIES DIST 85-1 TAXES USE OF MONEY & PROPERTY CHARGES FOR SERVICES OTHER TOTAL 282 - COMMUNITY FACILITIES DIST 85-1 283 - COMMUNITY FACILITIES DIST 88-1 TAXES USE OF MONEY & PROPERTY CHARGES FOR SERVICES OTHER TRANSFER IN TOTAL 283 - COMMUNITY FACILITIES DIST 88-1 290 - LIBRARY FUND TAXES FINES & FORFEITURES USE OF MONEY & PROPERTY CHARGES FOR SERVICES INTERGOVERNMENTAL OTHER TOTAL 290 - LIBRARY FUND TOTAL OPERATING BUDGET $ 20,900,765 $ 22,605,760 $ 23,681,880 20,461 19,880 19,880 38,985 43,200 41,700 409,516 337,250 366,410 23,564 13,820 12,820 990,806 1,195,230 1,123,820 $ 22,384,097 $ 24,215,140 $ 25,246,510 $ 6,139,421 $ 6,001,060 $ 5,955,300 41,529 27,050 34,710 0 3,600 1,800 95,984 0 0 $ 6,276,934 $ 6,031,710 $ 5,991,810 $ 1,212,963 $ 1,198,880 $ 1,234,730 944 0 0 0 1,120 560 53,862 0 0 620,736 1,009,850 953,800 $ 1,888,505 $ 2,209,850 $ 2,189,090 $ 3,739,720 $ 3,881,210 $ 4,095,400 179,674 180,000 180,000 136,531 153,750 116,260 169,290 117,800 140,600 8,170 20,000 25,000 155,000 140,420 190,420 It 4 'SRR 'JR5 Tz 4 4Q,; 1 Ro P 4.747_6RO $ 107,884,286 $ 111,155,360 $ 115,625,940 Fiscal Year 2o16/17 Adopted Budget Page 91 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 001 - GENERAL FUND TAXES 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4105 Property Taxes -Supplemental 4106 Property Taxes -Unitary 4107 Property Transfer Tax 4111 Property Tax In -Lieu of VLF 4113 Property Tax- Post RDA Res Blc 4120 Sales and Use Tax 4121 Prop 172 -Half Cent Sales Tax 4122 Sales Tax In -Lieu (Triple Flp) 4125 Transient Occupancy Tax 4126 Admissions Tax 4130 Franchise Fee -Gas & Electric 4131 Franchise Fee-Resid. Refuse 4132 Franchise Fee -Comm. Refuse 4133 Franchise Fee -Cable TOTAL TAXES LICENSES & PERMITS 4201 Business Licenses 4206 Grading Permit 4207 Building Permits 4208 Bldg Pmt -Strong Motion Fees 4209 Mobile Home Permit 4210 Bldg Permits-SB1473(90% to CA) 4215 Animal Licenses 4216 Parking Permits 4220 Other Licenses & Permits 4231 Business Licenses-P/Y 4232 Business Licenses -Penalties TOTAL LICENSES & PERMITS FINES & FORFEITURES 4301 Vehicle Code Fines 4302 Parking Citations 4306 Vehicle Release Fees 4307 Citation Proof of Corr Fees 4308 General Ordinance Fines 4309 False Alarm Fees 4310 Loud Party Ordinance Fines 4313 Other Fines & Forfeitures TOTAL FINES & FORFEITURES USE OF MONEY & PROPERTY 4401 Interest Earnings 2015/16 2014/15 Adopted Actual Budget 3,605,828 161,264 87,897 217,828 226,115 1,335,264 767,150 15,846,849 1,698,052 20,602,401 501,849 6,185,792 2,729,270 27,642 2,793,650 1,008,389 1,288,770 1 axn Tia 3,826,060 170,740 104,930 229,030 150,190 620,270 780,920 16,474,380 1,687,170 21,322,550 500,920 7,107,510 2,649,350 40,900 2,833,880 1,001,000 1,238,000 1 471 d7n 2016/17 Adopted Budget 4,010,590 168,180 94,070 334,210 188,140 653,220 916,750 17,223,880 1,890,780 28,305,450 549,130 0 3,406,110 3,580 2,927,710 1,031,210 1,389,760 1 Sm Stn $ 60,564,724 $ 62,209,270 $ 64,595,300 $ 2,302,862 $ 2,205,820 $ 2,523,370 496 0 0 1,163,836 1,166,810 1,200,000 488 0 0 2,846 2,460 2,970 714 880 780 301,242 305,000 310,000 180 500 150 11,956 19,750 650 10,235 13,500 10,920 88,676 64,230 92,320 $ 3,883,531 $ 3,778,950 $ 4,141,160 $ 139,063 $ 84,510 $ 80,080 238,328 235,850 253,420 170,800 179,340 144,160 1,275 1,140 1,440 50,879 44,306 35,790 44,275 38,720 38,020 0 100 100 284,479 75,080 61,330 $ 929,099 $ 659,040 $ 614,340 $ 382,083 $ 338,980 $ 302,950 Fiscal Year 2016/17 Adopted Budget Page 92 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain 2,171 0 0 4419 Other Rental/Lease Income 23,859 24,190 32,480 4440 Sale of Fixed Assets 22,721 50,070 50,070 TOTAL USE OF MONEY & PROPERTY $ 430,834 $ 413,240 $ 385,500 CHARGES FOR SERVICES 4501 Plan Check Fees $ 961,898 $ 976,320 $ 980,000 4502 Building Plan Check (232) 0 0 4508 Planning Fees 712,949 700,000 700,000 4509 Planning- Special Services Fee 100,419 440,000 440,000 4510 Engineering Fees 863,423 700,000 760,000 4511 Engineering - Special Services 0 50,000 50,000 4560 Fingerprint Fees 38,182 42,470 29,630 4563 Candidates Filing Fees 13,590 0 13,590 4564 Returned Item Charge 340 510 460 4570 Sale of Printed Materials 15,844 14,950 14,980 4571 Sale of Taxable Items 358 0 0 4630 Animal Adoption Fees 147,971 125,000 130,000 4631 Animal Spay/Neuter Fees 6,931 7,000 9,000 4632 Animal Apprehension Fees 208 0 0 4633 Animal Boarding Fees 8,919 9,000 10,000 4634 Animal Impound Fees 17,789 18,000 20,000 4636 Owner Surrender Fees 13,583 13,000 14,000 4637 Animal Pick -Up Fee 6,530 5,000 0 4638 Microchipping Fee 5,030 4,500 4,500 4640 Vaccination Services 5,081 4,500 6,500 TOTAL CHARGES FOR SERVICES $ 2,918,813 $ 3,110,250 $ 3,182,660 INTERGOVERNMENTAL 4701 Motor Vehicle In -Lieu Fees $ 73,316 $ 74,110 $ 70,980 4710 Homeowners Property Tax Relief 77,835 81,500 81,170 4740 Grant Income 11,475 0 0 TOTAL INTERGOVERNMENTAL $ 162,626 $ 155,610 $ 152,150 OTHER 4901 Other Revenue $ 781,925 $ 656,610 $ 667,660 4905 Contributions/Fundraising 35,658 70,000 82,660 4911 Reimbursement from Other Funds 117,819 754,450 869,210 4913 State Mandate Reimbursement 836,915 0 0 4914 Non -Abated Reimbursements 54,695 54,500 95,410 4915 Bad Debt Recovery 0 12,860 6,430 4917 RDASA Admin Allowance 880,286 835,900 863,970 4918 Housing SA Admin Allowance 0 200,000 200,000 TOTAL OTHER $ 2,707,298 $ 2,584,320 $ 2,785,340 TRANSFER IN 8006 Transfer In -Fund 006 $ 50,000 $ 39,450 $ 37,140 8017 Transfer In -Law Enforcment Rsv 114,080 0 0 8188 Transfer In -Fund 188 0 0 350,170 Fiscal Year 2016/17 Adopted Budget Page Ai City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 8705 Transfer In -Municipal Utility TOTAL TRANSFER IN TOTAL 001 - GENERAL FUND 281 - FIRE FUND TAXES 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4105 Property Taxes -Supplemental 4106 Property Taxes -Unitary 4110 Homeowners Exemption 4112 Property Tax- Post RDA TOTAL TAXES LICENSES & PERMITS 4211 Fire Permits TOTAL LICENSES & PERMITS FINES & FORFEITURES 4309 False Alarm Fees 4313 Other Fines & Forfeitures 4316 Weed Abatement TOTAL FINES & FORFEITURES USE OF MONEY & PROPERTY 4401 Interest Earnings 4402 Unrealized Gain 4419 Other Rental/Lease Income 4440 Sale of Fixed Assets TOTAL USE OF MONEY & PROPERTY CHARGES FOR SERVICES 4501 Plan Check Fees 4546 FSD Fees 4548 D.U.I. Recovery 4549 Hazmat Recovery 4551 Fire Setters Recovery 4553 Fire Maintenance Fees TOTAL CHARGES FOR SERVICES OTHER 4901 Other Revenue 4913 State Mandate Reimbursement 4914 Non -Abated Reimbursements 4916 Reimbursement from OPEB Trust 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 1,185,360 1,255,350 1,207,090 $ 1,349,440 $ 1,294,800 $ 1,594,400 $ 13,959,490 $ 14,729,800 $ 15,198,750 613,505 649,140 667,970 344,842 389,020 375,460 142,787 149,070 155,020 276,781 209,400 301,350 416,717 410,940 447,820 170,665 170,660 170,660 4,975,979 5,897,730 6,364,850 $ 20,900,766 $ 22,605,760 $ 23,681,880 $ 20,461 $ 19,880 $ 19,880 $ 20,461 $ 19,880 $ 19,880 $ 0 $ 3,000 $ 1,500 2,000 3,200 3,200 36,985 37,000 37,000 $ 38,985 $ 43,200 $ 41,700 $ 280,449 $ 248,330 $ 274,870 50,080 0 0 77,530 88,920 91,540 1,457 0 0 $ 409,516 $ 337,250 $ 366,410 $ 5,060 $ 10,000 $ 7,500 0 140 140 0 280 280 14,256 900 900 0 500 0 4,248 2,000 4,000 $ 23,564 $ 13,820 $ 12,820 $ 12,293 $ 11,400 $ 12,700 56,387 17,580 19,000 313,467 390,690 441,800 608,659 775,560 650,320 Fiscal Year 2o16/17 Adopted Budget Page 94 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget TOTAL OTHER $ 990,806 $ 1,195,230 $ 1,123,820 TOTAL 281 - FIRE FUND $ 22,384,098 $ 24,215,140 $ 25,246,510 282 - COMMUNITY FACILITIES DIST 85-1 TAXES 4101 Property Taxes-CY Secured $ 6,096,529 $ 5,906,400 $ 5,908,080 4103 Property Taxes-PY Sec & Unsec 28,490 76,750 36,220 4104 Property Taxes-Penalties/Int. 14,402 17,910 11,000 TOTAL TAXES $ 6,139,421 $ 6,001,060 $ 5,955,300 USE OF MONEY & PROPERTY 4401 Interest Earnings $ 33,715 $ 27,050 $ 34,710 4402 Unrealized Gain 7,814 0 0 TOTAL USE OF MONEY & PROPERTY $ 41,529 $ 27,050 $ 34,710 CHARGES FOR SERVICES 4552 CFD Annexation Fees $ 0 $ 3,600 $ 1,800 TOTAL CHARGES FOR SERVICES $ 0 $ 3,600 $ 1,800 OTHER 4914 Non -Abated Reimbursements $ 95,984 $ 0 $ 0 TOTAL OTHER $ 95,984 $ 0 $ 0 TOTAL 282 - COMMUNITY FACILITIES DIST 85-1 $ 6,276,934 $ 6,031,710 $ 5,991,810 283 - COMMUNITY FACILITIES DIST 88-1 TAXES 4101 Property Taxes-CY Secured $ 1,203,158 $ 1,184,330 $ 1,208,320 4103 Property Taxes-PY Sec & Unsec 7,910 13,330 18,860 4104 Property Taxes-Penalties/Int. 1,895 1,220 7,550 TOTAL TAXES $ 1,212,963 $ 1,198,880 $ 1,234,730 USE OF MONEY & PROPERTY 4401 Interest Earnings $ 269 $ 0 $ 0 4402 Unrealized Gain 675 0 0 TOTAL USE OF MONEY & PROPERTY $ 944 $ 0 $ 0 CHARGES FOR SERVICES 4552 CFD Annexation Fees $ 0 $ 1,120 $ 560 TOTAL CHARGES FOR SERVICES $ 0 $ 1,120 $ 560 OTHER 4914 Non -Abated Reimbursements $ 53,862 $ 0 $ 0 TOTAL OTHER $ 53,862 $ 0 $ 0 TRANSFER IN 8281 Transfer In -Fire Fund $ 620,736 $ 1,009,850 $ 953,800 Page 9 Fiscal Year 20i6/17 Adopted Budget City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget TOTAL TRANSFER IN TOTAL 283 - COMMUNITY FACILITIES DIST 88-1 290 - LIBRARY FUND TAXES 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured 4103 Property Taxes-PY Sec & Unsec 4105 Property Taxes -Supplemental 4106 Property Taxes -Unitary 4113 Property Tax- Post RDA Res Blc TOTAL TAXES FINES & FORFEITURES 4312 Library Fines and Fees TOTAL FINES & FORFEITURES USE OF MONEY & PROPERTY 4401 Interest Earnings 4402 Unrealized Gain 4410 Media Rentals TOTAL USE OF MONEY & PROPERTY CHARGES FOR SERVICES 4515 Information Service Fees 4565 Passport Processing Fees 4567 Passport Photo Fees 4570 Sale of Printed Materials TOTAL CHARGES FOR SERVICES INTERGOVERNMENTAL 4740 Grant Income TOTAL INTERGOVERNMENTAL OTHER 4901 Other Revenue 4907 Private Contributions Library 4909 RC Library Foundation Support TOTAL OTHER TOTAL 290 - LIBRARY FUND TOTAL OPERATING BUDGET $ 620,736 $ 1,009,850 $ 953,800 $ 3,339,730 $ 3,490,120 $ 3,689,840 88,525 89,930 89,120 47,000 55,270 49,850 124,125 79,110 99,700 0 26,440 26,550 140,340 140,340 140,340 $ 3,739,720 $ 3,881,210 $ 4,095,400 $ 179,674 $ 180,000 $ 180,000 $ 179,674 $ 180,000 $ 180,000 $ 57,448 $ 63,750 $ 36,260 323 0 0 78,760 90,000 80,000 $ 136,531 $ 153,750 $ 116,260 $ 957 $ 800 $ 600 117,561 75,000 95,000 27,288 18,000 21,000 23,485 24,000 24,000 $ 169,291 $ 117,800 $ 140,600 $ 8,170 $ $ 0 $ 420 $ 420 155,000 130,000 130,000 a tvi,aa4,�aa a iii,i��,�vv n IIJ,v/-J,7-+v Fiscal Year 2016 /17 Adorted Budget Page A6 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 97 Intergoverni 9.18°/ Charges for Services 10.33% Use of Mone Property 2.79% Fines & Forfe 0.71% City of Rancho Cucamonga, California Revenue Summary by Category All Funds Fiscal Year 2016/17 Adopted Budget Development Fees Other _-. 3 9Fi Licenses & Permits 2.37% Taxes $ 121,176,660 ' Licenses & Permits 4,420,100 Fines & Forfeitures 1,316,710 Use of Money & Property 5,193,850 Charges for Services 19,224,340 Intergovernmental 17,091,140 Development Fees 3,957,000 Other 6,071,210 Transfer In 7,690,220 Total All Funds Budget $ 186,141,230 Fiscal Year 201A/i7 Adnnted Budget Page 98 City of Rancho Cucamonga Revenue Summary by Category All Funds Fiscal Year 2016/17 Adopted Budget R.C. FIRE PROTECTION DISTRICT TAXES 2014/15 Actual 2015/16 Adopted Budget 2016/17 Adopted Budget CITY OF RANCHO CUCAMONGA 20,461 19,880 19,880 TAXES $ 79,238,208 $ 81,518,670 $ 84,146,400 LICENSES & PERMITS 4,205,099 4,038,510 4,400,220 FINES & FORFEITURES 1,581,921 1,309,910 1,275,010 USE OF MONEY & PROPERTY 4,635,741 4,261,380 4,481,230 CHARGES FOR SERVICES 18,158,042 19,470,510 19,208,160 INTERGOVERNMENTAL 16,171,950 21,649,730 17,091,140 DEVELOPMENT FEES 12,361,660 5,077,920 3,957,000 OTHER 16,774,191 4,959,080 4,947,390 TRANSFER IN 12,065,564 9,527,830 6,736,420 TOTAL CITY OF RANCHO CUCAMONGA $ 165,192,376 $ 151,813,540 $ 146,242,970 R.C. FIRE PROTECTION DISTRICT TAXES $ 35,551,661 $ 35,532,510 $ 37,030,260 LICENSES & PERMITS 20,461 19,880 19,880 FINES & FORFEITURES 38,985 43,200 41,700 USE OF MONEY & PROPERTY 1,007,165 845,650 712,620 CHARGES FOR SERVICES 26,198 23,540 16,180 OTHER 1,151,705 1,195,230 1,123,820 TRANSFER IN 620,736 1,009,850 953,800 TOTAL R.C. FIRE PROTECTION DISTRICT $ 38,416,911 $ 38,669,860 $ 39,898,260 TOTAL ALL FUNDS BUDGET $ 203,609,287 $ 190,483,400 $ 186,141,230 Fiscal Vaar 9mFi/i-7 ArinntPrl Rrnrl¢Pt Paae 9A City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget CITY OF RANCHO CUCAMONGA 001 - GENERAL FUND 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4105 Property Taxes -Supplemental 4106 Property Taxes -Unitary 4107 Property Transfer Tax 4111 Property Tax In -Lieu of VLF 4113 Property Tax- Post RDA Res Blc 4120 Sales and Use Tax 4121 Prop 172 -Half Cent Sales Tax 4122 Sales Tax In -Lieu (Triple Flp) 4125 Transient Occupancy Tax 4126 Admissions Tax 4130 Franchise Fee -Gas & Electric 4131 Franchise Fee-Resid. Refuse 4132 Franchise Fee -Comm. Refuse 4133 Franchise Fee -Cable 4201 Business Licenses 4206 Grading Permit 4207 Building Permits 4208 Bldg Pmt -Strong Motion Fees 4209 Mobile Home Permit 4210 Bldg Permits -SB 1473(90% to CA) 4215 Animal Licenses 4216 Parking Permits 4220 Other Licenses & Permits 4231 Business Licenses-P/Y 4232 Business Licenses -Penalties 4301 Vehicle Code Fines 4302 Parking Citations 4306 Vehicle Release Fees 4307 Citation Proof of Corr Fees 4308 General Ordinance Fines 4309 False Alarm Fees 4310 Loud Party Ordinance Fines 4313 Other Fines & Forfeitures 4401 Interest Earnings 4402 Unrealized Gain 4419 Other Rental/Lease Income 4440 Sale of Fixed Assets 4501 Plan Check Fees 4502 Building Plan Check 4508 Planning Fees 4509 Planning- Special Services Fee 4510 Engineering Fees 4511 Engineering - Special Services 2015/16 2014/15 Adopted Actual Budget 3,605,828 161,264 87,897 217,828 226,115 1,335,264 767,150 15,846,849 1,698,052 20,602,401 501,849 6,185,792 2,729,270 27,642 2,793,650 1,008,389 1,288,770 1,480,714 2,302,862 496 1,163,836 488 2,846 714 301,242 180 11,956 10,235 88,676 139,063 238,328 170,800 1,275 50,879 44,275 0 284,479 382,083 2,171 23,859 22,721 961,898 (232) 712,949 100,419 863,423 0 3,826,060 170,740 104,930 229,030 150,190 620,270 780,920 16,474,380 1,687,170 21,322,550 500,920 7,107,510 2,649,350 40,900 2,833,880 1,001,000 1,238,000 1,471,470 2,205,820 0 1,166,810 0 2,460 880 305,000 500 19,750 13,500 64,230 84,510 235,850 179,340 1,140 44,300 38,720 100 75,080 338,980 0 24,190 50,070 976,320 0 700,000 440,000 700,000 50,000 2016/17 Adopted Budget 4,010,590 168,180 94,070 334,210 188,140 653,220 916,750 17,223,880 1,890,780 28,305,450 549,130 0 3,406,110 3,580 2,927,710 1,031,210 1,389,760 1,502,530 2,523,370 0 1,200,000 0 2,970 780 310,000 150 650 10,920 92,320 80,080 253,420 144,160 1,440 35,790 38,020 100 61,330 302,950 0 32,480 50,070 980,000 0 700,000 440,000 760,000 50,000 Fiscal Year 2016/17 Adopted Budget Page loo City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 4560 Fingerprint Fees 4563 Candidates Filing Fees 4564 Returned Item Charge 4570 Sale of Printed Materials 4571 Sale of Taxable Items 4630 Animal Adoption Fees 4631 Animal Spay/Neuter Fees 4632 Animal Apprehension Fees 4633 Animal Boarding Fees 4634 Animal Impound Fees 4636 Owner Surrender Fees 4637 Animal Pick -Up Fee 4638 Microchipping Fee 4640 Vaccination Services 4701 Motor Vehicle In -Lieu Fees 4710 Homeowners Property Tax Relief 4740 Grant Income 4901 Other Revenue 4905 Contributions/Fundraising 4911 Reimbursement from Other Funds 4913 State Mandate Reimbursement 4914 Non -Abated Reimbursements 4915 Bad Debt Recovery 4917 RDASA Admin Allowance 4918 Housing SA Admin Allowance 8006 Transfer In -Fund 006 8017 Transfer In -Law Enforcment Rsv 8188 Transfer In -Fund 188 8705 Transfer In -Municipal Utility TOTAL 001- GENERAL FUND 003 - REIMB ST/COUNTY PARKING CIT 4303 Parking Cit Surcharge -State 4304 Parking Cit Surchrge-County 4305 Parking Cit Surcharge-Cnty Crt 4402 Unrealized Gain 4901 Other Revenue TOTAL 003 - REIMB ST/COUNTY PARKING CIT 006 - CVWD REIMBURSEMENTS 4402 Unrealized Gain 4745 Other Intergov'tl Reimbursemnt TOTAL 006 - CVWD REIMBURSEMENTS 007 - CAL TRANS REIMBURSEMENTS 8001 Transfer In -General Fund TOTAL 007 - CAL TRANS REIMBURSEMENTS 008 - CNTY OF S. B. REIMBURSEMENTS 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 38,182 42,470 29,630 13,590 0 13,590 340 510 460 15,844 14,950 14,980 358 0 0 147,971 125,000 130,000 6,931 7,000 9,000 208 0 0 8,919 9,000 10,000 17,789 18,000 20,000 13,583 13,000 14,000 6,530 5,000 0 5,030 4,500 4,500 5,081 4,500 6,500 73,316 74,110 70,980 77,835 81,500 81,170 11,475 0 0 781,925 656,610 667,660 35,658 70,000 82,660 117,819 754,450 869,210 836,915 0 0 54,695 54,500 95,410 0 12,860 6,430 880,286 835,900 863,970 0 200,000 200,000 50,000 39,450 37,140 114,080 0 0 0 0 350,170 1 1 oc '1Lh 1 )CC 2cn 1 7n17 non a iz,y4o,�o� a /'+,/-w,'rov a i,-rw,ow $ 7,916 $ 14,080 $ 8,840 5,937 0 6,190 23,748 24,140 26,520 1 0 0 33,896 33,920 46,840 $ 71,498 $ 72,140 $ 88,390 $ 28 $ 0 $ 0 175,230 309,600 300,000 $ 175,258 $ 309,600 $ 300,000 $ 25,899 $ 0 $ 0 0. 11; RQQ It n .01 n Fiscal Year 2o16/17 Adopted Budget Page 1oi City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4745 Other Intergov'tl Reimbursemnt 52,176 86,680 93,300 4914 Non -Abated Reimbursements 0 2,610 2,750 8001 Transfer In -General Fund 4,800 8,840 0 TOTAL 008 - CNTY OF S. B. REIMBURSEMENTS $ 56,976 $ 98,130 $ 96,050 016 - COMM DEV TECHNICAL SRVCS FUND 4401 Interest Earnings $ 20,531 $ 22,980 $ 25,320 4402 Unrealized Gain 144 0 0 4518 General Plan Update Fee 30,022 30,270 30,790 TOTAL 016 - COMM DEV TECHNICAL SRVCS FUND $ 50,697 $ 53,250 $ 56,110 017 - LAW ENFORCEMENT RESERVE 4401 Interest Earnings $ 91,485 $ 97,340 $ 98,150 4402 Unrealized Gain 602 0 0 TOTAL 017 - LAW ENFORCEMENT RESERVE $ 92,087 $ 97,340 $ 98,150 018 - TRAFFIC SAFETY 4301 Vehicle Code Fines $ 435,547 $ 432,650 $ 439,120 4401 Interest Earnings 622 740 0 4402 Unrealized Gain 2 0 0 TOTAL 018 - TRAFFIC SAFETY $ 436,171 $ 433,390 $ 439,120 019 - INFO TECHNOLOGY -DEVELOPMENT 4401 Interest Earnings $ 5,368 $ 6,090 $ 6,490 4402 Unrealized Gain 35 0 0 4519 Information Technology Revenue 154,033 155,330 158,000 TOTAL 019 - INFO TECHNOLOGY -DEVELOPMENT $ 159,436 $ 161,420 $ 164,490 020 - CITY TECHNOLOGY FEE FUND 4401 Interest Earnings $ 923 $ 970 $ 1,300 4402 Unrealized Gain 5 0 0 4517 Technology Fee -Permit 158,348 160,460 179,000 TOTAL 020 - CITY TECHNOLOGY FEE FUND $ 159,276 $ 161,430 $ 180,300 022 - MOBILE HOME PARK PROGRAM 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 1,022 990 1,210 4402 Unrealized Gain 8 0 0 4901 Other Revenue 1,120 1,120 1,120 TOTAL 022 - MOBILE HOME PARK PROGRAM $ 20,216 $ 20,170 $ 20,390 023 - SB1186 CERT ACCESS SPEC PROG 4401 Interest Earnings $ 125 $ 150 $ 240 4402 Unrealized Gain 1 0 0 4650 SB1186 Cert Access Spec Prog 7,011 6,570 7,620 TOTAL 023 - SB1186 CERT ACCESS SPEC PROG $ 7,137 $ 6,720 $ 7,860 025 - CAPITAL RESERVE V,c,ol VPUv onir,/i-7 ArinntPrl RnrlQat Paae 102 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4401 Interest Earnings $ 596,317 $ 613,930 $ 722,390 4402 Unrealized Gain (6,024) 0 0 4901 Other Revenue 211,189 0 0 4911 Reimbursement from Other Funds 250,000 200,000 182,500 4935 Contributed Capital 4,905,912 0 0 8001 Transfer In -General Fund 607,480 700,000 1,000,000 TOTAL 025 - CAPITAL RESERVE $ 6,564,874 $ 1,513,930 $ 1,904,890 073 - BENEFITS CONTINGENCY 4401 Interest Earnings $ 46,873 $ 55,440 $ 49,100 4402 Unrealized Gain 334 0 0 TOTAL 073 - BENEFITS CONTINGENCY $ 47,207 $ 55,440 $ 49,100 100 - ASSESSMENT DISTRICTS ADMIN 4401 Interest Earnings $ 7,205 $ 7,740 $ 6,490 4402 Unrealized Gain 50 0 0 4901 Other Revenue 998,760 1,049,170 991,260 TOTAL 100 - ASSESSMENT DISTRICTS ADMIN $ 1,006,015 $ 1,056,910 $ 997,750 101 - AD 93-1 MASI COMMERCE CENTER 4401 Interest Earnings $ 98 $ 120 $ 130 4402 Unrealized Gain 1 0 0 TOTAL 101- AD 93-1 MASI COMMERCE CENTER $ 99 $ 120 $ 130 105 - AB2766 AIR QUALITY IMPROVEMENT 4401 Interest Earnings $ 4,160 $ 4,920 $ 7,510 4402 Unrealized Gain 34 0 0 4740 Grant Income 296,993 212,200 212,200 8001 Transfer In -General Fund 19,464 0 0 TOTAL 105 - AB2766 AIR QUALITY IMPROVEMENT $ 320,651 $ 217,120 $ 219,710 110 - BEAUTIFICATION 4401 Interest Earnings $ 15,358 $ 12,070 $ 14,970 4402 Unrealized Gain 122 0 0 4801 Beautification Fees 323,152 0 0 TOTAL 110 - BEAUTIFICATION $ 338,632 $ 12,070 $ 14,970 111 - PARK LAND ACQUISITION 4401 Interest Earnings $ 0 $ 0 $ 1,440 4801 Beautification Fees 3,221 0 0 4818 Park Land Acq Impact Fee 0 300,000 130,000 TOTAL 111- PARK LAND ACQUISITION $ 3,221 $ 300,000 $ 131,440 112 - DRAINAGE FAC/GENERAL 4401 Interest Earnings $ 23,001 $ 27,200 $ 20,940 4402 Unrealized Gain 152 0 0 4806 Storm Drain Fees 723,724 450,000 400,000 TOTAL 112 - DRAINAGE FAC/GENERAL $ 746,877 $ 477,200 $ 420,940 Page 103 Fiscal Year 2016/17 Adopted Budizet City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 113 - COMMUNITY/REC CENTER DEVELPMNT 4401 Interest Earnings $ 0 $ 0 $ 510 4822 Community/Rec Ctr Impact Fee 0 100,000 50,000 TOTAL 113 - COMMUNITY/REC CENTER DEVELPMNT $ 0 $ 100,000 $ 50,510 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 4401 Interest Earnings $ 8,785 $ 9,850 $ 7,180 4402 Unrealized Gain 65 0 0 4807 Secondary Regional Fee 269,417 50,000 75,000 TOTAL 114 - DRAINAGE-ETIWANDA/SAN SEVAINE $ 278,267 $ 59,850 $ 82,180 115 - HENDERSON/WARDMAN DRAINAGE 4402 Unrealized Gain $ 72 $ 0 $ 0 4807 Secondary Regional Fee 62,464 0 0 TOTAL 115 - HENDERSON/WARDMAN DRAINAGE $ 62,536 $ 0 $ 0 116 - ETIWANDA DRAINAGE 4401 Interest Earnings $ 21,331 $ 23,690 $ 24,220 4402 Unrealized Gain 152 0 0 4807 Secondary Regional Fee 208,288 50,000 75,000 TOTAL 116 - ETIWANDA DRAINAGE $ 229,771 $ 73,690 $ 99,220 118 - UPPER ETIWANDA DRAINAGE 4401 Interest Earnings $ 5,820 $ 6,550 $ 6,600 4402 Unrealized Gain 41 0 0 4807 Secondary Regional Fee 19,790 0 0 TOTAL 118 - UPPER ETIWANDA DRAINAGE $ 25,651 $ 6,550 $ 6,600 119 - PARK IMPROVEMENT 4401 Interest Earnings $ 0 $ 0 $ 730 4819 Park Improvement Impact Fee 0 150,000 70,000 TOTAL 119 - PARK IMPROVEMENT $ 0 $ 150,000 $ 70,730 120 - PARK DEVELOPMENT 4401 Interest Earnings $ 141,349 $ 141,860 $ 149,780 4402 Unrealized Gain 1,043 0 0 4740 Grant Income 17,365 0 0 4800 Park Development Fees 2,438,815 820,000 0 TOTAL 120 - PARK DEVELOPMENT $ 2,598,572 $ 961,860 $ 149,780 122 - SOUTH ETIWANDA DRAINAGE 4401 Interest Earnings $ 5,067 $ 4,840 $ 7,610 4402 Unrealized Gain 46 0 0 4807 Secondary Regional Fee 321,585 0 0 TOTAL 122 - SOUTH ETIWANDA DRAINAGE $ 326,698 $ 4,840 $ 7,610 123 - LIBRARY IMPACT FEE 4401 Interest Earnings $ 265 $ 350 $ 2,310 4402 Unrealized Gain 8 0 0 Fiscal Year 2oi6/.7 A,?opt-A -R-f-bot Page 1oa City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4814 Library Impact Fee 106,649 50,000 50,000 TOTAL 123 - LIBRARY IMPACT FEE $ 106,922 $ 50,350 $ 52,310 124 - TRANSPORTATION 4401 Interest Earnings $ 254,693 $ 266,740 $ 215,170 4402 Unrealized Gain 1,561 0 0 4740 Grant Income 2,542 0 0 4804 Transportation Fee/Backbone 4,397,807 0 0 4805 Transportation Fee/EV Preemptn 65,676 0 0 4810 Trans Fee/Arrow I-15 Int 1,050,823 0 0 4811 Trans Fee/Base Line 1-15 Int 748,712 0 0 4812 Trans Fee/Haven RxR Grade Sep 124,786 0 0 4820 Regional Transportation Fee 462,981 1,140,000 1,140,000 4821 Local Transportation Fee 758,604 1,860,000 1,860,000 4901 Other Revenue 110,145 0 0 TOTAL 124 - TRANSPORTATION $ 7,978,330 $ 3,266,740 $ 3,215,170 125 - ANIMAL CENTER IMPACT FEE 4401 Interest Earnings $ 53 $ 10 $ 530 4402 Unrealized Gain 2 0 0 4815 Animal Center Impact Fee 22,974 15,000 15,000 TOTAL 125 - ANIMAL CENTER IMPACT FEE $ 23,029 $ 15,010 $ 15,530 126 - LOWER ETIWANDA DRAINAGE 4401 Interest Earnings $ 6,232 $ 6,930 $ 7,020 4402 Unrealized Gain 44 0 0 4807 Secondary Regional Fee 63,754 0 0 TOTAL 126 - LOWER ETIWANDA DRAINAGE $ 70,030 $ 6,930 $ 7,020 127 - POLICE IMPACT FEE 4401 Interest Earnings $ 106 $ 250 $ 1,120 4402 Unrealized Gain 3 0 0 4816 Police Impact Fee 47,769 40,000 40,000 TOTAL 127 - POLICE IMPACT FEE $ 47,878 $ 40,250 $ 41,120 128 - ETIWANDA NO. EQUESTRIAN FACIL. 4401 Interest Earnings $ 6,921 $ 7,740 $ 8,000 4402 Unrealized Gain 49 0 0 4809 In Lieu Fees 6,000 0 0 TOTAL 128 - ETIWANDA NO. EQUESTRIAN FACIL. $ 12,970 $ 7,740 $ 8,000 129 - UNDERGROUND UTILITIES 4401 Interest Earnings $ 126,515 $ 131,410 $ 139,360 4402 Unrealized Gain 856 0 0 4813 Underground Utilities Fee 133,030 50,000 50,000 TOTAL 129 - UNDERGROUND UTILITIES $ 260,401 $ 181,410 $ 189,360 130 - LMD #1 GENERAL CITY 4101 Property Taxes-CY Secured $ 1,187,079 $ 1,218,350 $ 1,223,220 Ficral Vpar 9n16/17 A(1nntPti Budget Page 105 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4419 Other Rental/Lease Income 4554 Park Maintenance Fees 4555 Sports Field User Grp Rentals 4740 Grant Income 4901 Other Revenue 8001 Transfer In -General Fund TOTAL 130 - LMD #1 GENERAL CITY 131 - LMD #2 VICTORIA 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4554 Park Maintenance Fees 4555 Sports Field User Grp Rentals 8001 Transfer In -General Fund TOTAL 131 - LMD #2 VICTORIA 132 - LMD #3A HYSSOP 4101 Property Taxes-CY Secured 4401 Interest Earnings 4402 Unrealized Gain TOTAL 132 - LMD #3A HYSSOP 133 - LMD #313 MEDIANS 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4216 Parking Permits 4401 Interest Earnings 4402 Unrealized Gain 4901 Other Revenue TOTAL 133 - LMD #313 MEDIANS 134 - LMD #411 TERRA VISTA 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4554 Park Maintenance Fees 4555 Sports Field User Grp Rentals 4740 Grant Income 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 11,130 11,900 11,900 3,544 1,190 2,000 4,481 4,500 7,220 49 0 0 25,041 24,910 24,910 4,130 4,450 4,450 1,018 0 1,000 103,803 0 0 1,844 2,000 100 $ 1,342,119 $ 1,267,300 $ 1,396,160 $ 3,159,151 $ 3,173,000 $ 3,268,930 28,497 29,730 29,730 7,588 2,970 5,000 26,216 20,500 27,070 229 0 0 1,973 1,490 2,000 30 0 0 298,930 328,570 276,640 $ 3,522,614 $ 3,556,260 $ 3,609,370 $ 3,724 $ 3,670 $ 3,670 429 440 480 3 0 0 $ 4,156 $ 4,110 $ 4,150 $ 1,004,237 $ 1,024,630 $ 815,170 5,130 9,730 9,730 2,022 970 970 302,550 240,000 240,000 9,144 8,650 15,220 90 0 0 0 340 340 $ 1,323,173 $ 1,284,320 $ 1,081,430 $ 2,614,615 $ 2,788,600 $ 2,856,100 8,657 12,500 12,500 2,168 1,250 1,250 35,633 38,910 38,800 277 0 0 2,707 2,080 2,080 0 0 500 61,029 0 0 Ricr'al Vaar 9MA/17 ArinntPrl RildPpt Pane 106 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget TOTAL 134 - LMD #4R TERRA VISTA $ 2,725,086 $ 2,843,340 $ 2,911,230 135 - LMD #5 ANDOVER 4101 Property Taxes-CY Secured $ 2,493 $ 2,460 $ 2,460 4401 Interest Earnings 704 780 620 4402 Unrealized Gain 5 0 0 TOTAL 135 - LMD #5 ANDOVER $ 3,202 $ 3,240 $ 3,080 136 - LMD #6R CARYN COMMUNITY 4101 Property Taxes-CY Secured $ 462,273 $ 464,730 $ 477,140 4103 Property Taxes-PY Sec & Unsec 2,102 3,500 3,500 4104 Property Taxes-Penalties/Int. 316 350 350 4401 Interest Earnings 2,437 18,810 2,080 4402 Unrealized Gain 19 0 0 8001 Transfer In -General Fund 0 0 31,880 TOTAL 136 - LMD #6R CARYN COMMUNITY $ 467,147 $ 487,390 $ 514,950 137 - LMD #7 NORTH ETIWANDA 4101 Property Taxes-CY Secured $ 860,345 $ 902,420 $ 934,120 4103 Property Taxes-PY Sec & Unsec 6,608 8,610 9,610 4104 Property Taxes-Penalties/Int. 1,902 860 2,250 4401 Interest Earnings 7,300 6,910 7,940 4402 Unrealized Gain 65 0 0 4419 Other Rental/Lease Income 25,415 25,660 25,660 4554 Park Maintenance Fees 448 540 540 8868 Transfer In -Fund 868 50,000 50,000 50,000 TOTAL 137 - LMD #7 NORTH ETIWANDA $ 952,083 $ 995,000 $ 1,030,120 138 - LMD #8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured $ 32,595 $ 32,340 $ 32,330 4103 Property Taxes-PY Sec & Unsec 228 350 350 4104 Property Taxes-Penalties/Int. 28 30 30 4401 Interest Earnings 647 690 730 4402 Unrealized Gain 5 0 0 TOTAL 138 - LMD #8 SOUTH ETIWANDA $ 33,503 $ 33,410 $ 33,440 139 - LMD #9 LOWER ETIWANDA 4101 Property Taxes-CY Secured $ 170,441 $ 169,810 $ 170,240 4103 Property Taxes-PY Sec & Unsec 281 3,790 1,000 4104 Property Taxes-Penalties/Int. 38 380 380 4401 Interest Earnings 22,727 23,570 21,590 4402 Unrealized Gain 157 0 0 4554 Park Maintenance Fees 2,457 1,500 2,000 4555 Sports Field User Grp Rentals 0 0 500 TOTAL 139 - LMD #9 LOWER ETIWANDA $ 196,101 $ 199,050 $ 195,710 140 - LMD #10 RANCHO ETIWANDA 4101 Property Taxes-CY Secured $ 504,019 $ 548,210 $ 549,610 4103 Property Taxes-PY Sec & Unsec 4,316 4,770 5,500 Ficcnl Year gni 6/77 Adonted Midget Paye 107 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4104 Property Taxes-Penalties/Int. 621 470 1,250 4401 Interest Earnings 9,207 9,130 10,230 4402 Unrealized Gain 73 0 0 4419 Other Rental/Lease Income 0 0 7,500 4554 Park Maintenance Fees 1,922 4,740 4,740 4555 Sports Field User Grp Rentals 210 0 2,000 4901 Other Revenue 0 200 3,500 TOTAL 140 - LMD #10 RANCHO ETIWANDA $ 520,368 $ 567,520 $ 584,330 141 - LMD 1 CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 0 $ 0 $ 300 8130 Transfer In -Fund 130 0 0 90,000 TOTAL 141 - LMD 1 CAPITAL REPLACEMENT FUND $ 0 $ 0 $ 90,300 150 - GENERAL CITY STREET LIGHTS 4401 Interest Earnings $ 693 $ 800 $ 830 4402 Unrealized Gain 5 0 0 TOTAL 150 - GENERAL CITY STREET LIGHTS $ 698 $ 800 $ 830 151 - SLD #1 ARTERIAL 4101 Property Taxes-CY Secured $ 786,056 $ 815,910 $ 803,640 4103 Property Taxes-PY Sec & Unsec 4,616 7,850 5,500 4104 Property Taxes-Penalties/Int. 1,510 790 1,250 4401 Interest Earnings 8,543 9,320 5,830 4402 Unrealized Gain 58 0 0 4808 Developer Energizing Fee 428 2,800 1,000 TOTAL 151 - SLD #1 ARTERIAL $ 801,211 $ 836,670 $ 817,220 152 - SLD #2 RESIDENTIAL 4101 Property Taxes-CY Secured $ 349,833 $ 364,260 $ 392,640 4103 Property Taxes-PY Sec & Unsec 3,279 3,480 3,480 4104 Property Taxes-Penalties/Int. 1,045 350 550 4401 Interest Earnings 0 0 160 4402 Unrealized Gain 18 0 0 4808 Developer Energizing Fee 672 120 1,000 8001 Transfer In -General Fund 0 0 350,170 8170 Transfer In -Gas Tax 0 350,170 0 8172 Transfer In -Gas Tax 321,460 0 0 TOTAL 152 - SLD #2 RESIDENTIAL $ 676,307 $ 718,380 $ 748,000 153 - SLD #3 VICTORIA 4101 Property Taxes-CY Secured $ 348,329 $ 349,510 $ 350,380 4103 Property Taxes-PY Sec & Unsec 2,977 3,510 3,510 4104 Property Taxes-Penalties/Int. 820 350 350 4401 Interest Earnings 12,170 13,680 13,980 4402 Unrealized Gain 89 0 0 TOTAL 153 - SLD #3 VICTORIA $ 364,385 $ 367,050 $ 368,220 154 - SLD #4 TERRA VISTA Pau- ink ___ - .,-- l7ic �l Vo , ,n,F ,-� erl..r.+off R„rlrrn+ .Ms eui ,ear 2vly// 1, -/ Ado -F ed Budget City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4101 Property Taxes-CY Secured $ 158,818 $ 174,940 $ 173,190 4103 Property Taxes-PY Sec & Unsec 652 1,600 1,600 4104 Property Taxes-Penalties/Int. 178 160 160 4401 Interest Earnings 5,083 5,840 5,950 4402 Unrealized Gain 38 0 0 TOTAL 154 - SLD #4 TERRA VISTA $ 164,769 $ 182,540 $ 180,900 155 - SLD #5 CARYN COMMUNITY 4101 Property Taxes-CY Secured $ 43,748 $ 43,600 $ 43,700 4103 Property Taxes-PY Sec & Unsec 192 440 440 4104 Property Taxes-Penalties/Int. 29 40 70 4401 Interest Earnings (172) 0 0 TOTAL 155 - SLD #5 CARYN COMMUNITY $ 43,797 $ 44,080 $ 44,210 156 - SLD #6 INDUSTRIAL AREA 4101 Property Taxes-CY Secured $ 131,444 $ 134,310 $ 133,550 4103 Property Taxes-PY Sec & Unsec 652 1,300 750 4104 Property Taxes-Penalties/Int. 249 130 130 4401 Interest Earnings 3,997 4,510 9,400 4402 Unrealized Gain 30 0 0 TOTAL 156 - SLD #6 INDUSTRIAL AREA $ 136,372 $ 140,250 $ 143,830 157 - SLD #7 NORTH ETIWANDA 4101 Property Taxes-CY Secured $ 120,190 $ 124,360 $ 127,860 4103 Property Taxes-PY Sec & Unsec 992 1,200 1,300 4104 Property Taxes-Penalties/Int. 250 120 400 4401 Interest Earnings (762) 0 0 4808 Developer Energizing Fee 293 0 0 8174 Transfer In -Fund 174 109,930 105,100 105,100 TOTAL 157 - SLD #7 NORTH ETIWANDA $ 230,893 $ 230,780 $ 234,660 158 - SLD #8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured $ 69,818 $ 69,550 $ 69,730 4103 Property Taxes-PY Sec & Unsec 139 1,330 700 4104 Property Taxes-Penalties/Int. 19 130 100 4401 Interest Earnings 20,466 23,600 23,990 4402 Unrealized Gain 147 0 0 4808 Developer Energizing Fee 244 0 0 TOTAL 158 - SLD #8 SOUTH ETIWANDA $ 90,833 $ 94,610 $ 94,520 170 - GAS TAX 2105/PROP111 4401 Interest Earnings $ 28,755 $ 32,350 $ 35,100 4402 Unrealized Gain 222 0 0 4720 Gas Tax 2105 -Prop 111 969,054 1,022,120 1,087,150 4745 Other Intergov'tl Reimbursemnt 3,927 0 0 TOTAL 170 - GAS TAX 2105/PROP111 $ 1,001,958 $ 1,054,470 $ 1,122,250 172 - GAS TAX 2106-2107 4401 Interest Earnings $ 573 $ 0 $ 770 P;cocil Vcar-)nlA/1'7 A(lnntprl R11 l6Pt Page, 100 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain 4721 State Gas Tax -2106 4722 State Gas Tax -2107 4723 State Gas Tax -2107.5 TOTAL 172 - GAS TAX 2106-2107 174 - GAS TAX R&T7360 4401 Interest Earnings 4402 Unrealized Gain 4725 Gas Tax R&T7360 TOTAL 174 - GAS TAX R&T7360 176 - MEASURE 11990-2010 4401 Interest Earnings 4402 Unrealized Gain TOTAL 176 - MEASURE 1 1990-2010 177 - MEASURE 12010-2040 4401 Interest Earnings 4402 Unrealized Gain 4715 Measure I Local St Allotment TOTAL 177 - MEASURE 12010-2040 178 - SB 140 4402 Unrealized Gain TOTAL 178 - SB 140 182 - AB 2928 TRAFFIC CONGEST RELIEF 4402 Unrealized Gain TOTAL 182 - AB 2928 TRAFFIC CONGEST RELIEF 188 - INTEGRATED WASTE MANAGEMENT 4134 Integrated Waste Mgmt Fee 4220 Other Licenses & Permits 4401 Interest Earnings 4402 Unrealized Gain 4590 Administrative Fee-C&D Program 4901 Other Revenue TOTAL 188 - INTEGRATED WASTE MANAGEMENT 190 - PROP 42 -TRAFFIC CONGESTION MIT 4401 Interest Earnings 4402 Unrealized Gain TOTAL 190 - PROP 42 -TRAFFIC CONGESTION MIT 194 - PROPOSITION 111 STATE FUNDING 4401 Interest Earnings 4402 Unrealized Gain 22 0 0 603,327 531,760 535,450 1,240,211 1,3 97,430 1,509,680 $ 45,459 $ 43,230 $ 38,610 356 0 0 1,656,150 887,550 410,560 $ 1,701,965 $ 930,780 $ 449,170 $ 14,411 $ 15,830 $ 9,480 87 0 0 $ 14,498 $ 15,830 $ 9,480 $ 54,363 $ 43,630 $ 47,620 367 0 0 2,984,944 2,570,450 2,762,470 $ 3,039,674 $ 2,614,080 $ 2,810,090 $ 3 $ 0 $ 0 $ 3 $ 0 $ 0 $ 22 $ 0 $ 0 $ 22 $ 0 $ 0 $ 1,148,580 $ 1,237,000 $ 1,210,490 950 1,500 1,000 19,819 22,280 25,890 148 0 0 33,000 24,000 33,000 29,944 24,000 275,000 $ 1,232,441 $ 1,308,780 $ 1,545,380 $ 3,396 $ 3,730 $ 2,710 29 0 0 $ 3,425 $ 3,730 $ 2,710 $ 2,469 $ 2,790 $ 2,860 17 0 0 Rico l Vnar on1A/i-7 ArinntPrl Riirlaat P2ge 110 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget TOTAL 194 - PROPOSITION 1B STATE FUNDING $ 2,486 $ 2,790 $ 2,860 195 - STATE ASSET SEIZURE 4401 Interest Earnings $ 3,603 $ 1,100 $ 1,450 4402 Unrealized Gain 22 0 0 4740 Grant Income 12,987 0 0 TOTAL 195 - STATE ASSET SEIZURE $ 16,612 $ 1,100 $ 1,450 196 - CA ASSET SEIZURE 15% 4401 Interest Earnings $ 25 $ 30 $ 50 4740 Grant Income 2,292 0 0 TOTAL 196 - CA ASSET SEIZURE 15% $ 2,317 $ 30 $ 50 197 - FEDERAL ASSET SEIZURE 4401 Interest Earnings $ 1,221 $ 760 $ 840 4402 Unrealized Gain 9 0 0 TOTAL 197 - FEDERAL ASSET SEIZURE $ 1,230 $ 760 $ 840 198 - CITYWIDE INFRASTRUCTURE IMPRV 4401 Interest Earnings $ 115,354 $ 91,220 $ 170,610 4402 Unrealized Gain 1,105 0 0 4745 Other Intergov'tl Reimbursemnt 4,995,804 3,389,190 3,400,000 4901 Other Revenue 130,046 0 0 4911 Reimbursement from Other Funds 5,898,272 0 0 TOTAL 198 - CITYWIDE INFRASTRUCTURE IMPRV $ 11,140,581 $ 3,480,410 $ 3,570,610 204 - COMMUNITY DEVELOPMENT BLK GRNT 4740 Grant Income 823,266 1,069,350 1,151,140 4741 Program Income 60,823 350,000 350,000 TOTAL 204 - COMMUNITY DEVELOPMENT BLK GRNT $ 884,089 $ 1,419,350 $ 1,501,140 209 - FEDERAL SAFETEA-LU 4401 Interest Earnings $ 0 $ 0 $ 28,740 4740 Grant Income 0 3,951,810 3,951,810 TOTAL 209 - FEDERAL SAFETEA-LU $ 0 $ 3,951,810 $ 3,980,550 211- PROP 1B - SLPP 4401 Interest Earnings $ 0 $ 0 $ 11,430 4740 Grant Income 0 1,000,000 19,920 TOTAL 211 - PROP 1B - SLPP $ 0 $ 1,000,000 $ 31,350 214 - PEDESTRIAN GRANT/ART 3 4740 Grant Income 250,898 0 46,940 TOTAL 214 - PEDESTRIAN GRANT/ART 3 $ 250,898 $ 0 $ 46,940 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 4740 Grant Income 73,168 63,170 40,000 4905 Contributions/Fundraising 243,590 332,110 9,510 4914 Non -Abated Reimbursements 525 0 220 Mgon l VAar )nlA/i-7 ArinntPrl RnrlaPt PaLye 111 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget Fiscal. Ye- orAiF /-tom Arinr +oA Riirlm-+ page 112 i-io�.ua i�,ui 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget TOTAL 218 - PUBLIC RESRCE GRNTS/HEALTHY RC $ 317,283 $ 395,280 $ 49,730 225 - CA RECYC/LITTER REDUCTION GRNT 4402 Unrealized Gain $ 5 $ 0 $ 0 4740 Grant Income 49,810 44,700 68,910 TOTAL 225 - CA RECYC/LITTER REDUCTION GRNT $ 49,815 $ 44,700 $ 68,910 226 - USED OIL RECYCLING GRANT 4402 Unrealized Gain $ 1 $ 0 $ 0 4740 Grant Income 49,260 0 15,240 TOTAL 226 - USED OIL RECYCLING GRANT $ 49,261 $ 0 $ 15,240 227 - USED OIL RECYCLING PROGRAM 4401 Interest Earnings $ (163) $ 0 $ 260 4402 Unrealized Gain 3 0 0 4740 Grant Income 9,230 47,840 52,810 TOTAL 227 - USED OIL RECYCLING PROGRAM $ 9,070 $ 47,840 $ 53,070 234 - SAFE ROUTES TO SCHOOL PROGRAM 4740 Grant Income $ 269,454 $ 148,560 $ 148,560 TOTAL 234 - SAFE ROUTES TO SCHOOL PROGRAM $ 269,454 $ 148,560 $ 148,560 235 - PROP 84 PARK BOND ACT 4740 Grant Income $ 30,346 $ 3,544,360 $ 5,320 TOTAL 235 - PROP 84 PARK BOND ACT $ 30,346 $ 3,544,360 $ 5,320 239 - FEDERAL GRANT FUNDS -DREIER 4402 Unrealized Gain $ 1 $ 0 $ 0 TOTAL 239 - FEDERAL GRANT FUNDS -DREIER $ 1 $ 0 $ 0 250 - RECREATION SERVICES 4401 Interest Earnings $ 28,580 $ 29,650 $ 33,770 4402 Unrealized Gain 237 0 0 4419 Other Rental/Lease Income 1,083,624 1,020,670 712,620 4520 Recreation Fees 2,004,961 2,064,100 2,064,880 4522 Processing Fees 53,684 59,570 0 4523 Web Sales Fees 3,385 0 0 4571 Sale of Taxable Items 29,669 28,500 26,000 4581 Ticket Sales 613,323 749,020 47,850 4586 Advertising Revenue 9,680 7,400 2,500 4588 Theatre Rental Ticket Sales (19,820) 0 0 4901 Other Revenue 165,215 198,180 129,360 4905 Contributions/Fundraising 278,167 273,010 100,580 4914 Non -Abated Reimbursements 10,026 20,000 20,800 TOTAL 250 - RECREATION SERVICES $ 4,260,731 $ 4,450,100 $ 3,138,360 255 - VG CULTURAL CENTER 4401 Interest Earnings $ 0 $ 0 $ 50 4419 Other Rental/Lease Income 0 0 352,500 Fiscal. Ye- orAiF /-tom Arinr +oA Riirlm-+ page 112 i-io�.ua i�,ui City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 4520 Recreation Fees 4522 Processing Fees 4571 Sale of Taxable Items 4581 Ticket Sales 4586 Advertising Revenue 4901 Other Revenue 4905 Contributions/Fundraising TOTAL 255 - VG CULTURAL CENTER 258 - SENIOR OUTREACH GRANT 4740 Grant Income TOTAL 258 - SENIOR OUTREACH GRANT 272 - FREEDOM COURTYARD RSRC GRANTS 4401 Interest Earnings TOTAL 272 - FREEDOM COURTYARD RSRC GRANTS 290 - LIBRARY FUND 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured 4103 Property Taxes-PY Sec & Unsec 4105 Property Taxes -Supplemental 4106 Property Taxes -Unitary 4113 Property Tax- Post RDA Res Blc 4312 Library Fines and Fees 4401 Interest Earnings 4402 Unrealized Gain 4410 Media Rentals 4515 Information Service Fees 4565 Passport Processing Fees 4567 Passport Photo Fees 4570 Sale of Printed Materials 4740 Grant Income 4901 Other Revenue 4907 Private Contributions Library 4909 RC Library Foundation Support TOTAL 290 - LIBRARY FUND 291- CA STATE LIBRARY 4402 Unrealized Gain 4740 Grant Income TOTAL 291 - CA STATE LIBRARY 292 - STAFF INNOVATION FD (CA ST LB) 4401 Interest Earnings 4402 Unrealized Gain 4740 Grant Income TOTAL 292 - STAFF INNOVATION FD (CA ST LB) 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 0 $ 0 $ 48,440 0 0 61,350 0 0 1,700 0 0 677,890 0 0 11,500 0 0 49,900 0 0 130,350 $ 0 $ 0 $ 1,333,680 $ 5,768 $ 0 $ 0 $ 5,768 $ 0 $ 0 $ 60 $ 20 $ 30 $ 60 $ 20 $ 30 $ 3,339,730 $ 3,490,120 $ 3,689,840 88,525 89,930 89,120 47,000 55,270 49,850 124,125 79,110 99,700 0 26,440 26,550 140,340 140,340 140,340 179,674 180,000 180,000 57,448 63,750 36,260 323 0 0 78,760 90,000 80,000 957 800 600 117,561 75,000 95,000 27,288 18,000 21,000 23,485 24,000 24,000 8,170 20,000 25,000 0 420 420 155,000 130,000 130,000 0 10,000 60,000 $ 4,388,386 $ 4,493,180 $ 4,747,680 $ 7 $ 0 $ 0 102,057 25,000 0 $ 102,064 $ 25,000 $ 0 $ 2,816 $ 2,820 $ 2,290 14 0 0 176,758 60,370 6,800 $ 179,588 $ 63,190 $ 9,090 Fie�al YPar 9n10/17 AdnntPd Midget Paye 11.11 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 299 - LIBRARY DEVELOPMENT FUND 4401 Interest Earnings $ 0 $ 0 $ 120 4575 Exhibit Sales 0 0 20,000 TOTAL 299 - LIBRARY DEVELOPMENT FUND $ 0 $ 0 $ 20,120 301 - THE BIG READ LIBRARY GRANT 4402 Unrealized Gain $ 1 $ 0 $ 0 4740 Grant Income 20,680 20,000 15,000 4909 RC Library Foundation Support 0 10,000 5,000 TOTAL 301 - THE BIG READ LIBRARY GRANT $ 20,681 $ 30,000 $ 20,000 302 - LIBRARY SERVICES & TECH. ACT 4402 Unrealized Gain $ 3 $ 0 $ 0 TOTAL 302 - LIBRARY SERVICES & TECH. ACT $ 3 $ 0 $ 0 310 - PUBLIC LIBRARY BOND ACT -2000 4402 Unrealized Gain $ 2 $ 0 $ 0 4740 Grant Income (7) 0 0 TOTAL 310 - PUBLIC LIBRARY BOND ACT -2000 $ (5) $ 0 $ 0 329 - LIBRARY CAPITAL FUND 4401 Interest Earnings $ 13,034 $ 10,120 $ 26,050 4402 Unrealized Gain 255 0 0 8290 Transfer In -Library Fund 2,600,000 0 0 TOTAL 329 - LIBRARY CAPITAL FUND $ 2,613,289 $ 10,120 $ 26,050 354 - COP'S PROGRAM GRANT -STATE 4402 Unrealized Gain $ 46 $ 0 $ 0 4740 Grant Income 280,162 200,000 200,000 TOTAL 354 - COP'S PROGRAM GRANT -STATE $ 280,208 $ 200,000 $ 200,000 356 - JUSTICE ASSIST GRNT (JAG) ARRA 4401 Interest Earnings $ (5) $ 0 $ 0 TOTAL 356 - JUSTICE ASSIST GRNT (JAG) ARRA $ (5) $ 0 $ 0 361 - JUSTICE ASSISTANCE GRANT(JAG) 4402 Unrealized Gain $ 2 $ 0 $ 0 4740 Grant Income 15,584 23,460 0 TOTAL 361- JUSTICE ASSISTANCE GRANT(JAG) $ 15,586 $ 23,460 $ 0 370 - OTS-"DRINK,DRIVE,LOSE" GRANT 4402 Unrealized Gain $ 1 $ 0 $ 0 TOTAL 370 - OTS-"DRINK,DRIVE,LOSE" GRANT $ 1 $ 0 $ 0 373 - COPS SECURE OUR SCHOOLS GRANT 4402 Unrealized Gain $ 1 $ 0 $ 0 TOTAL 373 - COPS SECURE OUR SCHOOLS GRANT $ 1 $ 0 $ 0 374 - COPS HIRING PROGRAM GRANT Fisr.al Year 8016/17 Adonted Budget Page 114 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4740 Grant Income $ 32,500 $ 12,500 $ 135,000 8001 Transfer In -General Fund 125,000 150,730 367,580 TOTAL 374 - COPS HIRING PROGRAM GRANT $ 157,500 $ 163,230 $ 502,580 380 - HOMELAND SECURITY GRANT -FIRE 4402 Unrealized Gain $ 8 $ 0 $ 0 4740 Grant Income 68,895 35,000 32,280 TOTAL 380 - HOMELAND SECURITY GRANT -FIRE $ 68,903 $ 35,000 $ 32,280 381- HOMELAND SECURITY GRANT -POLICE 4740 Grant Income $ 28,979 $ 20 $ 0 TOTAL 381 - HOMELAND SECURITY GRANT -POLICE $ 28,979 $ 20 $ 0 383 - EMERGENCY MGMT PERFORMNCE GRNT 4740 Grant Income 0 0 33,450 TOTAL 383 - EMERGENCY MGMT PERFORMNCE GRNT $ 0 $ 0 $ 33,450 396 - HOUSING SUCCESSOR AGENCY 4401 Interest Earnings $ 397,603 $ 44,850 $ 72,640 4402 Unrealized Gain 282 0 0 4901 Other Revenue 547,737 12,000 12,000 8622 Transfer In -RDA Housing 5 0 0 8623 Transfer In -2007 Housing Bonds 4,320,145 4,173,410 0 TOTAL 396 - HOUSING SUCCESSOR AGENCY $ 5,265,772 $ 4,230,260 $ 84,640 600 - AD 82-1 6TH ST INDUSTRIAL 4401 Interest Earnings $ 118 $ 150 $ 160 4402 Unrealized Gain 1 0 0 TOTAL 600 - AD 82-1 6TH ST INDUSTRIAL $ 119 $ 150 $ 160 602 - AD 84-1 DAY CREEK/MELLO 4401 Interest Earnings $ 11,481 $ 12,960 $ 13,260 4402 Unrealized Gain 81 0 0 TOTAL 602 - AD 84-1 DAY CREEK/MELLO $ 11,562 $ 12,960 $ 13,260 612 - CFD 2001-01 4401 Interest Earnings $ 5,057 $ 5,720 $ 5,870 4402 Unrealized Gain 36 0 0 TOTAL 612 - CFD 2001-01 $ 5,093 $ 5,720 $ 5,870 614 - CFD 2003-01 PROJECT FUND 4401 Interest Earnings $ 17 $ 0 $ 0 TOTAL 614 - CFD 2003-01 PROJECT FUND $ 17 $ 0 $ 0 615 - CFD 2003-01 CULTURAL CENTER 4401 Interest Earnings $ 19 $ 0 $ 0 TOTAL 615 - CFD 2003-01 CULTURAL CENTER $ 19 $ 0 $ 0 617 - CFD 2004-01 RANCHO ETIWANDA ES Fiscal Year 2016/17 Adopted Budget Page 115 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 4401 Interest Earnings TOTAL 617 - CFD 2004-01 RANCHO ETIWANDA ES 680 - CFD 2006-01 VINTNER'S GROVE 4401 Interest Earnings TOTAL 680 - CFD 2006-01 VINTNER'S GROVE 681 - CFD 2006-02 AMADOR ON ROUTE 66 4401 Interest Earnings TOTAL 681 - CFD 2006-02 AMADOR ON ROUTE 66 700 - SPORTS COMPLEX 4126 Admissions Tax 4402 Unrealized Gain 4411 Special Event Rental 4419 Other Rental/Lease Income 4426 Stadium Lease -Minimum Rent 4520 Recreation Fees 4554 Park Maintenance Fees 4562 Maintenance Fees 4580 Stadium Security Reimbursement 4583 Baseball Security Reimb. 4901 Other Revenue 8001 Transfer In -General Fund TOTAL 700 - SPORTS COMPLEX 702 - REGIS CONNECT 4401 Interest Earnings 4402 Unrealized Gain 4670 REGIS Connect Service Fees TOTAL 702 - REGIS CONNECT 705 - MUNICIPAL UTILITY 4401 Interest Earnings 4402 Unrealized Gain 4601 Monthly Srvc Fee -Electric Util 4602 Commodity Fee -Electric Util. 4603 New Srvc Activation Fee-Util. 4604 Dist Line Ext Fee-Elec Utility 4605 Wholesale Energy Sales & Cntrt 4608 Standby Demand Fee 4610 Late Fee -Electric Utility 4621 Med Supp Assist (Contra -Rev) 4622 Economic Dev (Contra -Revenue) 4735 ARB -Cap and Trade Revenue 4901 Other Revenue 4915 Bad Debt Recovery TOTAL 705 - MUNICIPAL UTILITY 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget $ 57 $ 60 $ 60 $ 57 $ 60 $ 60 $ 59 $ 20 $ 0 $ 59 $ 20 $ 0 $ 47 $ 70 $ 80 $ 47 $ 70 $ 80 $ 70,278 $ 90,000 $ 90,000 9 0 0 6,250 7,000 4,000 85,058 60,120 43,530 88,000 93,000 98,000 196,159 129,430 106,160 6,740 0 0 0 8,000 7,000 27,320 34,150 34,150 32,597 47,320 47,320 5,716 0 0 1,386,340 2,223,290 2,222,910 $ 1,904,467 $ 2,692,310 $ 2,653,070 $ 423 $ 450 $ 130 3 0 0 82,490 39,150 105,280 $ 82,916 $ 39,600 $ 105,410 $ 93,020 $ 108,110 $ 113,090 649 0 0 559,431 554,000 560,000 9,884,350 10,600,000 10,600,000 15,422 25,000 15,000 478,494 600,000 200,000 245,785 150,000 150,000 91,320 91,320 91,320 10,881 10,000 10,000 (61) 0 0 (44,909) 0 0 465,688 461,000 320,000 3,590 10,000 10,000 2,227 0 0 $ 11,805,887 $ 12,609,430 $ 12,069,410 Fiscal Fear 2 16 /1� AAo f+ rl u„,lffA+ Page 116 p- ---b-, City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 706 - UTILITY PUBLIC BENEFIT FUND 4401 Interest Earnings $ 8,891 $ 8,360 $ 6,690 4402 Unrealized Gain 59 0 0 4609 Public Benefit Fund-Elec Util 267,018 317,890 300,000 TOTAL 706 - UTILITY PUBLIC BENEFIT FUND $ 275,968 $ 326,250 $ 306,690 708 - RCMU CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 28,086 $ 30,490 $ 42,140 4402 Unrealized Gain 191 0 0 TOTAL 708 - RCMU CAPITAL REPLACEMENT FUND $ 28,277 $ 30,490 $ 42,140 712 - EQUIPNEHICLE REPLACEMENT 4401 Interest Earnings $ 89,744 $ 94,950 $ 81,380 4402 Unrealized Gain 576 0 0 4914 Non -Abated Reimbursements 39,923 0 0 TOTAL 712 - EQUIPNEHICLE REPLACEMENT $ 130,243 $ 94,950 $ 81,380 714 - COMP EQUIP/TECH REPLCMENT FUND 4401 Interest Earnings $ 28,596 $ 24,970 $ 24,910 4402 Unrealized Gain 208 0 0 4419 Other Rental/Lease Income 71,124 70,270 70,270 4540 Intragovernmental User Fees 115,000 330,680 261,190 4911 Reimbursement from Other Funds 44,040 65,680 0 8001 Transfer In -General Fund 711,601 0 0 8020 Transfer In -Fund 020 135,070 135,070 179,000 8124 Transfer In -Transportation Fd 0 7,850 0 TOTAL 714 - COMP EQUIP/TECH REPLCMENT FUND $ 1,105,639 $ 634,520 $ 535,370 838 - AD 91-2 REDEMPTION -DAY CANYON 4101 Property Taxes-CY Secured $ 32,028 $ 31,290 $ 31,860 4103 Property Taxes-PY Sec & Unsec 231 320 500 4104 Property Taxes-Penalties/Int. 33 30 150 4401 Interest Earnings 864 880 650 4402 Unrealized Gain 6 0 0 TOTAL 838 - AD 91-2 REDEMPTION -DAY CANYON $ 33,162 $ 32,520 $ 33,160 840 - AD 91-2 RESERVES - DAY CANYON 4103 Property Taxes-PY Sec & Unsec $ 548 $ 0 $ 0 TOTAL 840 - AD 91-2 RESERVES - DAY CANYON $ 548 $ 0 $ 0 847 - PD 85 CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 0 $ 0 $ 450 8848 Transfer In -Fund 848 0 0 116,800 TOTAL 847 - PD 85 CAPITAL REPLACEMENT FUND $ 0 $ 0 $ 117,250 848 - PD 85 REDEMPTION FUND 4101 Property Taxes-CY Secured $ 1,142,715 $ 1,122,210 $ 1,122,190 4103 Property Taxes-PY Sec & Unsec 11,300 11,500 11,500 4104 Property Taxes-Penalties/Int. 4,314 1,500 2,500 Ricral VPar 9nlA/17 Arinntod Rnrluet Paae 117 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget Fi.cral Vonr 9016/17 Arlontpd Rndget Paye 118 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 4401 Interest Earnings 8,147 8,310 10,600 4402 Unrealized Gain 77 0 0 4419 Other Rental/Lease Income 108,252 107,450 107,450 4554 Park Maintenance Fees 8,411 5,500 6,500 4555 Sports Field User Grp Rentals 1,297 0 650 4901 Other Revenue 10 0 500 8001 Transfer In -General Fund 0 0 230,580 TOTAL 848 - PD 85 REDEMPTION FUND $ 1,284,523 $ 1,256,470 $ 1,492,470 868 - CFD 2000-03 PARK MAINTENANCE 4101 Property Taxes-CY Secured $ 408,324 $ 409,590 $ 436,390 4103 Property Taxes-PY Sec & Unsec 3,003 3,600 3,600 4104 Property Taxes-Penalties/Int. 431 360 1,250 4401 Interest Earnings 4,442 3,860 3,950 4402 Unrealized Gain 36 0 0 TOTAL 868 - CFD 2000-03 PARK MAINTENANCE $ 416,236 $ 417,410 $ 445,190 TOTAL CITY OF RANCHO CUCAMONGA $ 165,192,375 $ 151,813,540 $ 146,242,970 R.C. FIRE PROTECTION DISTRICT 281 - FIRE FUND 4101 Property Taxes-CY Secured $ 13,959,490 $ 14,729,800 $ 15,198,750 4102 Property Taxes-CY Unsecured 613,505 649,140 667,970 4103 Property Taxes-PY Sec & Unsec 344,842 389,020 375,460 4104 Property Taxes-Penalties/Int. 142,787 149,070 155,020 4105 Property Taxes -Supplemental 276,781 209,400 301,350 4106 Property Taxes -Unitary 416,717 410,940 447,820 4110 Homeowners Exemption 170,665 170,660 170,660 4112 Property Tax- Post RDA 4,975,979 5,897,730 6,364,850 4211 Fire Permits 20,461 19,880 19,880 4309 False Alarm Fees 0 3,000 1,500 4313 Other Fines & Forfeitures 2,000 3,200 3,200 4316 Weed Abatement 36,985 37,000 37,000 4401 Interest Earnings 280,449 248,330 274,870 4402 Unrealized Gain 50,080 0 0 4419 Other Rental/Lease Income 77,530 88,920 91,540 4440 Sale of Fixed Assets 1,457 0 0 4501 Plan Check Fees 5,060 10,000 7,500 4546 FSD Fees 0 140 140 4548 D.U.I. Recovery 0 280 280 4549 Hazmat Recovery 14,256 900 900 4551 Fire Setters Recovery 0 500 0 4553 Fire Maintenance Fees 4,248 2,000 4,000 4901 Other Revenue 12,293 11,400 12,700 4913 State Mandate Reimbursement 56,387 17,580 19,000 4914 Non -Abated Reimbursements 313,467 390,690 441,800 4916 Reimbursement from OPEB Trust 608,659 775,560 650,320 TOTAL 281- FIRE FUND $ 22,384,098 $ 24,215,140 $ 25,246,510 Fi.cral Vonr 9016/17 Arlontpd Rndget Paye 118 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2016/17 Adopted Budget 282 - COMMUNITY FACILITIES DIST 85-1 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4552 CFD Annexation Fees 4914 Non -Abated Reimbursements TOTAL 282 - COMMUNITY FACILITIES DIST 85-1 283 - COMMUNITY FACILITIES DIST 88-1 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4552 CFD Annexation Fees 4914 Non -Abated Reimbursements 8281 Transfer In -Fire Fund TOTAL 283 - COMMUNITY FACILITIES DIST 88-1 285 - FIRE TECHNOLOGY FEE FUND 4401 Interest Earnings 4402 Unrealized Gain 4517 Technology Fee -Permit TOTAL 285 - FIRE TECHNOLOGY FEE FUND 288 - FIRE PROTECTION CAPITAL FUND 4112 Property Tax- Post RDA 4113 Property Tax- Post RDA Res Blc 4401 Interest Earnings 4402 Unrealized Gain 4901 Other Revenue 4914 Non -Abated Reimbursements TOTAL 288 - FIRE PROTECTION CAPITAL FUND TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget $ 6,096,529 $ 5,906,400 $ 5,908,080 28,490 76,750 36,220 14,402 17,910 11,000 33,715 27,050 34,710 7,814 0 0 0 3,600 1,800 95,984 0 0 $ 6,276,934 $ 6,031,710 $ 5,991,810 $ 1,203,158 $ 1,184,330 $ 1,208,320 7,910 13,330 18,860 1,895 1,220 7,550 269 0 0 675 0 0 0 1,120 560 53,862 0 0 620,736 1,009,850 953,800 $ 1,888,505 $ 2,209,850 $ 2,189,090 $ 258 $ 280 $ 250 38 0 0 2,634 5,000 1,000 $ 2,930 $ 5,280 $ 1,250 $ 7,002,786 $ 5,726,810 $ 6,158,350 295,725 0 0 478,865 481,070 311,250 76,015 0 0 8,752 0 0 2,302 0 0 $ 7,864,445 $ 6,207,880 $ 6,469,600 $ 38,416,912 $ 38,669,860 $ 39,898,260 $ 203,609,287 $ 190,483,400 $ 186,141,230 Fi.c�al Year 9016/17 Adonted 11wiget Page 119 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND 001 -GENERAL FUND $ 72,946,365 $ 74,205,480 $ 77,450,850 TOTAL GENERAL FUND $ 72,946,365 $ 74,205,480 $ 77,450,850 OTHER GENERAL FUNDS 003 - REIMB ST/COUNTY PARKING CIT $ 71,499 $ 72,140 $ 88,390 006 - CVWD REIMBURSEMENTS 175,257 309,600 300,000 007 - CAL TRANS REIMBURSEMENTS 25,899 0 0 008 - CNTY OF S. B. REIMBURSEMENTS 56,976 98,130 96,050 016 - COMM DEV TECHNICAL SRVCS FUND 50,697 53,250 56,110 017 - LAW ENFORCEMENT RESERVE 92,087 97,340 98,150 018 - TRAFFIC SAFETY 436,171 433,390 439,120 019 - INFO TECHNOLOGY -DEVELOPMENT 159,437 161,420 164,490 020 - CITY TECHNOLOGY FEE FUND 159,276 161,430 180,300 022 - MOBILE HOME PARK PROGRAM 20,216 20,170 20,390 023 - SB 1186 CERT ACCESS SPEC PROG 7,136 6,720 7,860 025 - CAPITAL RESERVE 6,564,874 1,513,930 1,904,890 073 - BENEFITS CONTINGENCY 47,206 55,440 49,100 TOTAL OTHER GENERAL FUNDS $ 7,866,731 $ 2,982,960 $ 3,404,850 SPECIAL REVENUE 100 - ASSESSMENT DISTRICTS ADMIN $ 1,006,014 $ 1,056,910 $ 997,750 101 - AD 93-1 MASI COMMERCE CENTER 98 120 130 105 - AB2766 AIR QUALITY IMPROVEMENT 320,651 217,120 219,710 110 - BEAUTIFICATION 338,632 12,070 14,970 111 - PARK LAND ACQUISITION 3,222 300,000 131,440 112 - DRAINAGE FAC/GENERAL 746,877 477,200 420,940 113 - COMMUNITY/REC CENTER DEVELPMNT 0 100,000 50,510 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 278,268 59,850 82,180 115 - HENDERSON/WARDMAN DRAINAGE 62,536 0 0 116 - ETIWANDA DRAINAGE 229,770 73,690 99,220 118 - UPPER ETIWANDA DRAINAGE 25,652 6,550 6,600 119 - PARK IMPROVEMENT 0 150,000 70,730 120 - PARK DEVELOPMENT 2,598,573 961,860 149,780 122 - SOUTH ETIWANDA DRAINAGE 326,698 4,840 7,610 123 - LIBRARY IMPACT FEE 106,922 50,350 52,310 124 - TRANSPORTATION 7,978,330 3,266,740 3,215,170 125 - ANIMAL CENTER IMPACT FEE 23,028 15,010 15,530 126 - LOWER ETIWANDA DRAINAGE 70,030 6,930 7,020 127 - POLICE IMPACT FEE 47,878 40,250 41,120 128 - ETIWANDA NO. EQUESTRIAN FACIL. 12,970 7,740 8,000 129 - UNDERGROUND UTILITIES 260,402 181,410 189,360 130 - LMD #1 GENERAL CITY 1,342,120 1,267,300 1,396,160 131 - LMD #2 VICTORIA 3,522,613 3,556,260 3,609,370 132 - LMD #3A HYSSOP 4,156 4,110 4,150 133 - LMD #3B MEDIANS 1,323,173 1,284,320 1,081,430 134 - LMD #4R TERRA VISTA 2,725,085 2,843,340 2,911,230 135 - LMD #5 ANDOVER 3,202 3,240 3,080 136 - LMD #6R CARYN COMMUNITY 467,148 487,390 514,950 W I a r 2016/ t; Adopted Budget Fisc Y nag,, t1,3r%.�, City of Rancho Cucamonga Revenues by Fund Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 137 - LMD #7 NORTH ETIWANDA 952,082 995,000 1,030,120 138 - LMD #8 SOUTH ETIWANDA 33,503 33,410 33,440 139 - LMD #9 LOWER ETIWANDA 196,102 199,050 195,710 140 - LMD #10 RANCHO ETIWANDA 520,367 567,520 584,330 141 - LMD 1 CAPITAL REPLACEMENT FUND 0 0 90,300 150 - GENERAL CITY STREET LIGHTS 698 800 830 151 - SLD #1 ARTERIAL 801,211 836,670 817,220 152 - SLD #2 RESIDENTIAL 676,308 718,380 748,000 153 - SLD #3 VICTORIA 364,383 367,050 368,220 154 - SLD #4 TERRA VISTA 164,768 182,540 180,900 155 - SLD #5 CARYN COMMUNITY 43,797 44,080 44,210 156 - SLD #6 INDUSTRIAL AREA 136,372 140,250 143,830 157 - SLD #7 NORTH ETIWANDA 230,894 230,780 234,660 158 - SLD #8 SOUTH ETIWANDA 90,833 94,610 94,520 170 - GAS TAX 2105/PROP111 1,001,958 1,054,470 1,122,250 172 - GAS TAX 2106-2107 1,854,133 1,939,190 2,055,900 174 - GAS TAX R&T7360 1,701,965 930,780 449,170 176 - MEASURE 11990-2010 14,498 15,830 9,480 177 - MEASURE 12010-2040 3,039,674 2,614,080 2,810,090 178 - SB 140 3 0 0 182 - AB 2928 TRAFFIC CONGEST RELIEF 22 0 0 188 - INTEGRATED WASTE MANAGEMENT 1,232,440 1,308,780 1,545,380 190 - PROP 42 -TRAFFIC CONGESTION MIT 3,425 3,730 2,710 194 - PROPOSITION 1B STATE FUNDING 2,486 2,790 2,860 195 - STATE ASSET SEIZURE 16,611 1,100 1,450 196 - CA ASSET SEIZURE 15% 2,317 30 50 197 - FEDERAL ASSET SEIZURE 1,230 760 840 198 - CITYWIDE INFRASTRUCTURE IMPRV 11,140,581 3,480,410 3,570,610 204 - COMMUNITY DEVELOPMENT BLK GRNT 884,089 1,419,350 1,501,140 209 - FEDERAL SAFETEA-LU 0 3,951,810 3,980,550 211 - PROP 1B - SLPP 0 1,000,000 31,350 214 - PEDESTRIAN GRANT/ART 3 250,898 0 46,940 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 317,283 395,280 49,730 225 - CA RECYC/LITTER REDUCTION GRNT 49,814 44,700 68,910 226 - USED OIL RECYCLING GRANT 49,261 0 15,240 227 - USED OIL RECYCLING PROGRAM 9,069 47,840 53,070 234 - SAFE ROUTES TO SCHOOL PROGRAM 269,454 148,560 148,560 235 - PROP 84 PARK BOND ACT 30,346 3,544,360 5,320 239 - FEDERAL GRANT FUNDS -DREIER 1 0 0 250 - RECREATION SERVICES 4,260,732 4,450,100 3,138,360 255 - VG CULTURAL CENTER 0 0 1,333,680 258 - SENIOR OUTREACH GRANT 5,768 0 0 272 - FREEDOM COURTYARD RSRC GRANTS 60 20 30 290 - LIBRARY FUND 4,388,386 4,493,180 4,747,680 291 - CA STATE LIBRARY 102,064 25,000 0 292 - STAFF INNOVATION FD (CA ST LB) 179,589 63,190 9,090 299 - LIBRARY DEVELOPMENT FUND 0 0 20,120 301 - THE BIG READ LIBRARY GRANT 20,681 30,000 20,000 302 - LIBRARY SERVICES & TECH. ACT 3 0 0 310 - PUBLIC LIBRARY BOND ACT -2000 (4) 0 0 329 - LIBRARY CAPITAL FUND 2,613,289 10,120 26,050 Ficral VPar oniA/17 Arinnt,-rl Rnrlapt Passe 191 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2016/17 Adopted Budget ENTERPRISE FUNDS 700 - SPORTS COMPLEX 702 - REGIS CONNECT 705 - MUNICIPAL UTILITY 706 - UTILITY PUBLIC BENEFIT FUND 708 - RCMU CAPITAL REPLACEMENT FUND TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS 712 - EQUIP/VEHICLE REPLACEMENT 714 - COMP EQUIP/TECH REPLCMENT FUND TOTAL INTERNAL SERVICE FUNDS TOTAL CITY OF RANCHO CUCAMONGA $ 1,904,467 2014/15 Actual 2015/16 Adopted Budget 2016/17 Adopted Budget 354 - COP'S PROGRAM GRANT -STATE 280,209 200,000 200,000 356 - JUSTICE ASSIST GRNT (JAG) ARRA (5) 0 0 361 - JUSTICE ASSISTANCE GRANT(JAG) 15,586 23,460 0 370 - OTS-"DRINK,DRIVE,LOSE" GRANT 1 0 0 373 - COPS SECURE OUR SCHOOLS GRANT 1 0 0 374 - COPS HIRING PROGRAM GRANT 157,500 163,230 502,580 380 - HOMELAND SECURITY GRANT -FIRE 68,902 35,000 32,280 381 - HOMELAND SECURITY GRANT -POLICE 28,979 20 0 383 - EMERGENCY MGMT PERFORMNCE GRNT 0 0 33,450 396 - HOUSING SUCCESSOR AGENCY 5,265,772 4,230,260 84,640 838 - AD 91-2 REDEMPTION -DAY CANYON 33,162 32,520 33,160 847 - PD 85 CAPITAL REPLACEMENT FUND 0 0 117,250 848 - PD 85 REDEMPTION FUND 1,284,524 1,256,470 1,492,470 868 - CFD 2000-03 PARK MAINTENANCE 416,235 417,410 445,190 TOTAL SPECIAL REVENUE $ 69,028,358 $ 58,178,570 $ 49,574,370 CAPITAL PROJECTS 600 - AD 82-1 6TH ST INDUSTRIAL $ 119 $ 150 $ 160 602 - AD 84-1 DAY CREEK/MELLO 11,563 12,960 13,260 612 - CFD 2001-01 5,093 5,720 5,870 614 - CFD 2003-01 PROJECT FUND 17 0 0 615 - CFD 2003-01 CULTURAL CENTER 19 0 0 617 - CFD 2004-01 RANCHO ETIWANDA ES 58 60 60 680 - CFD 2006-01 VINTNER'S GROVE 59 20 0 681 - CFD 2006-02 AMADOR ON ROUTE 66 47 70 80 TOTAL CAPITAL PROJECTS $ 16,975 $ 18,980 $ 19,430 ENTERPRISE FUNDS 700 - SPORTS COMPLEX 702 - REGIS CONNECT 705 - MUNICIPAL UTILITY 706 - UTILITY PUBLIC BENEFIT FUND 708 - RCMU CAPITAL REPLACEMENT FUND TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS 712 - EQUIP/VEHICLE REPLACEMENT 714 - COMP EQUIP/TECH REPLCMENT FUND TOTAL INTERNAL SERVICE FUNDS TOTAL CITY OF RANCHO CUCAMONGA $ 1,904,467 $ 2,692,310 $ 2,653,070 82,916 39,600 281 - FIRE FUND 105,410 11,805,888 25,246,510 12, 609, 430 6,276,933 12, 069,410 275,969 283 - COMMUNITY FACILITIES DIST 88-1 326,250 2,209,850 306,690 28,277 2,930 30,490 1,250 42,140 $ 14,097,517 $ 15,698,080 $ 15,176,720 $ 130,244 $ 94,950 $ 81,380 1,105,639 634,520 535,370 $ 1,235,883 $ 729,470 $ 616,750 $ 165,191,829 $ 146,242,970 $ 146,242,970 R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 - FIRE FUND $ 22,384,097 $ 24,215,140 $ 25,246,510 282 - COMMUNITY FACILITIES DIST 85-1 6,276,933 6,031,710 5,991,810 283 - COMMUNITY FACILITIES DIST 88-1 1,888,505 2,209,850 2,189,090 285 - FIRE TECHNOLOGY FEE FUND 2,930 5,280 1,250 288 - FIRE PROTECTION CAPITAL FUND 7,864,445 6,207,880 6,469,600 Fiscal Year 2016; ? A �1 nYterl R,adgat Page 122 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2016/17 Adopted Budget 2014/15 Actual TOTAL SPECIAL REVENUE $ 38,416,910 $ TOTAL R.C. FIRE PROTECTION DISTRICT $ 38,416,910 $ TOTAL ALL FUNDS 2015/16 2016/17 Adopted Adopted Budget Budget 38,669,860 $ 39,898,260 39,898,260 $ 39,898,260 $ 203,608,739 $ 186,141,230 $ 186,141,230 Ficna� V"ar -)ri1A/i7 Aflnr F"A R11r1QPt paaP 7-)o THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o16/17 Adopted Budtet Page 124 RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Expenditure Summaries Fiscal VPAr 9nl6/17 Adnntpd Rn(luet PaLxe 127, City of Rancho Cucamonga, California Expenditure Summary by Department Operating Budget* Fiscal Year 2016/17 Adopted Budget Building & Safety Services 1.75% Econ. and Comm.1 Dev. \ 0.64% Innovation & Technology 3.06% — Human Resources 0.72% Finance 1.52% Administrative Services 6.45% Library Services 4.10% Engineering Services 1.96% Planning Public Works Services 1.63%/ 8.97% Community Services—/ 1 4.35% Records Management 0.42% imal Care and Services 2.73% Governance 2.05% _ Police 30.85% Fire District 28.80% Governance $ 2,360,970 Police 35,610,630 Fire District 33,242,760 Animal Care and Services 3,155,980 Records Management 490,530 Community Services 5,025,020 Library Services 4,730,730 Administrative Services 7,440,240 Finance 1,749,550 Human Resources 827,840 Innovation & Technology 3,526,360 Econ. and Comm. Dev. 737,080 Building & Safety Services 2,019,300 Engineering Services 2,267,690 Planning 1,884,240 Public Works Services 10,355,420 Total Operating Budget $ 115,424,340 *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). Fiscal Year 2016/17 —A,,+—PA R,adgc Page 126 City of Rancho Cucamonga Expenditure Summary by Category Operating Budget Fiscal Year 2016/17 Adopted Budget 001 -GENERAL FUND PERSONNEL SERVICES OPERATIONS & MAINTENANCE CAPITAL OUTLAY DEBT SERVICE COST ALLOCATION TRANSFER OUT TOTAL GENERAL FUND 281 -FIRE FUND PERSONNEL SERVICES OPERATIONS & MAINTENANCE DEBT SERVICE COST ALLOCATION TRANSFER OUT TOTAL FIRE FUND 282 -COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES OPERATIONS & MAINTENANCE DEBT SERVICE TRANSFER OUT TOTAL COMMUNITY FACILITIES DIST 85-1 283 -COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES OPERATIONS & MAINTENANCE DEBT SERVICE TOTAL COMMUNITY FACILITIES DIST 88-1 290 -LIBRARY FUND PERSONNEL SERVICES OPERATIONS & MAINTENANCE CAPITAL OUTLAY DEBT SERVICE TRANSFER OUT TOTAL LIBRARY FUND TOTAL OPERATING BUDGET 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget $ 22,152,220 $ 26,259,900 $ 26,809,050 53,056,130 49,278,520 51,130,620 254,038 420,000 30,000 14,457 17,120 41,170 (5,104,290) (5,113,450) (5,161,110) 3,179,514 3,411,430 4,601,120 $ 73,552,069 $ 74,273,520 $ 77,450,850 $ 15,560,702 $ 17,667,470 $ 18,251,840 3,991,000 4,733,240 5,235,410 177,188 804,580 805,460 0 0 0 620,736 1,009,850 953,800 $ 20,349,626 $ 24,215,140 $ 25,246,510 $ 5,906,801 $ 4,716,390 $ 4,922,750 1,047,823 907,070 884,410 0 0 0 0 0 0 $ 6,954,624 $ 5,623,460 $ 5,807,160 $ 1,880,508 $ 1,946,040 $ 1,975,020 284,468 263,810 214,070 0 0 0 $ 2,164,976 $ 2,209,850 $ 2,189,090 $ 2,817,990 $ 3,278,480 $ 3,339,290 960,749 1,198,990 1,297,690 0 5,000 82,030 10,142 10,710 11,720 2,600,000 0 0 $ 6,388,881 $ 4,493,180 $ 4,730,730 $ 109,410,176 $ 110,815,150 $ 115,424,340 Fiscal Year 2016/1 7 Adopted Budget Page 127 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 001 -GENERAL FUND PERSONNEL SERVICES 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5060 - Tuition Reimbursement 5061 - Employee Development 5065 - Coffee Fund 5093 - Other Funds -Salary Reimbursmnt TOTAL PERSONNEL SERVICES OPERATIONS & MAINTENANCE 5100 - Travel and Meetings 5102 - Training 5105 - Mileage 5150 - Office Supplies & Equipment 5151 - Postage 5152 - Computer Software 5160 - Membership Dues 5161 - Publications & Subscriptions 5165 - Licenses, Permits & Fees 5200 - Operations & Maintenance 5201 - O & M/Volunteer Program 5204 - O & M/Facilities 5207 - O & M/Capital Supplies 5210 - O & M/Crime Prevention 5215 - O & M/Computer Equipment 5217 - Technical Investigative Costs 5220 - Cellular Technology 5250 - Vehicle Operations & Maint. 5252 - Emergency Equipment & Veh Rntl 5253 - Vehicle Collision Repair 5255 - Gasoline 5256 - Diesel Fuel 5257 - CNG Fuel 5260 - O&M/Animal Care 5262 - O&M/Community & Info Programs 5263 - O&M/Field Services 5264 - O&M/Veterinarian Services 5265 - O&M/Kitten Nursery 5280 - Equip Operations & Maint 5283 - Depreciation -Computer Equip 5285 - Safety Gear & Equipment 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget $ 13,786,112 $ 15,706,370 $ 16,445,900 352,420 360,770 369,930 1,852,595 2,267,240 2,358,850 6,516,803 8,085,860 7,964,650 18,254 40,000 30,000 39,617 202,000 202,000 3,500 4,500 4,500 (417,080) (406,840) (566,780) $ 22,152,221 $ 26,259,900 $ 26,809,050 $ 125,054 $ 251,390 $ 315,490 127,527 228,700 280,180 2,813 6,030 7,230 200,572 243,450 244,250 95,214 88,120 88,120 51,990 55,780 50,690 120,957 144,100 150,570 47,180 55,260 67,520 202,717 233,000 233,000 1,451,075 1,745,760 1,762,100 20,015 20,000 20,000 482,003 523,580 500,370 14,147 20,300 0 14,808 26,000 30,000 11,580 11,460 11,630 0 65,610 95,710 115,389 120,270 148,870 352,893 526,100 514,350 25,983 40,670 37,000 18,490 135,000 135,000 491,629 700,000 560,000 9,307 40,000 20,000 20,954 24,000 11,500 125,960 123, 330 123,330 2,396 2,000 2,000 5,673 5,000 5,000 177,372 137,000 137,000 0 0 20,000 25,482 30,430 30,430 115,000 235,450 261,190 40,363 46,000 46,000 Ficral Vpnr 9mA/1l ArinntPrl Riwim-t Pa¢P 1 9 R City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 5300 - Contract Services 34,212,884 37,366,770 $ 25,899 $ 39,598,500 5303 - Contract Serv/Reimbursable 9008 - Transfer Out -Fund 008 43,972 8,840 523,740 9025 - Transfer Out -Capital Reserve 518,420 5304 - Contract Serv/Facilities 1,000,000 1,291,686 19,464 1,515,140 0 1,597,800 5310 - Tree Maintenance 452,004 630,000 600,000 5312 - Legal Services 330,152 383,660 383,660 5320 - Hazardous Waste Removal 16,060 24,320 24,320 5360 - Contract Serv/Animal Care 28,107 49,820 29,820 5362 - Contract Serv/Comm & Info Prgm 5,042 9,990 5,990 5363 - Contract Serv/Field Services 13,953 16,500 16,500 5364 - Contract Serv/Vet Services 102,922 73,400 73,400 5365 - Cont Srv-Spay/Neuter Program 44,736 35,000 15,000 5400 - Telephone Utilities 216,616 244,300 220,510 5401 - Gas Utilities 83,000 101,700 101,150 5402 - Water Utilities 360,407 532,510 404,470 5403 - Electric Utilities 1,420,554 1,594,730 1,303,970 5410 - Property Insurance 194,760 200,680 209,840 5510 - Property Tax Admin. Fee 108,430 92,470 118,740 5725 - Other Expenditures 103,803 0 0 5999 - Prior Period Adjustment 9,532,499 0 0 TOTAL OPERATIONS & MAINTENANCE $ 53,056,130 $ 49,278,520 $ 51,130,620 CAPITAL OUTLAY 5602 - Capital Outlay -Bldg & Imprvmnt $ 14,751 $ 0 $ 10,000 5603 - Capital Outlay -Equipment 134,253 20,000 20,000 5604 - Capital Outlay -Vehicles 74,485 0 0 5605 - Capital Outlay -Computer Equip 8,649 0 0 5606 - Capital Outlay-Furn/Fixtures 21,899 0 0 5650 - Capital Project 0 400,000 0 TOTAL CAPITAL OUTLAY $ 254,037 $ 420,000 $ 30,000 DEBT SERVICE 5700 - Interest Expense $ 0 $ 0 $ 23,160 5703 - Capital Lease Payment 14,457 17,120 18,010 TOTAL DEBT SERVICE $ 14,457 $ 17,120 $ 41,170 COST ALLOCATION 5990 - Cost Allocation Plan Offset TOTAL COST ALLOCATION R (5.104.2901 (5.113.450) It (5.161.1101 $ (5,104,29U) $ (5,113,45U) $ (5,161,11U) TRANSFER OUT 9007 - Transfer Out -Fund 007 $ 25,899 $ 0 $ 0 9008 - Transfer Out -Fund 008 4,800 8,840 0 9025 - Transfer Out -Capital Reserve 607,480 700,000 1,000,000 9105 - Transfer Out -Fund 105 19,464 0 0 Fiscal .P �n / 1? A��YtPrl RiirlaPt Page 129 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 9130 - Transfer Out -Fund 130 9131 - Transfer Out-LMD2 9136 - Transfer Out -Fund 136 9152 - Transfer Out-SLD2 9374 - Transfer Out -Fund 374 9700 - Transfer Out -Sports Complex 9714 - Transfer Out - Comptr Eq Rplc 9848 - Transfer Out -Fund 848 TOTAL TRANSFER OUT TOTAL GENERAL FUND 281 -FIRE FUND PERSONNEL SERVICES 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5060 - Tuition Reimbursement 5082 - Reimb Personnel from CFD 85-1 5083 - Reimb Personnel from CFD 88-1 5093 - Other Funds -Salary Reimbursmnt TOTAL PERSONNEL SERVICES $ 7,586,653 $ 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 0 0 121,360 298,930 328,570 276,640 0 0 31,880 0 0 350,170 125,000 150,730 367,580 1,386,340 2,223,290 2,222,910 711,601 0 0 0 0 230,580 $ 3,179,514 $ 3,411,430 $ 4,601,120 $ 73,552,069 $ 74,273,520 $ 77,450,850 $ 7,586,653 $ 12,127,240 $ 12,518,620 2,395,641 3,877,960 3,928,780 80,108 144,160 179,960 0 7,291,780 7,757,880 854 10,000 10,000 0 (4,716,390) (4,922,750) 0 (1,946,040) (1,975,020) 0 (35,000) (33,450) $ 10,063,256 $ 16,753,710 $ 17,464,020 OPERATIONS & MAINTENANCE 5100 - Travel and Meetings $ 19,958 $ 33,790 $ 29,990 5102 - Training 92,864 146,770 146,270 5105 - Mileage 187 0 450 5150 - Office Supplies & Equipment 16,358 33,940 33,380 5151 - Postage 290 800 800 5152 - Computer Software 60 0 840 5155 - Public Relations/Educ Material 23,971 34,000 36,750 5160 - Membership Dues 4,206 6,590 8,690 5161 - Publications & Subscriptions 1,266 4,850 7,390 5165 - Licenses, Permits & Fees 5,330 9,540 9,770 5200 - Operations & Maintenance 239,975 322,860 327,340 5220 - Cellular Technology 34,450 36,540 40,300 5250 - Vehicle Operations & Maint. 131,231 139,860 139,860 5255 - Gasoline 30,922 35,770 35,770 5256 - Diesel Fuel 70,283 91,480 91,480 5280 - Equip Operations & Maint 23,653 26,100 26,100 5285 - Safety Gear & Equipment 59,859 75,990 75,690 5290 - Specialized Tools & Equipment 25,132 33,220 37,870 5291 - Equipment Supplies & Repairs 21,409 29,700 30,450 I'Iscal scar GV 1V/ 1/ riu%JY ecu Luu6cL _E" 'a- City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 5300 - Contract Services 5312 - Legal Services 5320 - Hazardous Waste Removal 5321 - Fire Incident Costs 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5416 - General Liability Insurance 5500 - Assessment Administration 5501 - Admin./General Overhead 5510 - Property Tax Admin. Fee 5720 - Misc Contributions to City 5999 - Prior Period Adjustment TOTAL OPERATIONS & MAINTENANCE DEBT SERVICE 5700 - Interest Expense 5701 - Principal Repayments 5703 - Capital Lease Payment 5704 - Long Term Debt Repymt Contra TOTAL DEBT SERVICE TRANSFER OUT 9283 - Transfer Out -CFD 88-1 TOTAL TRANSFER OUT TOTAL FIRE FUND 282 -COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5081 - Reimb Personnel to Fire Fund TOTAL PERSONNEL SERVICES OPERATIONS & MAINTENANCE 5100 - Travel and Meetings 5150 - Office Supplies & Equipment 5160 - Membership Dues 5161 - Publications & Subscriptions 5165 - Licenses, Permits & Fees 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 653,134 849,830 993,320 36,352 50,000 50,000 1,429 2,500 2,500 1,623 2,500 2,500 29,914 35,540 33,170 6,014 9,660 8,890 14,927 20,670 19,730 75,459 100,250 83,210 51,026 100,250 243,380 0 0 22,200 1,932,800 2,053,220 2,189,380 160,899 156,840 175,190 225,670 290,180 332,750 $ 173,927 $ 145,560 $ 115,100 626,042 654,420 684,870 3,260 4,600 5,490 (626,042) 0 0 $ 177,187 $ 804,580 $ 805,460 $ 620,736 $ 1,009,850 $ 953,800 $ 14,852,182 $ 23,301,380 $ 24,458,690 $ 3,040,617 $ 0 $ 0 952,726 0 0 33,701 0 0 0 0 0 0 4,716,390 4,922,750 $ 4,027,044 $ 4,716,390 $ 4,922,750 $ 889 $ 1,120 $ 1,120 6,838 420 140 0 140 80 0 220 220 3,098 5,490 5,500 Ficrnl Vanr 9niA/y7 Arinntorl RnrluPt Page 1'.21 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 5200 - Operations & Maintenance 5250 - Vehicle Operations & Maint. 5255 - Gasoline 5256 - Diesel Fuel 5280 - Equip Operations & Maint 5285 - Safety Gear & Equipment 5290 - Specialized Tools & Equipment 5300 - Contract Services 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5416 - General Liability Insurance 5501 - Admin./General Overhead 5720 - Misc Contributions to City 5999 - Prior Period Adjustment TOTAL OPERATIONS & MAINTENANCE TOTAL COMMUNITY FACILITIES DIST 85-1 283 -COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES 5000 - Regular Salaries 5005 - Overtime Salaries Fringe Benefits 5081 - Reimb Personnel to Fire Fund TOTAL PERSONNEL SERVICES OPERATIONS & MAINTENANCE 5150 - Office Supplies & Equipment 5165 - Licenses, Permits & Fees 5200 - Operations & Maintenance 5300 - Contract Services 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5416 - General Liability Insurance 5501 - Admin./General Overhead 5720 - Misc Contributions to City TOTAL OPERATIONS & MAINTENANCE TOTAL COMMUNITY FACILITIES DIST 88-1 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 45,885 20,970 20,970 63,817 69,940 69,940 12,984 17,160 17,160 34,281 50,060 50,060 6,350 6,000 6,000 11,381 15,640 15,640 3,091 3,130 3,130 350,553 363,080 367,300 15,617 17,850 18,920 3,892 6,120 6,220 14,327 20,530 13,020 50,197 65,140 55,350 40,820 1,010 2,370 338,600 243,050 231,270 45,440 0 0 (238) 0 0 $ 1,047,822 $ 907,070 $ 884,410 $ 5,074,866 $ 5,623,460 $ 5,807,160 $ 884,414 $ 0 $ 0 369,182 0 0 0 0 0 0 1,946,040 1,975,020 $ 1,253,596 $ 1,946,040 $ 1,975,020 $ 3,051 $ 0 $ 0 1,239 1,920 1,920 13,632 4,000 4,000 98,276 82,130 80,240 9,944 10,330 11,190 1,706 1,840 1,880 4,658 5,100 4,850 12,667 16,610 13,970 10,205 0 0 107,150 141,880 96,020 21,940 0 0 $ 284,468 $ 263,810 $ 214,070 $ 1,538,064 $ 2,209,850 $ 2,189,090 Ficrnl VPnr golA/1-7 Arinnti-d RnrluPt Pa PP 1Q9 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2016/17 Adopted Budget 290 -LIBRARY FUND PERSONNEL SERVICES 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits TOTAL PERSONNEL SERVICES OPERATIONS & MAINTENANCE 5100 - Travel and Meetings 5102 - Training 5105 - Mileage 5150 - Office Supplies & Equipment 5152 - Computer Software 5160 - Membership Dues 5200 - Operations & Maintenance 5207 - O & M/Capital Supplies 5215 - O & M/Computer Equipment 5220 - Cellular Technology 5300 - Contract Services 5400 - Telephone Utilities 5402 - Water Utilities 5403 - Electric Utilities 5501 - Admin./General Overhead TOTAL OPERATIONS & MAINTENANCE CAPITAL OUTLAY 5605 - Capital Outlay -Computer Equip 5606 - Capital Outlay-Furn/Fixtures TOTAL CAPITAL OUTLAY DEBT SERVICE 5703 - Capital Lease Payment TOTAL DEBT SERVICE TRANSFER OUT 9329 - Transfer Out -Library Cap Fund TOTAL TRANSFER OUT TOTAL LIBRARY FUND TOTAL OPERATING BUDGET 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget $ 1,414,508 $ 1,609,630 $ 1,626,480 760 0 0 683,980 839,100 866,140 718,741 829,750 846,670 $ 2,817,989 $ 3,278,480 $ 3,339,290 $ 16,499 $ 24,700 $ 28,350 529 2,000 2,000 617 1,900 2,100 22,984 22,550 22,550 2,361 6,430 5,800 4,296 6,200 6,380 525,378 697,210 724,940 21,346 10,000 30,000 0 3,380 1,510 1,189 1,610 1,010 210,126 266,510 309,460 10,410 10,500 10,500 5,225 5,040 5,040 68,877 70,050 70,050 70,910 70,910 78,000 $ 960,747 $ 1,198,990 $ 1,297,690 $ 0 $ 5,000 $ 0 0 0 82,030 $ 0 $ 5,000 $ 82,030 $ 10,142 $ 10,710 $ 11,720 $ 10,142 $ 10,710 $ 11,720 $ 2,600,000 $ 0 $ 0 $ 2,600,000 $ 0 $ 0 $ 6,388,878 $ 4,493,180 $ 4,730,730 $ 101,406,059 $ 109,901,390 $ 114,636,520 Fiscal Year �u1n/1� .AuuPLeu DuugeL age 133 City of Rancho Cucamonga, California Expenditure Summary by Department All Funds Fiscal Year 2016/17 Adopted Budget Public Works Services 10.82% Planning 4.58% Engineering Services 20.91% Building and Safety Services 0.86% Econ. and Comm 0.53% Innovation and _ Technology 2.10% Human Resources 0.34% Governance 1.00% Police 15.37% Fire District 24.22% nal Care and Services 1.31% Records Management 0.20% Total All Funds Budget $ 240,547,520 Fiscal, Year 2o16/17 Adopted Piiidgct Page 134 \—Community Services Finance Administrative Library Services 5.68% 2.33% Services 2.12% 7.62% Governance $ 2,410,700 Police 36,979,230 Fire District 58,271,970 Animal Care and Services 3,155,980 Records Management 490,530 Community Services 13,671,010 Library Services 5,091,180 Administrative Services 18,332,460 Finance 5,596,530 Human Resources 827,840 Innovation and Technology 5,048,190 Econ. and Comm. Dev. 1,273,160 Building and Safety Services 2,063,450 Engineering Services 50,289,120 Planning 11,028,010 Public Works Services 26,018,160 Total All Funds Budget $ 240,547,520 Fiscal, Year 2o16/17 Adopted Piiidgct Page 134 City of Rancho Cucamonga Expenditure Summary by Category All Funds Fiscal Year 2016/17 Adopted Budget CITY OF RANCHO CUCAMONGA PERSONNEL SERVICES OPERATIONS & MAINTENANCE CAPITAL OUTLAY DEBT SERVICE COST ALLOCATION TRANSFER OUT TOTAL CITY OF RANCHO CUCAMONGA R.C. FIRE PROTECTION DISTRICT PERSONNEL SERVICES OPERATIONS & MAINTENANCE CAPITAL OUTLAY DEBT SERVICE COST ALLOCATION TRANSFER OUT TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget $ 39,320,989 $ 42,765,840 $ 43,862,240 83,938,631 81,664,480 83,933,710 19,915,702 38,343,860 52,326,700 94,736 588,110 643,320 (5,104,290) (5,113,450) (5,161,110) 7,764,502 5,354,420 6,736,420 $ 145,930,270 $ 163,603,260 $ 182,341,280 $ 23,348,010 $ 24,329,900 $ 25,149,610 6,131,769 6,894,020 7,355,020 4,467,268 25,246,150 23,942,350 177,188 804,580 805,460 0 0 0 620,736 1,009,850 953,800 $ 34,744,971 $ 58,284,500 $ 58,206,240 $ 180,675,241 $ 221,887,760 $ 240,547,520 Vkor d VPar oniA/ice Arlontt rl Rnrlvpt Pace 14;, City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA 001 -GENERAL FUND 5000 - Regular Salaries $ 13,786,112 $ 15,706,370 $ 16,445,900 5005 - Overtime Salaries 352,420 360,770 369,930 5010 - Part Time Salaries 1,852,595 2,267,240 2,358,850 Fringe Benefits 6,516,803 8,085,860 7,964,650 5060 - Tuition Reimbursement 18,254 40,000 30,000 5061 - Employee Development 39,617 202,000 202,000 5065 - Coffee Fund 3,500 4,500 4,500 5093 - Other Funds -Salary Reimbursmnt (417,080) (406,840) (566,780) 5100 - Travel and Meetings 125,054 251,390 315,490 5102 - Training 127,527 228,700 280,180 5105 - Mileage 2,813 6,030 7,230 5150 - Office Supplies & Equipment 200,572 243,450 244,250 5151 - Postage 95,214 88,120 88,120 5152 - Computer Software 51,990 55,780 50,690 5160 - Membership Dues 120,957 144,100 150,570 5161 - Publications & Subscriptions 47,180 55,260 67,520 5165 - Licenses, Permits & Fees 202,717 233,000 233,000 5200 - Operations & Maintenance 1,451,075 1,745,760 1,762,100 5201 - O & M/Volunteer Program 20,015 20,000 20,000 5204 - O & M/Facilities 482,003 523,580 500,370 5207 - O & M/Capital Supplies 14,147 20,300 0 5210 - O & M/Crime Prevention 14,808 26,000 30,000 5215 - O & M/Computer Equipment 11,580 11,460 11,630 5217 - Technical Investigative Costs 0 65,610 95,710 5220 - Cellular Technology 115,389 120,270 148,870 5250 - Vehicle Operations & Maint. 352,893 526,100 514,350 5252 - Emergency Equipment & Veh Rntl 25,983 40,670 37,000 5253 - Vehicle Collision Repair 18,490 135,000 135,000 5255 - Gasoline 491,629 700,000 560,000 5256 - Diesel Fuel 9,307 40,000 20,000 5257 - CNG Fuel 20,954 24,000 11,500 5260 - O&M/Animal Care 125,960 123,330 123,330 5262 - O&M/Community & Info Programs 2,396 2,000 2,000 5263 - O&M/Field Services 5,673 5,000 5,000 5264 - O&M/Veterinarian Services 177,372 137,000 137,000 5265 - O&M/Kitten Nursery 0 0 20,000 5280 - Equip Operations & Maint 25,482 30,430 30,430 5283 - Depreciation -Computer Equip 115,000 235,450 261,190 5285 - Safety Gear & Equipment 40,363 46,000 46,000 5300 - Contract Services 34,212,884 37,366,770 39,598,500 5303 - Contract Serv/Reimbursable 43,972 523,740 518,420 5304 - Contract Serv/Facilities 1,291,686 1,515,140 1,597,800 5310 - Tree Maintenance 452,004 630,000 600,000 5312 - Legal Services 330,152 383,660 383,660 Fiscal Year 2016/17 Adouted Budget Page 136 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5320 - Hazardous Waste Removal 5360 - Contract Serv/Animal Care 5362 - Contract Serv/Comm & Info Prgm 5363 - Contract Serv/Field Services 5364 - Contract ServNet Services 5365 - Cont Srv-Spay/Neuter Program 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5410 - Property Insurance 5510 - Property Tax Admin. Fee 5602 - Capital Outlay -Bldg & Imprvmnt 5603 - Capital Outlay -Equipment 5604 - Capital Outlay -Vehicles 5605 - Capital Outlay -Computer Equip 5606 - Capital Outlay-Furn/Fixtures 5650 - Capital Project 5700 - Interest Expense 5703 - Capital Lease Payment 5725 - Other Expenditures 5990 - Cost Allocation Plan Offset 5999 - Prior Period Adjustment 9007 - Transfer Out -Fund 007 9008 - Transfer Out -Fund 008 9025 - Transfer Out -Capital Reserve 9105 - Transfer Out -Fund 105 9130 - Transfer Out -Fund 130 9131 - Transfer Out-LMD2 9136 - Transfer Out -Fund 136 9152 - Transfer Out-SLD2 9374 - Transfer Out -Fund 374 9700 - Transfer Out -Sports Complex 9714 - Transfer Out - Comptr Eq Rplc 9848 - Transfer Out -Fund 848 TOTAL GENERAL FUND 003-REIMB ST/COUNTY PARKING CIT 5200 - Operations & Maintenance TOTAL REIMB ST/COUNTY PARKING CIT 006-CVWD REIMBURSEMENTS 5000 - Regular Salaries 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 16,060 24,320 24,320 28,107 49,820 29,820 5,042 9,990 5,990 13,953 16,500 16,500 102,922 73,400 73,400 44,736 35,000 15,000 216,616 244,300 220,510 83,000 101,700 101,150 360,407 532,510 404,470 1,420,554 1,594,730 1,303,970 194,760 200,680 209,840 108,430 92,470 118,740 14,751 0 10,000 134,253 20,000 20,000 74,485 0 0 8,649 0 0 21,899 0 0 0 400,000 0 0 0 23,160 14,457 17,120 18,010 103,803 0 0 (5,104,290) (5,113,450) (5,161,110) 9,532,499 0 0 25,899 0 0 4,800 8,840 0 607,480 700,000 1,000,000 19,464 0 0 0 0 121,360 298,930 328,570 276,640 0 0 31,880 0 0 350,170 125,000 150,730 367,580 1,386,340 2,223,290 2,222,910 711,601 0 0 0 0 230,580 $ 73,552,069 $ 74,273,520 $ 77,450,850 $ 71,498 $ 72,140 $ 88,390 $ 71,498 $ 72,140 $ 88,390 5000 - Regular Salaries $ 89,523 $ 93,130 $ 94,250 Fringe Benefits 41,612 43,770 44,300 5200 - Operations & Maintenance 32,555 43,000 43,000 5250 - Vehicle Operations & Maint. 4,391 10,000 10,000 Fiscal Year 9016/17 Adnnted Budget Page 127 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 5252 - Emergency Equipment & Veh Rntl 498 1,000 1,000 5280 - Equip Operations & Maint 494 500 500 9001 - Transfer Out -General Fund 50,000 39,450 37,140 TOTAL CVWD REIMBURSEMENTS $ 219,073 $ 230,850 $ 230,190 008-CNTY OF S. B. REIMBURSEMENTS 5300 - Contract Services $ 76,989 $ 86,680 $ 93,300 TOTAL CNTY OF S. B. REIMBURSEMENTS $ 76,989 $ 86,680 $ 93,300 016 -COMM DEV TECHNICAL SRVCS FUND 5152 - Computer Software $ 0 $ 0 $ 8,050 5161 - Publications & Subscriptions 773 0 0 5200 - Operations & Maintenance 147 0 3,000 5300 - Contract Services 35,559 30,000 330,000 5605 - Capital Outlay -Computer Equip 0 0 16,000 TOTAL COMM DEV TECHNICAL SRVCS FUND $ 36,479 $ 30,000 $ 357,050 017 -LAW ENFORCEMENT RESERVE 5501 - Admin./General Overhead $ 1,760 $ 2,220 $ 2,240 5603 - Capital Outlay -Equipment 0 100,000 0 5605 - Capital Outlay -Computer Equip 0 30,000 0 5650 - Capital Project 20,720 0 0 5999 - Prior Period Adjustment (2,436) 0 0 9001 - Transfer Out -General Fund 114,080 0 0 TOTAL LAW ENFORCEMENT RESERVE $ 134,124 $ 132,220 $ 2,240 018 -TRAFFIC SAFETY 5300 - Contract Services $ 383,019 $ 435,000 $ 435,000 5501 - Admin./General Overhead 2,650 3,050 4,120 TOTAL TRAFFIC SAFETY $ 385,669 $ 438,050 $ 439,120 019 -INFO TECHNOLOGY -DEVELOPMENT 5501 - Admin./General Overhead $ 204,320 $ 123,850 $ 134,250 TOTAL INFO TECHNOLOGY -DEVELOPMENT $ 204,320 $ 123,850 $ 134,250 020 -CITY TECHNOLOGY FEE FUND 5501 - Admin./General Overhead $ 0 $ 1,010 $ 30 9714 - Transfer Out - Comptr Eq Rplc 135,070 135,070 179,000 TOTAL CITY TECHNOLOGY FEE FUND $ 135,070 $ 136,080 $ 179,030 022 -MOBILE HOME PARK PROGRAM 5200 - Operations & Maintenance $ 3,150 $ 5,150 $ 5,150 5300 - Contract Services 0 31,000 31,000 Ficeal Year ?n16/17 Adnnted Bridget Page 138 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5501 - Admin./General Overhead TOTAL MOBILE HOME PARK PROGRAM 023-SB1186 CERT ACCESS SPEC PROG 5102 - Training 5200 - Operations & Maintenance 5501 - Admin./General Overhead TOTAL SB1186 CERT ACCESS SPEC PROG 025 -CAPITAL RESERVE 5200 - Operations & Maintenance 5204 - O & M/Facilities 5207 - O & M/Capital Supplies 5215 - O & M/Computer Equipment 5300 - Contract Services 5304 - Contract Serv/Facilities 5312 - Legal Services 5320 - Hazardous Waste Removal 5411 - Other Insurance 5416 - General Liability Insurance 5417 - General Liability Claims 5501 - Admin./General Overhead 5600 - Capital Outlay -Land 5602 - Capital Outlay -Bldg & Imprvmnt 5603 - Capital Outlay -Equipment 5606 - Capital Outlay-Furn/Fixtures 5607 - Cap Outlay-Impry Oth Than Bldg 5650 - Capital Project 5999 - Prior Period Adjustment TOTAL CAPITAL RESERVE 073 -BENEFITS CONTINGENCY 5000 - Regular Salaries 5501 - Admin./General Overhead TOTAL BENEFITS CONTINGENCY 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 280 300 3,650 S,4SU 1) JO,4JU 1) SY,5uu 5000 - Regular Salaries $ 109,086 $ 111,770 $ 138,740 $ 0 $ 700 $ 700 0 3,600 52,230 3,600 330 300 2,750 50 $ 330 $ 4,600 $ 4,350 5105 - Mileage 1,567 1,750 600 $ 1,886 $ 0 $ 21,720 6,538 0 13,400 0 11,238 5,000 35,320 542 0 1,500 50,877 49,250 190,000 10,175 0 0 0 0 200,000 0 20,000 20,000 6,619 7,180 8,810 268,109 306,710 304,480 478,566 500,000 500,000 13,390 24,710 30,240 4,905,912 0 0 338,267 1,092,000 1,23 5,000 32,042 0 0 0 0 150,000 277,113 290,000 500,000 239,540 1,680,000 3,991,500 (8,919) 0 0 $ 6,631,895 $ 3,974,850 $ 7,188,570 $ 2,396,890 $ 500,000 $ 680,000 3,650 3,930 5,630 $ 2,400,540 $ 503,930 $ 685,630 100 -ASSESSMENT DISTRICTS ADMIN 5000 - Regular Salaries $ 109,086 $ 111,770 $ 138,740 5010 - Part Time Salaries 2,365 0 0 Fringe Benefits 50,476 52,230 64,610 5100 - Travel and Meetings 2,715 2,750 2,750 5102 - Training 21,969 22,140 10,140 5105 - Mileage 1,567 1,750 600 5150 - Office Supplies & Equipment 0 1,000 1,500 5151 - Postage 13,327 13,400 13,400 Fiscal Year 2o16/17 Adopted Budget Page 139 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 5152 - Computer Software 7,968 12,450 3,440 5200 - Operations & Maintenance 27,678 25,710 29,510 5220 - Cellular Technology 3,962 4,500 4,500 5300 - Contract Services 115,244 118,660 150,660 5501 - Admin./General Overhead 775,790 744,100 537,400 TOTAL ASSESSMENT DISTRICTS ADMIN $ 1,132,147 $ 1,110,460 $ 957,250 105-AB2766 AIR QUALITY IMPROVEMENT 5200 - Operations & Maintenance $ 18,793 $ 21,160 $ 21,160 5300 - Contract Services 1,161 1,350 1,380 5501 - Admin./General Overhead 640 790 560 5603 - Capital Outlay -Equipment 0 20,000 0 5604 - Capital Outlay -Vehicles 0 0 190,000 5607 - Cap Outlay-Impry Oth Than Bldg 40,749 0 0 5650 - Capital Project 200,246 112,810 128,810 TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 261,589 $ 156,110 $ 341,910 110 -BEAUTIFICATION 5501 - Admin./General Overhead $ 670 $ 710 $ 860 5650 - Capital Project 0 724,470 935,470 TOTAL BEAUTIFICATION $ 670 $ 725,180 $ 936,330 112 -DRAINAGE FAC/GENERAL 5000 - Regular Salaries $ 15,740 $ 37,320 $ 39,740 Fringe Benefits 7,321 17,540 18,680 5300 - Contract Services 33,141 25,000 50,000 5501 - Admin./General Overhead 6,270 5,990 6,720 5650 - Capital Project 780,581 135,000 910,000 TOTAL DRAINAGE FAC/GENERAL $ 843,053 $ 220,850 $ 1,025,140 114-DRAINAGE-ETIWANDA/SAN SEVAINE 5300 - Contract Services $ 0 $ 0 $ 25,000 5501 - Admin./General Overhead 390 280 430 5650 - Capital Project 617,978 0 0 TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE $ 618,368 $ 280 $ 25,430 115-HENDERSON/WARDMAN DRAINAGE 5501 - Admin./General Overhead $ 0 $ 270 $ 300 TOTAL HENDERSON/WARDMAN DRAINAGE $ 0 $ 270 $ 300 116-ETIWANDA DRAINAGE 5000 - Regular Salaries $ 7,727 $ 7,900 $ 20,290 Fringe Benefits 3,594 3,710 9,540 5300 - Contract Services 0 0 150,000 Fiscal Year 2016/17 Adopted Budget Page 140 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5501 - Admin./General Overhead 5650 - Capital Project TOTAL ETIWANDA DRAINAGE 118 -UPPER ETIWANDA DRAINAGE 5300 - Contract Services 5501 - Admin./General Overhead TOTAL UPPER ETIWANDA DRAINAGE 120 -PARK DEVELOPMENT 5000 - Regular Salaries Fringe Benefits 5100 - Travel and Meetings 5102 - Training 5150 - Office Supplies & Equipment 5152 - Computer Software 5160 - Membership Dues 5161 - Publications & Subscriptions 5200 - Operations & Maintenance 5207 - O & M/Capital Supplies 5300 - Contract Services 5501 - Admin./General Overhead 5607 - Cap Outlay-Impry Oth Than Bldg 5650 - Capital Project TOTAL PARK DEVELOPMENT 122 -SOUTH ETIWANDA DRAINAGE 5501 - Admin./General Overhead TOTAL SOUTH ETIWANDA DRAINAGE 124 -TRANSPORTATION 5000 - Regular Salaries Fringe Benefits 5152 - Computer Software 5160 - Membership Dues 5200 - Operations & Maintenance 5215 - O & M/Computer Equipment 5300 - Contract Services 5501 - Admin./General Overhead 5650 - Capital Project 5720 - Misc Contributions to City 9714 - Transfer Out - Comptr Eq Rplc TOTAL TRANSPORTATION 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 1,710 1,470 1,640 147,851 50,000 100,000 160.882 S 63.080 S 281.470 $ 0 $ 0 $ 25,000 160 150 2,749 160 $ 160 $ 150 $ 25,160 0 600 0 1,153 $ 22,426 $ 74,480 $ 85,340 10,431 35,010 75,010 40,110 2,782 1,000 5,058,690 2,100 0 0 0 500 69 200 3,750,060 $ 200 0 0 390 145 150 150 0 0 100 0 500 1,200 19,073 0 0 9,678 5,000 50,000 14,410 11,910 10,790 0 0 80,000 162,838 1,410,000 3,275,000 $ 241,852 $ 1,538,250 $ 3,545,880 $ 90 $ 90 $ 250 $ 585,502 $ 548,490 $ 561,130 271,490 257,280 263,220 2,749 3,000 0 115 600 150 0 600 0 1,153 0 0 0 10,000 0 74,600 75,010 76,740 6,353,746 2,827,500 5,058,690 23,160 19,730 61,630 0 7,850 0 $ 7,312,515 $ 3,750,060 $ 6,021,560 Final Year 2rn6/17 Adonted Budget Paize 141 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 126 -LOWER ETIWANDA DRAINAGE 5300 - Contract Services $ 0 $ 0 $ 25,000 5501 - Admin./General Overhead 140 150 170 TOTAL LOWER ETIWANDA DRAINAGE $ 140 $ 150 $ 25,170 128-ETIWANDA NO. EQUESTRIAN FACIL. 5501 - Admin./General Overhead $ 0 $ 190 $ 190 TOTAL ETIWANDA NO. EQUESTRIAN FACIL. $ 0 $ 190 $ 190 129 -UNDERGROUND UTILITIES 5501 - Admin./General Overhead $ 12,950 $ 14,740 $ 17,730 5650 - Capital Project 0 654,570 1,383,930 TOTAL UNDERGROUND UTILITIES $ 12,950 $ 669,310 $ 1,401,660 130-LMD #1 GENERAL CITY 5000 - Regular Salaries $ 56,989 $ 15,760 $ 16,090 5010 - Part Time Salaries (626) 0 5,000 Fringe Benefits 26,325 7,390 8,410 5200 - Operations & Maintenance 52,180 56,220 52,600 5204 - O & M/Facilities 6,463 9,500 2,300 5250 - Vehicle Operations & Maint. 1,462 2,000 2,000 5252 - Emergency Equipment & Veh Rntl 0 800 800 5280 - Equip Operations & Maint 16 3,800 2,000 5300 - Contract Services 511,275 455,570 492,310 5304 - Contract Sery/Facilities 2,050 2,000 6,000 5310 - Tree Maintenance 50,000 50,000 50,000 5400 - Telephone Utilities 2,074 2,630 2,790 5402 - Water Utilities 256,006 393,650 290,000 5403 - Electric Utilities 71,819 74,430 82,950 5500 - Assessment Administration 65,870 65,870 65,870 5501 - Admin./General Overhead 73,870 60,020 43,420 9141 - Transfer Out -Fund 141 0 0 90,000 TOTAL LMD #1 GENERAL CITY $ 1,175,773 $ 1,199,640 $ 1,212,540 131-LMD #2 VICTORIA 5000 - Regular Salaries $ 565,666 $ 510,330 $ 524,970 5005 - Overtime Salaries 288 1,090 1,090 5010 - Part Time Salaries 44,760 80,320 90,220 Fringe Benefits 265,307 249,370 259,880 5200 - Operations & Maintenance 79,662 67,150 66,550 5250 - Vehicle Operations & Maint. 4,906 5,000 5,000 5252 - Emergency Equipment & Veh Rntl 0 0 200 5300 - Contract Services 1,118,317 1,051,890 1,193,370 5310 - Tree Maintenance 128,000 130,560 130,560 Fiscal Year 2o16/17 Adopted Budget Page 142 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 5400 - Telephone Utilities 1,000 1,690 1,330 5402 - Water Utilities 687,575 1,118,660 752,410 5403 - Electric Utilities 91,308 108,270 113,690 5500 - Assessment Administration 34,870 34,870 34,870 5501 - Admin./General Overhead 213,000 223,250 269,020 5504 - Interfund Allocation 70,960 75,020 70,000 5607 - Cap Outlay-Impry Oth Than Bldg 0 0 238,000 TOTAL LMD #2 VICTORIA $ 3,305,619 $ 3,657,470 $ 3,751,160 132-LMD #3A HYSSOP 8,345 11,600 21,600 5200 - Operations & Maintenance $ 294 $ 1,100 $ 500 5300 - Contract.Services 3,735 7,500 3,670 5402 - Water Utilities 900 1,460 1,000 5403 - Electric Utilities 677 840 890 5500 - Assessment Administration 50 50 50 5501 - Admin./General Overhead 90 100 640 TOTAL LMD #3A HYSSOP $ 5,746 $ 11,050 $ 6,750 133-LMD #311 MEDIANS 5000 - Regular Salaries $ 56,520 $ 53,480 $ 58,780 5010 - Part Time Salaries 8,345 11,600 21,600 Fringe Benefits 27,172 26,860 31,210 5152 - Computer Software 495 500 500 5200 - Operations & Maintenance 10,013 11,100 10,500 5204 - O & M/Facilities 3,339 6,000 14,000 5300 - Contract Services 406,967 498,830 475,000 5304 - Contract Serv/Facilities 107,326 112,000 113,420 5310 - Tree Maintenance 16,235 22,290 22,290 5400 - Telephone Utilities 523 600 640 5402 - Water Utilities 84,986 130,960 110,960 5403 - Electric Utilities 52,636 59,390 62,360 5500 - Assessment Administration 6,270 6,270 6,270 5501 - Admin./General Overhead 57,910 21,070 30,410 5603 - Capital Outlay -Equipment 0 200,000 0 5650 - Capital Project 0 665,000 0 TOTAL LMD #311 MEDIANS $ 838,737 $ 1,825,950 $ 957,940 134-LMD #4R TERRA VISTA 5000 - Regular Salaries $ 590,598 $ 616,180 $ 631,400 5005 - Overtime Salaries 225 1,050 1,050 5010 - Part Time Salaries 20,476 32,280 47,280 Fringe Benefits 275,808 293,890 304,100 5200 - Operations & Maintenance 72,094 93,650 93,050 5250 - Vehicle Operations & Maint. 5,914 6,000 6,000 5252 - Emergency Equipment & Veh Rntl 0 1,700 1,700 Fiscal Year 2o16/17 Adopted Budget Page 143 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5280 - Equip Operations & Maint 5300 - Contract Services 5310 - Tree Maintenance 5400 - Telephone Utilities 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead 5607 - Cap Outlay-Impry Oth Than Bldg 5650 - Capital Project TOTAL LMD #4R TERRA VISTA 135-LMD #5 ANDOVER 5000 - Regular Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5250 - Vehicle Operations & Maint. 5300 - Contract Services 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin.%General Overhead TOTAL LMD #5 ANDOVER 136-LMD #6R CARYN COMMUNITY 5000 - Regular Salaries Fringe Benefits 5200 - Operations & Maintenance 5252 - Emergency Equipment & Veh Rntl 5300 - Contract Services 5310 - Tree Maintenance 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead TOTAL LMD #611 CARYN COMMUNITY 137-LMD #7 NORTH ETIWANDA 5000 - Regular Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5204 - O & M/Facilities 5250 - Vehicle Operations & Maint. 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 3,238 3,750 3,750 541,602 684,160 707,330 66,874 71,400 71,400 2,288 3,420 3,030 309,049 445,910 325,000 26,219 32,930 34,580 22,990 22,990 22,990 156,180 179,300 213,750 24,720 0 10,000 692,733 392,000 435,000 2,ZS11,UUS 3i 2-,Z55U,b1U Z,Y11,41U $ 0 $ 1,770 $ 1,810 14 0 840 2 830 1,000 387 1,400 800 0 70 70 448 6,390 1,090 494 710 710 317 420 480 220 220 220 110 110 790 $ 1,992 $ 11,920 $ 7,810 $ 5,690 $ 11,950 $ 12,300 2,691 5,480 5,640 13,868 16,360 10,000 0 200 0 252,934 229,690 215,240 34,927 35,700 27,000 135,108 175,970 175,970 7,121 8,730 9,170 7,020 7,020 7,020 22,760 23,840 32,490 $ 482,119 $ 514,940 $ 494,830 $ 155,600 $ 117,680 $ 120,360 8,717 13,160 13,160 73,142 57,120 58,510 40,984 33,400 32,800 958 1,000 210 1,775 0 0 Fiscal Year 2016/17 Adopted Budget Page 144 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5300 - Contract Services 5304 - Contract Serv/Facilities 5310 - Tree Maintenance 5400 - Telephone Utilities 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead TOTAL LMD #7 NORTH ETIWANDA 138-LMD #8 SOUTH ETIWANDA 5000 - Regular Salaries Fringe Benefits 5200 - Operations & Maintenance 5300 - Contract Services 5310 - Tree Maintenance 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead TOTAL LMD #8 SOUTH ETIWANDA 139-LMD #9 LOWER ETIWANDA 5000 - Regular Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5220 - Cellular Technology 5252 - Emergency Equipment & Veh Rntl 5300 - Contract Services 5310 - Tree Maintenance 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead 5650 - Capital Project TOTAL LMD #9 LOWER ETIWANDA 140-LMD #10 RANCHO ETIWANDA 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5204 - O & M/Facilities Fi��al Yaar 9076/17 Adontod Riidgot Page 145 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 321,495 297,940 322,210 0 0 790 6,950 7,090 7,090 1,199 1,310 1,390 240,335 351,220 351,220 23,596 32,130 33,740 15,430 15,430 15,430 69,780 72,200 82,860 $ 959,961 $ 999,680 $ 1,039,770 $ 1,154 $ 3,840 $ 3,830 545 1,740 1,730 999 2,600 2,000 10,929 12,050 12,430 4,297 4,300 4,300 5,384 9,870 6,050 1,034 1,370 1,440 1,050 1,050 1,050 5,790 6,170 7,650 $ 31,182 $ 42,990 $ 40,480 $ 148,922 $ 159,600 $ 190,570 5,823 11,200 21,200 69,809 76,440 92,860 21,150 23,600 23,000 912 1,370 1,370 0 1,200 1,200 89,381 134,770 110,080 28,385 29,070 31,070 39,231 66,460 42,140 7,323 9,170 9,630 9,100 9,100 9,100 30,550 35,410 41,520 0 40,000 0 $ 450,586 $ 597,390 $ 573,740 $ 131,836 $ 130,200 $ 151,480 0 1,050 1,050 18,735 31,110 31,110 62,972 65,880 76,240 19,594 14,500 45,500 2,768 4,000 2,550 Fi��al Yaar 9076/17 Adontod Riidgot Page 145 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 5252 - Emergency Equipment & Veh Rntl 0 0 1,200 5280 - Equip Operations & Maint 902 500 500 5300 - Contract Services 150,155 102,600 111,080 5304 - Contract Serv/Facilities 0 2,000 2,250 5310 - Tree Maintenance 14,665 10,000 10,000 5402 - Water Utilities 83,822 140,350 95,470 5403 - Electric Utilities 18,065 23,100 24,260 5500 - Assessment Administration 4,260 4,260 4,260 5501 - Admin./General Overhead 49,210 52,640 61,460 TOTAL LMD #10 RANCHO ETIWANDA $ 556,984 $ 582,190 $ 618,410 141-LMD 1 CAPITAL REPLACEMENT FUND 675,070 5500 - Assessment Administration 37,400 37,400 37,400 5200 - Operations & Maintenance $ 0 $ 0 $ 40,000 TOTAL LMD 1 CAPITAL REPLACEMENT FUND $ 0 $ 0 $ 40,000 151 -SLD #1 ARTERIAL $ 13,198 $ 13,490 $ 19,340 5005 - Overtime Salaries 21 5000 - Regular Salaries $ 13,198 $ 13,490 $ 13,830 5005 - Overtime Salaries 116 21 0 5160 - Membership Dues 0 Fringe Benefits 30 6,138 6,340 9,940 6,500 5102 - Training 295,073 159 180 Ficrnl Year 9n16/17 Adnnted Rnduet 180 5160 - Membership Dues Page. 1,46 45 50 50 5200 - Operations & Maintenance 7,342 7,990 7,990 5220 - Cellular Technology 861 1,000 1,000 5280 - Equip Operations & Maint 0 500 500 5400 - Telephone Utilities 1,279 1,500 1,500 5403 - Electric Utilities 852,835 728,560 816,920 5500 - Assessment Administration 160,190 160,940 160,940 5501 - Admin./General Overhead 35,440 37,090 51,630 TOTAL SLD #1 ARTERIAL $ 1.077.508 $ 957.640 $ 1.061.040 152 -SLD #2 RESIDENTIAL 5300 - Contract Services $ 0 $ 0 $ 670 5403 - Electric Utilities 549,399 678,480 675,070 5500 - Assessment Administration 37,400 37,400 37,400 5501 - Admin./General Overhead 2,500 5,080 3,390 TOTAL SLD #2 RESIDENTIAL $ 589,299 $ 720,960 $ 716,530 153 -SLD #3 VICTORIA 5000 - Regular Salaries $ 13,198 $ 13,490 $ 19,340 5005 - Overtime Salaries 21 0 0 Fringe Benefits 6,138 6,340 9,090 5102 - Training 116 180 180 5160 - Membership Dues 30 30 30 5200 - Operations & Maintenance 9,779 9,940 9,940 5403 - Electric Utilities 295,073 258,000 274,150 Ficrnl Year 9n16/17 Adnnted Rnduet Page. 1,46 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2014/15 Actual 2015/16 Adopted Budget 2016/17 Adopted Budget 5500 - Assessment Administration 35,450 35,640 35,640 5501 - Admin./General Overhead 4,300 4,920 6,530 TOTAL SLD #3 VICTORIA $ 364,105 $ 328,540 $ 354,900 154 -SLD #4 TERRA VISTA 5000 - Regular Salaries $ 13,198 $ 13,490 $ 19,340 5005 - Overtime Salaries 21 0 0 Fringe Benefits 6,138 6,340 9,090 5102 - Training 116 190 190 5160 - Membership Dues 30 30 30 5200 - Operations & Maintenance 3,552 4,940 4,940 5280 - Equip Operations & Maint 0 500 500 5403 - Electric Utilities 112,324 92,520 87,930 5500 - Assessment Administration 22,970 22,970 22,970 5501 - Admin./General Overhead 3,110 3,630 4,120 5650 - Capital Project 0 0 20,000 TOTAL SLD #4 TERRA VISTA $ 161,459 $ 144,610 $ 169,110 155 -SLD #5 CARYN COMMUNITY 5000 - Regular Salaries $ 4,154 $ 4,250 $ 4,350 5005 - Overtime Salaries 6 0 0 Fringe Benefits 1,932 2,000 2,040 5102 - Training 116 180 180 5160 - Membership Dues 30 30 30 5200 - Operations & Maintenance 8,097 8,990 8,990 5403 - Electric Utilities 60,061 58,080 571'260 5500 - Assessment Administration 7,020 7,020 7,020 5501 - Admin./General Overhead 1,100 1,460 1,690 TOTAL SLD #5 CARYN COMMUNITY $ 82,516 $ 82,010 $ 81,560 156 -SLD #6 INDUSTRIAL AREA 5000 - Regular Salaries $ 13,198 $ 13,490 $ 19,340 5005 - Overtime Salaries 21 0 0 Fringe Benefits 6,138 6,340 9,090 5102 - Training 116 180 180 5160 - Membership Dues 30 30 30 5200 - Operations & Maintenance 6,468 6,940 6,940 5280 - Equip Operations & Maint 0 400 400 5403 - Electric Utilities 93,687 80,880 83,210 5500 - Assessment Administration 5,600 5,600 5,600 5501 - Admin./General Overhead 2,700 3,330 4,250 TOTAL SLD #6 INDUSTRIAL AREA $ 127,958 $ 117,190 $ 129,040 157 -SLD #7 NORTH ETIWANDA 5000 - Regular Salaries $ 13,198 $ 13,490 $ 13,830 Fiscal Year 2016/17 Adopted Budget Page 147 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 158 -SLD #8 SOUTH ETIWANDA 5000 - Regular Salaries $ 11,815 $ 2015/16 2016/17 5005 - Overtime Salaries 2014/15 Adopted Adopted Fringe Benefits Actual Budget Budget 5005 - Overtime Salaries 21 0 0 Fringe Benefits 6,138 6,340 6,500 5102 - Training 116 180 180 5160 - Membership Dues 30 30 30 5200 - Operations & Maintenance 4,167 4,940 4,940 5403 - Electric Utilities 198,938 181,800 170,840 5500 - Assessment Administration 20,060 20,810 20,810 5501 - Admin./General Overhead 3,190 3,760 4,120 TOTAL SLD #7 NORTH ETIWANDA $ 245,858 $ 231,350 $ 221,250 158 -SLD #8 SOUTH ETIWANDA 5000 - Regular Salaries $ 11,815 $ 12,080 $ 17,890 5005 - Overtime Salaries 19 0 0 Fringe Benefits 5,495 5,680 8,410 5102 - Training 116 180 180 5160 - Membership Dues 30 30 30 5200 - Operations & Maintenance 4,668 4,940 4,940 5403 - Electric Utilities 63,499 57,120 55,240 5500 - Assessment Administration 10,030 10,030 10,030 5501 - Admin./General Overhead 2,960 3,420 3,350 5650 - Capital Project (35,769) 0 0 TOTAL SLD #8 SOUTH ETIWANDA $ 62,863 $ 93,480 $ 100,070 170 -GAS TAX 2105/PROPIII 5000 - Regular Salaries $ 267,112 $ 276,130 $ 284,470 Fringe Benefits 122,199 127,700 131,620 5250 - Vehicle Operations & Maint. 328 610 610 5300 - Contract Services 242,685 192,400 210,860 5501 - Admin./General Overhead 27,150 35,910 42,400 5650 - Capital Project 0 30,000 0 9152 - Transfer Out-SLD2 0 350,170 0 TOTAL GAS TAX 2105/PROP111 $ 659,474 $ 1,012,920 $ 669,960 172 -GAS TAX 2106-2107 5000 - Regular Salaries $ 721,630 $ 798,690 $ 814,670 5005 - Overtime Salaries 7,006 10,500 10,500 5010 - Part Time Salaries 41,589 88,340 88,340 Fringe Benefits 336,703 387,830 396,400 5200 - Operations & Maintenance 2,240 4,580 2,700 5250 - Vehicle Operations & Maint. 7,462 7,500 7,500 5280 - Equip Operations & Maint 0 2,200 2,200 5300 - Contract Services 35,672 36,000 36,000 5403 - Electric Utilities 516,643 522,080 522,080 5501 - Admin./General Overhead 135,050 131,540 157,730 9152 - Transfer Out-SLD2 321,460 0 0 Fiscal Year 2016/17 Adopted Budget Page 148 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget TOTAL GAS TAX 2106-2107 $ 2,125,455 $ 1,989,260 $ 2,038,120 174 -GAS TAX R&T7360 5000 - Regular Salaries $ 21,493 $ 21,020 $ 21,550 Fringe Benefits 9,997 9,880 10,130 5300 - Contract Services 38,820 25,000 25,000 5501 - Admin./General Overhead 1,330 4,170 4,610 5650 - Capital Project 1,684,380 2,578,000 1,374,000 5720 - Misc Contributions to City 5,150 8,580 9,920 9157 - Transfer Out -Fund 157 109,930 105,100 105,100 TOTAL GAS TAX R&T7360 $ 1,871,100 $ 2,751,750 $ 1,550,310 176 -MEASURE 11990-2010 5501 - Admin./General Overhead $ 580 $ 490 $ 440 5650 - Capital Project 567,013 392,000 400,000 TOTAL MEASURE 11990-2010 $ 567,593 $ 392,490 $ 400,440 177 -MEASURE 12010-2040 5000 - Regular Salaries $ 171,149 $ 165,950 $ 180,950 5005 - Overtime Salaries 44 0 9,900 Fringe Benefits 79,151 77,550 84,600 5300 - Contract Services 907,213 1,043,050 954,450 5501 - Admin./General Overhead 34,560 24,410 30,110 5650 - Capital Project 942,286 3,549,500 4,070,000 5720 - Misc Contributions to City 57,170 57,170 33,740 TOTAL MEASURE 12010-2040 $ 2,191,573 $ 4,917,630 $ 5,363,750 182 -AB 2928 TRAFFIC CONGEST RELIEF 5501 - Admin./General Overhead $ 90 $ 80 $ 80 TOTAL AB 2928 TRAFFIC CONGEST RELIEF $ 90 $ 80 $ 80 186 -FOOTHILL BLVD MAINTENANCE 5501 - Admin./General Overhead $ 1,770 $ 20 $ 0 TOTAL FOOTHILL BLVD MAINTENANCE $ 1,770 $ 20 $ 0 1884NTEGRATED WASTE MANAGEMENT 5000 - Regular Salaries $ 553,615 $ - 574,840 $ 615,890 5005 - Overtime Salaries 41,976 50,000 50,000 5010 - Part Time Salaries 14,103 13,880 13,880 Fringe Benefits 252,181 265,860 283,280- 5100 - Travel and Meetings 437 1,500 1,500 5102 - Training 185 500 500 5105 - Mileage 0 100 100 5150 - Office Supplies & Equipment 1,628 2,000 2,000 Fiscal Year 2016/17 Adopted Budget Page 149 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 5152 - Computer Software 271 0 0 5160 - Membership Dues 400• 920 920 5200 - Operations & Maintenance 32,009 25,500 25,500 5204 - O & M/Facilities 28 1,000 1,000 5215 - O & M/Computer Equipment 0 0 1,460 5220 - Cellular Technology 0 0 960 5300 - Contract Services 134,025 242,000 141,860 5304 - Contract Serv/Facilities 1,301 3,000 2,000 5501 - Admin./General Overhead 97,670 137,350 132,220 5650 - Capital Project 2,180 0 0 9001 - Transfer Out -General Fund 0 0 350,170 TOTAL INTEGRATED WASTE MANAGEMENT $ 1,132,009 $ 1,318,450 $ 1,623,240 190 -PROP 42 -TRAFFIC CONGESTION MIT 5501 - Admin./General Overhead $ 450 $ 190 $ 250 TOTAL PROP 42 -TRAFFIC CONGESTION MIT $ 450 $ 190 $ 250 194 -PROPOSITION 111 STATE FUNDING 5501 - Admin./General Overhead $ 70 $ 70 $ 60 TOTAL PROPOSITION 1B STATE FUNDING $ 70 $ 70 $ 60 195 -STATE ASSET SEIZURE 5200 - Operations & Maintenance $ 21,409 $ 0 $ 0 5300 - Contract Services 26,461 0 0 5501 - Admin./General Overhead 500 490 800 5603 - Capital Outlay -Equipment 13,780 198,000 0 5606 - Capital Outlay-Furn/Fixtures 0 0 64,520 TOTAL STATE ASSET SEIZURE $ 62,150 $ 198,490 $ 65,320 196 -CA ASSET SEIZURE 15% 5501 - Admin./General Overhead $ 30 $ 30 $ 20 TOTAL CA ASSET SEIZURE 15% $ 30 $ 30 $ 20 197 -FEDERAL ASSET SEIZURE 5501 - Admin./General Overhead $ 220 $ 40 $ 30 5603 - Capital Outlay -Equipment 0 110,000 0 TOTAL FEDERAL ASSET SEIZURE $ 220 $ 110,040 $ 30 198 -CITYWIDE INFRASTRUCTURE IMPRV 5200 - Operations & Maintenance $ 9,988 $ 12,500 $ 12,500 5300 - Contract Services 0 25,000 25,000 5501 - Admin./General Overhead 1,800 2,440 5,720 5650 - Capital Project 600,898 2,812,000 10,170,000 Fiscal Year 2016/17 Adopted Budget Page iso City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 5720 - Misc Contributions to City 24,390 24,390 33,360 TOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 637,076 $ 2,876,330 $ 10,246,580 204 -COMMUNITY DEVELOPMENT BLK GRNT 5000 - Regular Salaries $ 260,050 $ 272,690 $ 272,500 5010 - Part Time Salaries 7,773 6,890 6,890 Fringe Benefits 118,905 126,960 127,210 5501 - Admin./General Overhead 36,050 27,320 32,840 5650 - Capital Project 323,538 1,344,500 1,462,380 TOTAL COMMUNITY DEVELOPMENT BLK GRNT $ 746,316 $ 1,778,360 $ 1,901,820 209 -FEDERAL SAFETEA-LU 5650 - Capital Project $ 0 $ 3,951,810 $ 5,091,000 TOTAL FEDERAL SAFETEA-LU $ 0 $ 3,951,810 $ 5,091,000 211 -PROP 1B - SLPP 5650 - Capital Project $ 0 $ 1,000,000 $ 19,920 TOTAL PROP 1B - SLPP $ 0 $ 1,000,000 $ 19,920 214 -PEDESTRIAN GRANT/ART 3 5501 - Admin./General Overhead $ 0 $ 20 $ 340 5650 - Capital Project 164,688 0 46,600 TOTAL PEDESTRIAN GRANT/ART 3 $ 164,688 $ 20 $ 46,940 218 -PUBLIC RESRCE GRNTS/HEALTHY RC 5000 - Regular Salaries $ 47,379 $ 0 $ 0 5010 - Part Time Salaries 43,106 0 34,490 Fringe Benefits 22,673 0 500 5100 - Travel and Meetings 3,623 0 0 5200 - Operations & Maintenance 72,655 9,730 14,740 5300 - Contract Services 149,645 0 0 5501 - Admin./General Overhead 5,560 14,550 0 TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 344,641 $ 24,280 $ 49,730 225 -CA RECYC/LITTER REDUCTION GRNT 5005 - Overtime Salaries $ 2,174 $ 3,400 $ 3,400 5100 - Travel and Meetings 1,593 1,600 1,600 5102 - Training 1,098 1,200 1,200 5200 - Operations & Maintenance 32,526 26,000 50,000 5300 - Contract Services 12,100 12,100 12,140 5501 - Admin./General Overhead 330 360 570 TOTAL CA RECYC/LITTER REDUCTION GRNT $ 49,821 $ 44,660 $ 68,910 Page 151 Fiscal Year 2016/17 Adopted Budget City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 226 -USED OIL RECYCLING GRANT 5200 - Operations & Maintenance 5999 - Prior Period Adjustment TOTAL USED OIL RECYCLING GRANT 227 -USED OIL RECYCLING PROGRAM 5005 - Overtime Salaries Fringe Benefits 5100 - Travel and Meetings 5102 - Training 5200 - Operations & Maintenance 5501 - Admin./General Overhead 5999 - Prior Period Adjustment TOTAL USED OIL RECYCLING PROGRAM 234 -SAFE ROUTES TO SCHOOL PROGRAM 5000 - Regular Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead TOTAL SAFE ROUTES TO SCHOOL PROGRAM 235 -PROP 84 PARK BOND ACT 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead 5650 - Capital Project TOTAL PROP 84 PARK BOND ACT 250 -RECREATION SERVICES 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5150 - Office Supplies & Equipment 5152 - Computer Software 5200 - Operations & Maintenance 5207 - O & M/Capital Supplies 5215 - O & M/Computer Equipment 5300 - Contract Services 5501 - Admin./General Overhead 5603 - Capital Outlay -Equipment 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget $ 0 $ 0 $ 15,240 49,260 0 0 $ 49,260 $ 0 $ 15,240 $ 17,185 $ 15,000 $ 15,000 20 0 0 707 1,300 1,300 700 700 700 33,031 30,440 35,440 350 370 610 (49,260) 0 0 $ 2,733 $ 47,810 $ 53,050 $ 62,037 $ 0 $ 0 0 40,100 0 28,854 4,410 0 41,960 44,350 37,400 12,438 29,340 20,000 15,860 14,460 0 $ 161,149 $ 132,660 $ 57,400 $ 1,212 $ 3,000 $ 3,000 15,779 2,000 2,000 0 0 320 177,067 3,539,360 0 $ 194,058 $ 3,544,360 $ 5,320 $ 519,358 $ 599,830 $ 556,920 495 1,000 1,000 1,272,488 1,532,920 1,273,210 315,794 383,340 351,740 5,110 5,450 5,270 462 0 0 419,212 481,600 327,940 0 0 33,500 784 0 0 1,408,959 1,516,270 718,360 41,010 41,010 41,010 0 45,000 0 Fiscal Year 2016/17 Adopted Budget Page 152 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 5650 - Capital Project 0 0 250,000 TOTAL RECREATION SERVICES $ 3,983,672 $ 4,606,420 $ 3,558,950 255 -VG CULTURAL CENTER 5000 - Regular Salaries $ 0 $ 0 $ 70,780 5010 - Part Time Salaries 0 0 293,880 Fringe Benefits 0 0 49,650 5150 - Office Supplies & Equipment 0 0 500 5200 - Operations & Maintenance 0 0 117,500 5300 - Contract Services 0 0 792,900 TOTAL VG CULTURAL CENTER $ 0 $ 0 $ 1,325,210 258 -SENIOR OUTREACH GRANT 5300 - Contract Services $ 6,920 $ 0 $ 0 5501 - Admin./General Overhead 90 0 0 TOTAL SENIOR OUTREACH GRANT $ 7,010 $ 0 $ 0 290 -LIBRARY FUND 5000 - Regular Salaries $ 1,414,508 $ 1,609,630 $ 1,626,480 5005 - Overtime Salaries 760 0 0 5010 - Part Time Salaries 683,980 839,100 866,140 Fringe Benefits 718,741 829,750 846,670 5100 - Travel and Meetings 16,499 24,700 28,350 5102 - Training 529 2,000 2,000 5105 - Mileage 617 1,900 2,100 5150 - Office Supplies & Equipment 22,984 22,550 22,550 5152 - Computer Software 2,361 6,430 5,800 5160 - Membership Dues 4,296 6,200 6,380 5200 - Operations & Maintenance 525,378 697,210 724,940 5207 - O & M/Capital Supplies 21,346 10,000 30,000 5215 - O & M/Computer Equipment 0 3,380 1,510 5220 - Cellular Technology 1,189 1,610 1,010 5300 - Contract Services 210,126 266,510 309,460 5400 - Telephone Utilities 10,410 10,500 10,500 5402 - Water Utilities 5,225 5,040 5,040 5403 - Electric Utilities 68,877 70,050 70,050 5501 - Admin./General Overhead 70,910 70,910 78,000 5605 - Capital Outlay -Computer Equip 0 5,000 0 5606 - Capital Outlay-Furn/Fixtures 0 0 82,030 5703 - Capital Lease Payment 10,142 10,710 11,720 9329 - Transfer Out -Library Cap Fund 2,600,000 0 0 TOTAL LIBRARY FUND $ 6,388,878 $ 4,493,180 $ 4,730,730 291 -CA STATE LIBRARY 5010 - Part Time Salaries $ 1,703 $ 0 $ 0 Fiscal Year 2o16/17 Adopted Budget Page 153 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget Fringe Benefits 5100 - Travel and Meetings 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead 5606 - Capital Outlay-Fum/Fixtures 5720 - Misc Contributions to City TOTAL CA STATE LIBRARY 292 -STAFF INNOVATION FD (CA ST LB) 5010 - Part Time Salaries Fringe Benefits 5100 - Travel and Meetings 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead TOTAL STAFF INNOVATION FD (CA ST LB) 301 -THE BIG READ LIBRARY GRANT 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead TOTAL THE BIG READ LIBRARY GRANT 329 -LIBRARY CAPITAL FUND 5501 - Admin./General Overhead 5602 - Capital Outlay -Bldg & Imprvmnt 5603 - Capital Outlay -Equipment 5606 - Capital Outlay-Furn/Fixtures 5650 - Capital Project TOTAL LIBRARY CAPITAL FUND 354 -COP'S PROGRAM GRANT -STATE 5207 - O & M/Capital Supplies 5215 - O & M/Computer Equipment 5300 - Contract Services 5501 - Admin./General Overhead 5603 - Capital Outlay -Equipment TOTAL COP'S PROGRAM GRANT -STATE 361 -JUSTICE ASSISTANCE GRANT(JAG) 5300 - Contract Services 5501 - Admin./General Overhead 231 0 0 78 5,000 0 13,487 10,000 0 22,263 10,000 0 1,240 860 580 5,383 0 0 $ 66,385 $ 25,860 $ 580 $ 26,686 $ 15,000 $ 15,000 387 1,230 1,410 48,666 25,000 5,000 94,763 10,000 15,000 4,296 10,000 5,000 1,960 1,240 2,480 $ 176,758 $ 62,470 $ 43,890 $ 6,757 $ 9,400 $ 10,000 13,243 20,600 9,470 80 670 530 $ 20,080 $ 30,670 $ 20,000 $ 0 $ 270 $ 980 0 5,000 0 0 0 16,040 0 0 205,000 156,259 2,500,000 73,960 $ 156,259 $ 2,505,270 $ 295,980 $ 8,009 $ 0 $ 0 0 0 16,000 99,397 240,000 240,000 1,470 2,060 14,900 198,682 0 0 $ 307,558 $ 242,060 $ 270,900 $ 15,474 $ 0 $ 0 110 40 0 Fiscal Year 2016/17 Adopted Budget Page 154 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/ 15 Adopted Adopted Actual Budget Budget TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 15,584 $ 40 $ 0 374 -COPS HIRING PROGRAM GRANT 5300 - Contract Services $ 156,680 $ 162,410 $ 502,580 5501 - Admin./General Overhead 820 1,500 0 TOTAL COPS HIRING PROGRAM GRANT $ 157,500 $ 163,910 $ 502,580 380 -HOMELAND SECURITY GRANT -FIRE 5000 - Regular Salaries $ 17,396 $ 0 $ 0 Fringe Benefits 8,091 0 0 5093 - Other Funds -Salary Reimbursmnt (1,560) 0 0 5152 - Computer Software 21,100 0 0 5300 - Contract Services 1,625 0 0 5501 - Admin./General Overhead 470 570 0 5606 - Capital Outlay-Furn/Fixtures 0 0 32,280 5723 - Misc Contributions to Fire 0 35,000 0 TOTAL HOMELAND SECURITY GRANT -FIRE $ 47,122 $ 35,570 $ 32,280 381 -HOMELAND SECURITY GRANT -POLICE 5200 - Operations & Maintenance $ 9,100 $ 0 $ 0 5501 - Admin./General Overhead 20 0 0 TOTAL HOMELAND SECURITY GRANT -POLICE $ 9,120 $ 0 $ 0 383 -EMERGENCY MGMT PERFORMNCE GRNT 5723 - Misc Contributions to Fire $ 0 $ 0 $ 33,450 TOTAL EMERGENCY MGMT PERFORMNCE GRNT $ 0 $ 0 $ 33,450 396 -HOUSING SUCCESSOR AGENCY 5200 - Operations & Maintenance $ 15 $ 80 $ 450 5245 - Subsidies To Low/Mod Housing 106,503 105,600 80,400 5300 - Contract Services 5,000 0 0 5600 - Capital Outlay -Land 2,392,913 0 0 5620 - Project Improvement Costs 0 2,010,000 6,960,910 5699 - Capital Proj Contra Acct (FS) (2,392,913) 0 0 5720 - Misc Contributions to City 0 200,000 200,000 TOTAL HOUSING SUCCESSOR AGENCY $ 111,518 $ 2,315,680 $ 7,241,760 602 -AD 84-1 DAY CREEK/MELLO 5501 - Admin./General Overhead $ 2,420 $ 3,490 $ 290 TOTAL AD 84-1 DAY CREEKIMELLO $ 2,420 $ 3,490 $ 290 610 -CFD 2000-03 RANCHO SUMMIT 9858 - Transfer out to Fund 858 $ 19,087 $ 0 $ 0 Fiscal Year 2o16/17 Adopted Budget Page 155 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget TOTAL CFD 2000-03 RANCHO SUMMIT $ 19,087 $ 0 $ 0 612 -CFD 2001-01 5501 - Admin./General Overhead $ 140 $ 130 $ 130 TOTAL CFD 2001-01 $ 140 $ 130 $ 130 615 -CFD 2003-01 CULTURAL CENTER 5650 - Capital Project $ 0 $ 5,000 $ 0 TOTAL CFD 2003-01 CULTURAL CENTER $ 0 $ 5,000 $ 0 617 -CFD 2004-01 RANCHO ETIWANDA ES 5710 - Bond Issuance Costs $ 3,000 $ 0 $ 0 5725 - Other Expenditures 96,971 0 0 TOTAL CFD 2004-01 RANCHO ETIWANDA ES $ 99,971 $ 0 $ 0 680 -CFD 2006-01 VINTNER'S GROVE 5650 - Capital Project $ 0 $ 100,000 $ 100,000 TOTAL CFD 2006-01 VINTNER'S GROVE $ 0 $ 100,000 $ 100,000 700 -SPORTS COMPLEX 5000 - Regular Salaries $ 680,192 $ 846,590 $ 860,540 5005 - Overtime Salaries 7,338 37,280 37,280 5010 - Part Time Salaries 241,748 297,720 275,130 Fringe Benefits 337,652 434,650 441,820 5150 - Office Supplies & Equipment 603 600 300 5200 - Operations & Maintenance 143 100,100 96,600 5203 - O & M/Complex Maintenance 82,838 0 0 5204 - O & M/Facilities 50,333 56,300 52,760 5206 - O & M/Recreation Programs 33,109 8,780 0 5250 - Vehicle Operations & Maint. 0 1,500 1,500 5252 - Emergency Equipment & Veh Rntl 1,913 9,500 9,500 5280 - Equip Operations & Maint 14,410 16,000 16,000 5299 - Depreciation Expense 432,323 0 0 5300 - Contract Services 45,608 107,280 94,740 5302 - Contract Serv/Complex Maint. 34,527 0 0 5304 - Contract Serv/Facilities 144,725 170,870 177,910 5305 - Contract Serv/Recreation Prgs 69,918 17,660 0 5400 - Telephone Utilities 2,959 4,140 3,780 5401 - Gas Utilities 8,416 9,930 9,930 5402 - Water Utilities 97,771 121,250 116,750 5403 - Electric Utilities 263,431 327,160 327,160 5501 - Admin./General Overhead 25,000 25,000 25,000 5607 - Cap Outlay-Impry Oth Than Bldg 0 100,000 75,000 5700 - Interest Expense 0 0 31,370 Fiscal Year 2016/17 Adopted Budget Page 156 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget TOTAL SPORTS COMPLEX 702 -REGIS CONNECT 5100 - Travel and Meetings 5102 - Training 5152 - Computer Software 5200 - Operations & Maintenance 5215 - O & M/Computer Equipment 5220 - Cellular Technology 5300 - Contract Services 5501 - Admin./General Overhead 5720 - Misc Contributions to City TOTAL REGIS CONNECT 705 -MUNICIPAL UTILITY 5000 - Regular Salaries 5010 - Part Time Salaries Fringe Benefits 5100 - Travel and Meetings 5102 - Training 5105 - Mileage 5150 - Office Supplies & Equipment 5152 - Computer Software 5160 - Membership Dues 5161 - Publications & Subscriptions 5209 - O & M/Electric Utility 5299 - Depreciation Expense 5309 - Contract Srvc/Electric Utility 5312 - Legal Services 5400 - Telephone Utilities 5501 - Admin./General Overhead 5603 - Capital Outlay -Equipment 5650 - Capital Project 5699 - Capital Proj Contra Acct (FS) 5720 - Misc Contributions to City 5899 - Clearing Acct -Electric Utility 5900 - Bad Debt Expense -Electric Util 9001 - Transfer Out -General Fund I ITo711n Au 1i1►1 [y 1771111!_M_I_" M_M'1 706 -UTILITY PUBLIC BENEFIT FUND 5000 - Regular Salaries Fringe Benefits 5160 - Membership Dues 5161 - Publications & Subscriptions 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget $ 2,574,957 $2,692,31U $ 2,653,U"/U $ 16,393 $ 13,000 $ 13,000 0 0 9,000 0 6,000 6,000 2,039 800 3,900 0 0 4,200 350 610 0 1,631 1,710 1,260 140 120 1,100 36,450 50,000 127,620 $ 57,003 $ 72,240 $ 166,080 $ 219,016 $ 225,370 $ 236,580 25,945 30,820 65,120 104,379 109,320 115,460 2,179 5,250 5,250 4,597 42,000 42,000 130 0 0 885 1,000 1,000 26,417 0 0 11,992 15,250 16,780 1,420 1,420 1,620 5,752,364 6,662,300 6,612,300 730,960 0 0 779,185 820,000 806,350 32,502 40,000 40,000 7,218 7,500 7,500 142,880 153,930 151,880 19,262 85,000 85,000 1,537,050 836,000 941,500 (1,575,353) 0 0 37,760 37,760 37,760 (1,100) 0 0 (1,631) 0 0 1,185,360 1,255,350 1,207,090 $ 9,043,417 $ 10,328,270 $ 10,373,190 $ 99,920 $ 101,750 $ 101,970 45,777 47,120 47,220 1,082 2,030 2,090 0 200 200 Fiscal Year 2oi6/17 Adopted Budget Page 157 City of Rancho Cucamonga $ 4,900 $ 5,000 $ 0 5152 - Computer Software 65,526 Expenditure Detail 259,490 5200 - Operations & Maintenance 23,311 52,040 10,640 All Funds 9,279 32,370 54,750 5299 - Depreciation Expense 576,016 Fiscal Year 2016/17 Adopted Budget 0 5300 - Contract Services 252,898 357,940 47,700 5501 - Admin./General Overhead 10,590 2015/16 19,110 2016/17 248,708 2014/15 340,230 Adopted (235,096) Adopted 0 Actual 9,451 Budget 3,320 Budget 5209 - O & M/Electric Utility 317,322 62,160 290,000 51,047 290,000 5300 - Contract Services 13,905 (18,305) 100,000 0 100,000 5501 - Admin./General Overhead 12,890 1,221,500 12,530 12,370 TOTAL UTILITY PUBLIC BENEFIT FUND $ 490,896 $ 553,630 $ 553,850 708-RCMU CAPITAL REPLACEMENT FUND 0 0 Fringe Benefits 14,352 15,040 5501 - Admin./General Overhead $ 0 $ 0 $ 930 TOTAL RCMU CAPITAL REPLACEMENT FUND $ 0 $ 0 $ 930 712-EOUIPNEHICLE REPLACEMENT 5152 - Computer Software $ 11,512 $ 0 $ 0 5200 - Operations & Maintenance 46,033 218,350 198,850 5204 - O & M/Facilities 8,846 0 0 5207 - O & M/Capital Supplies 33,771 25,000 25,000 5299 - Depreciation Expense 470,975 0 0 5300 - Contract Services 94,147 65,800 95,510 5304 - Contract Sery/Facilities 5,130 0 0 5501 - Admin./General Overhead 3,530 3,710 16,170 5603 - Capital Outlay -Equipment 334,735 972,730 968,930 5604 - Capital Outlay -Vehicles 126,583 572,000 60,000 5650 - Capital Project 204,662 0 750,000 5699 - Capital Proj Contra Acct (FS) (634,307) 0 0 5703 - Capital Lease Payment 6,639 70,700 69,480 TOTAL EQUIPNEHICLE REPLACEMENT $ 712,256 $ 1,928,290 $ 2,183,940 714 -COMP EOUH'/TECH REPLCMENT FUND 5102 - Training $ 4,900 $ 5,000 $ 0 5152 - Computer Software 65,526 514,310 259,490 5200 - Operations & Maintenance 23,311 52,040 10,640 5215 - O & M/Computer Equipment 9,279 32,370 54,750 5299 - Depreciation Expense 576,016 0 0 5300 - Contract Services 252,898 357,940 47,700 5501 - Admin./General Overhead 10,590 4,490 19,110 5605 - Capital Outlay -Computer Equip 248,708 759,610 340,230 5699 - Capital Proj Contra Acct (FS) (235,096) 0 0 5700 - Interest Expense 9,451 6,470 3,320 5701 - Principal Repayments 0 59,010 62,160 5703 - Capital Lease Payment 51,047 424,100 424,100 5999 - Prior Period Adjustment (18,305) 0 0 TOTAL COMP EQUIP/TECH REPLCMENT FUND $ 998,325 $ 2,215,340 $ 1,221,500 838 -AD 91-2 REDEMPTION -DAY CANYON 5000 - Regular Salaries $ 31,577 $ 32,730 $ 33,350 5005 - Overtime Salaries 31 0 0 Fringe Benefits 14,352 15,040 15,340 Fiscal Year 2016/17 Adopted Budget Page 158 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5500 - Assessment Administration 5501 - Admin./General Overhead TOTAL AD 91-2 REDEMPTION -DAY CANYON 847 -PD 85 CAPITAL REPLACEMENT FUND 5200 - Operations & Maintenance TOTAL PD 85 CAPITAL REPLACEMENT FUND 848 -PD 85 REDEMPTION FUND 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5204 - O & M/Facilities 5252 - Emergency Equipment & Veh Rntl 5280 - Equip Operations & Maint 5300 - Contract Services 5304 - Contract Serv/Facilities 5310 - Tree Maintenance 5400 - Telephone Utilities 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead 9847 - Transfer Out -Fund 847 TOTAL PD 85 REDEMPTION FUND 868 -CFD 2000-03 PARK MAINTENANCE 5000 - Regular Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5204 - O & M/Facilities 5300 - Contract Services 5400 - Telephone Utilities 5402 - Water Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead 9137 - Transfer Out -Fund 137 TOTAL CFD 2000-03 PARK MAINTENANCE TOTAL CITY OF RANCHO CUCAMONGA 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 1,930 1,930 1,930 4,600 5,360 5,610 Fiscal Year 2016/17 Adopted Budget Page 159 D:),vov a Jo,zw $ 0 $ 0 $ 40,000 $ 0 $ 0 $ 40,000 $ 358,251 $ 326,720 $ 139,860 3,216 3,680 3,680 10,862 0 0 166,251 153,270 65,430 48,031 74,310 103,910 2,417 2,500 0 0 0 3,000 2,780 8,000 8,000 107,093 849590 243,790 0 0 4,700 9,787 18,200 189200 7,945 89450 9,570 120,852 215,590 148,690 94,998 103,910 123,860 153,430 153,430 153,430 115,780 115,780 64,370 0 0 116,800 $ 1,201,693 $ 19268,430 $ 1,207,290 $ 158,355 $ 129,120 $ 130,430 3;025 8,890 8,890 73,821 62,010 62,680 26,851 25,000 25,000 3,881 4,000 1,000 409295 46,920 50,210 1,136 1,140 1,460 82,906 139,870 99,670 3,001 3,030 3,900 1,980 1,980 1,980 56,010 599010 56,950 50,000 50,000 50,000 $ 501,261 $ 530,970 $ 492,170 e 1AS Qzn')A1 It 1r2 Ant )rn (Z IR) 2A1 IRO Fiscal Year 2016/17 Adopted Budget Page 159 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget R.C. FIRE PROTECTION DISTRICT 281 -FIRE FUND 5000 - Regular Salaries $ 7,586,653 $ 12,127,240 $ 12,518,620 5005 - Overtime Salaries 2,395,641 3,877,960 3,928,780 5010 - Part Time Salaries 80,108 144,160 179,960 Fringe Benefits 5,497,446 8,205,540 8,545,700 5060 - Tuition Reimbursement 854 10,000 10,000 5082 - Reimb Personnel from CFD 85-1 0 (4,716,390) (4,922,750) 5083 - Reimb Personnel from CFD 88-1 0 (1,946,040) (1,975,020) 5093 - Other Funds -Salary Reimbursmnt 0 (35,000) (33,450) 5100 - Travel and Meetings 19,958 33,790 29,990 5102 - Training 92,864 146,770 146,270 5105 - Mileage 187 0 450 5150 - Office Supplies & Equipment 16,358 33,940 33,380 5151 - Postage 290 800 800 5152 - Computer Software 60 0 840 5155 - Public Relations/Educ Material 23,971 34,000 36,750 5160 - Membership Dues 4,206 6,590 8,690 5161 - Publications & Subscriptions 1,266 4,850 7,390 5165 - Licenses, Permits & Fees 5,330 9,540 9,770 5200 - Operations & Maintenance 239,975 322,860 327,340 5220 - Cellular Technology 34,450 36,540 40,300 5250 - Vehicle Operations & Maint. 131,231 139,860 139,860 5255 - Gasoline 30,922 35,770 35,770 5256 - Diesel Fuel 70,283 91,480 91,480 5280 - Equip Operations & Maint 23,653 26,100 26,100 5285 - Safety Gear & Equipment 59,859 75,990 75,690 5290 - Specialized Tools & Equipment 25,132 33,220 37,870 5291 - Equipment Supplies & Repairs 21,409 29,700 30,450 5300 - Contract Services 653,134 849,830 993,320 5312 - Legal Services 36,352 50,000 50,000 5320 - Hazardous Waste Removal 1,429 2,500 2,500 5321 - Fire Incident Costs 1,623 2,500 2,500 5400 - Telephone Utilities 29,914 35,540 33,170 5401 - Gas Utilities 6,014 9,660 8,890 5402 - Water Utilities 14,927 20,670 19,730 5403 - Electric Utilities 75,459 100,250 83,210 5416 - General Liability Insurance 51,026 1003250 243,380 5500 - Assessment Administration 0 0 22,200 5501 - Admin./General Overhead 1,932,800 2,053,220 2,189,380 5510 - Property Tax Admin. Fee 160,899 156,840 175,190 5700 - Interest Expense 173,927 145,560 115,100 5701 - Principal Repayments 626,042 654,420 684,870 5703 - Capital Lease Payment 3,260 4,600 5,490 5704 - Long Term Debt Repymt Contra (626,042) 0 0 5720 - Misc Contributions to City 225,670 290,180 332,750 Fiscal Year 2oi6/17 Adopted Budget Page 16o City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5999 - Prior Period Adjustment 9283 - Transfer Out -CFD 88-1 TOTAL FIRE FUND 282 -COMMUNITY FACILITIES DIST 85-1 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5081 - Reimb Personnel to Fire Fund 5100 - Travel and Meetings 5150 - Office Supplies & Equipment 5160 - Membership Dues 5161 - Publications & Subscriptions 5165 - Licenses, Permits & Fees 5200 - Operations & Maintenance 5250 - Vehicle Operations & Maint. 5255 - Gasoline 5256 - Diesel Fuel 5280 - Equip Operations & Maint 5285 - Safety Gear & Equipment 5290 - Specialized Tools & Equipment 5300 - Contract Services 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5416 - General Liability Insurance 5501 - Admin./General Overhead 5720 - Misc Contributions to City 5999 - Prior Period Adjustment TOTAL COMMUNITY FACILITIES DIST 85-1 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 352 0 0 620,736 1,009,850 953,800 $ 20,349,628 $ 24,215,140 $ 25,246,510 $ 3,040,617 $ 0 $ 0 952,726 0 0 33,701 0 0 1,879,757 0 0 0 4,716,390 4,922,750 889 1,120 1,120 6,838 420 140 0 140 80 0 220 220 3,098 5,490 5,500 45,885 20,970 20,970 63,817 69,940 69,940 12,984 17,160 17,160 34,281 50,060 50,060 6,350 6,000 6,000 11,381 15,640 15,640 3,091 3,130 3,130 350,553 363,080 367,300 15,617 17,850 18,920 3,892 6,120 61220 14,327 20,530 13,020 50,197 65,140 55,350 40,820 1,010 2,370 338,600 243,050 231,270 45,440 0 0 (238) 0 0 $ 6,954,623 $ 5,623,460 $ 5,807,160 283 -COMMUNITY FACILITIES DIST 88-1 5000 - Regular Salaries $ 884,414 $ 0 $ 0 5005 - Overtime Salaries 369,182 0 0 Fringe Benefits 626,911 0 0 5081 - Reimb Personnel to Fire Fund 0 1,946,040 1,975,020 5150 - Office Supplies & Equipment 3,051 0 0 5165 - Licenses, Permits & Fees 1,239 1,920 11920 5200 - Operations & Maintenance 13,632 4,000 4,000 5300 - Contract Services 98,276 82,130 80,240 5400 - Telephone Utilities 9,944 10,330 11,190 5401 - Gas Utilities 1,706 1,840 1,880 5402 - Water Utilities 4,658 5,100 4,850 5403 - Electric Utilities 12,667 16,610 13,970 Fiscal Year 2016/17 Adopted Budget Page 161 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2016/17 Adopted Budget 5416 - General Liability Insurance 5501 - Admin./General Overhead 5720 - Misc Contributions to City TOTAL COMMUNITY FACILITIES DIST 88-1 285 -FIRE TECHNOLOGY FEE FUND 5501 - Admin./General Overhead 5999 - Prior Period Adjustment TOTAL FIRE TECHNOLOGY FEE FUND 288 -FIRE PROTECTION CAPITAL FUND 5152 - Computer Software 5200 - Operations & Maintenance 5207 - O & M/Capital Supplies 5215 - O & M/Computer Equipment 5240 - Operation of Acquired Property 5250 - Vehicle Operations & Maint. 5280 - Equip Operations & Maint 5285 - Safety Gear & Equipment 5290 - Specialized Tools & Equipment 5291 - Equipment Supplies & Repairs 5300 - Contract Services 5312 - Legal Services 5501 - Admin./General Overhead 5600 - Capital Outlay -Land 5602 - Capital Outlay -Bldg & Imprvmnt 5603 - Capital Outlay -Equipment 5604 - Capital Outlay -Vehicles 5605 - Capital Outlay -Computer Equip 5606 - Capital Outlay-Furn/Fixtures 5607 - Cap Outlay-Impry Oth Than Bldg 5650 - Capital Project 5720 - Misc Contributions to City 5999 - Prior Period Adjustment TOTAL FIRE PROTECTION CAPITAL FUND TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS 2015/16 2014/15 Adopted Actual Budget 2016/17 Adopted Budget 10,205 0 0 107,150 141,880 96,020 21,940 0 0 $ 2,164,975 $ 2,209,850 $ 2,189,090 $ 0 $ 0 $ 360 2 0 0 $ 2 $ 0 $ 360 $ 10,366 $ 0 $ 38,220 490,421 226,500 203,000 182,555 47,000 139,000 56,312 8,000 63,000 0 5,000 5,000 (75,768) 50,000 50,000 2,268 48,000 98,000 16,497 16,000 76,000 7,075 425,200 6,500 15,009 17,000 11,300 75,327 109,250 92,500 10,000 10,000 200,000 18,530 17,950 38,250 0 2,200,000 0 903,078 671,000 525,000 191,289 130,000 750,000 64,163 920,150 835,000 0 100,000 0 7,721 0 250,000 0 0 400,000 3,301,017 21,225,000 21,182,350 0 10,000 0 (116) 0 0 $ 5,275,744 $ 26,236,050 $ 24,963,120 $ 34,744,972 $ 58,284,500 $ 58,206,240 $ 180,675,233 $ 221,887,760 $ 240,547,520 Fiscal Year 2016/17 Adopted Budget Page 162 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2016/17 Adopted Budget TOTAL GENERAL FUND OTHER GENERAL FUNDS 2015/16 Adopted Budget 4,515,250 176,070 129,070 936,520 1,960 3,038,880 482,910 395,010 222,700 266,480 307,930 1,390,280 1,204,590 347,540 2,240,470 541,180 332,500 211,590 12,130 336,790 732,940 1,932,380 287,220 749,610 417,250 829,240 271,030 3,687,180 2,262,310 20,980 1,046,780 2,838,170 2,93 8,180 0 785,220 4,947,200 5,790 33,432,190 2016/17 Adopted 5,517,020 165,330 128,160 919,890 1,940 3,155,980 490,530 432,990 231,540 274,070 336,250 1,156,970 1,413,300 0 3,266,360 587,890 326,850 239,950 12,150 260,000 737,080 2,019,300 316,380 865,770 420,020 442,400 223,120 3,714,280 1,862,160 22,080 960,260 2,798,310 2,882,570 0 634,300 5,020,190 4,830 35,610,630 $ 73,552,070 $ 74,273,520 $ 77,450,850 003 - REIMB ST/COUNTY PARKING CIT 2014/15 Actual CITY OF RANCHO CUCAMONGA 88,390 GENERAL FUND 219,073 DIVISION 230,190 001 - NON -DEPARTMENTAL GENERAL $ 13,791,480 002 - NON -DEPARTMENTAL PERSONNEL 51,563 101 - CITY COUNCIL 112,003 102 - CITY MANAGEMENT 882,635 103 - CITY CLERK 2,033 104 - ANIMAL CARE AND SERVICES 2,745,904 106 - RECORDS MANAGEMENT 343,708 107 - HEALTHY RC PROGRAM 187,144 108 - COMMUNICATIONS 0 201 - ADMIN SRVCS-ADMINISTRATION 229,263 204 - BUSINESS LICENSES 265,207 205 - CITY FACILITIES 1,100,534 206 - FINANCE 955,353 207 - GEOGRAPHIC INFORMATION SYSTEMS 348,482 209 - INNOVATION & TECHNOLOGY SRVCS 1,590,630 210 - PERSONNEL 481,126 211 - PURCHASING 165,331 212 - RISK MANAGEMENT 158,051 213 - TREASURY MANAGEMENT 11,343 217 - CITY TELECOMMUNICATIONS 292,118 301 - ECONOMIC AND COMMUNITY DVLPMNT 472,043 302 - BUILDING AND SAFETY 1,700,884 303 - ENGINEERING - ADMINISTRATION 275,569 305 - ENGINEERING - DEVELOPMENT MGT 622,810 306 - ENGINEERING - NPDES 359,044 307 - ENGINEERING - PROJECT MGT 403,576 308 - ENGINEERING - TRAFFIC MGT 112,344 312 - FACILITIES MAINTENANCE 3,135,942 314 - PLANNING 1,455,615 315 - PLANNING COMMISSION 15,775 317 - VEHICLE AND EQUIP. MAINT. 880,900 318 - STREET MAINTENANCE 2,331,904 319 - PARK MAINTENANCE 2,294,878 320 - METROLINK STATION MAINTENANCE 45,195 322 - COMMUNITY IMPROVEMENT 439,041 401 - COMMUNITY SRVCS-ADMINISTRATION 4,209,732 420 - PARK AND RECREATION COMMISSION 2,623 701 - POLICE -ADMINISTRATION 31,080,287 TOTAL GENERAL FUND OTHER GENERAL FUNDS 2015/16 Adopted Budget 4,515,250 176,070 129,070 936,520 1,960 3,038,880 482,910 395,010 222,700 266,480 307,930 1,390,280 1,204,590 347,540 2,240,470 541,180 332,500 211,590 12,130 336,790 732,940 1,932,380 287,220 749,610 417,250 829,240 271,030 3,687,180 2,262,310 20,980 1,046,780 2,838,170 2,93 8,180 0 785,220 4,947,200 5,790 33,432,190 2016/17 Adopted 5,517,020 165,330 128,160 919,890 1,940 3,155,980 490,530 432,990 231,540 274,070 336,250 1,156,970 1,413,300 0 3,266,360 587,890 326,850 239,950 12,150 260,000 737,080 2,019,300 316,380 865,770 420,020 442,400 223,120 3,714,280 1,862,160 22,080 960,260 2,798,310 2,882,570 0 634,300 5,020,190 4,830 35,610,630 $ 73,552,070 $ 74,273,520 $ 77,450,850 003 - REIMB ST/COUNTY PARKING CIT $ 71,498 $ 72,140 $ 88,390 006 - CVWD REIMBURSEMENTS 219,073 230,850 230,190 008 - CNTY OF S. B. REIMBURSEMENTS 76,989 86,680 93,300 016 - COMM DEV TECHNICAL SRVCS FUND 36,479 30,000 357,050 Fiscal Year 2o16/17 Adopted Budget Page 163 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2016/17 Adopted Budget Fiscal Year 2o16/17 Adopted Budget Page 164 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 017 - LAW ENFORCEMENT RESERVE 134,124 132,220 2,240 018 - TRAFFIC SAFETY 385,669 438,050 439,120 019 - INFO TECHNOLOGY -DEVELOPMENT 204,320 123,850 134,250 020 - CITY TECHNOLOGY FEE FUND 135,070 136,080 179,030 022 - MOBILE HOME PARK PROGRAM 3,430 36,450 39,800 023 - SB 1186 CERT ACCESS SPEC PROG 330 4,600 4,350 025 - CAPITAL RESERVE 6,631,896 3,974,850 7,188,570 073 - BENEFITS CONTINGENCY 2,400,540 503,930 685,630 TOTAL OTHER GENERAL FUNDS $ 10,299,418 $ 5,769,700 $ 9,441,920 SPECIAL REVENUE 100 - ASSESSMENT DISTRICTS ADMIN $ 1,132,148 $ 1,110,460 $ 957,250 105 - AB2766 AIR QUALITY IMPROVEMENT 261,590 156,110 341,910 110 - BEAUTIFICATION 670 725,180 936,330 112 - DRAINAGE FAC/GENERAL 843,053 220,850 1,025,140 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 618,368 280 25,430 115 - HENDERSON/WARDMAN DRAINAGE 0 270 300 116 - ETIWANDA DRAINAGE 160,882 63,080 281,470 118 - UPPER ETIWANDA DRAINAGE 160 150 25,160 120 - PARK DEVELOPMENT 241,853 1,538,250 3,545,880 122 - SOUTH ETIWANDA DRAINAGE 90 90 250 124 - TRANSPORTATION 7,312,514 3,750,060 6,021,560 126 - LOWER ETIWANDA DRAINAGE 140 150 25,170 128 - ETIWANDA NO. EQUESTRIAN FACIL. 0 190 190 129 - UNDERGROUND UTILITIES 12,950 669,310 1,401,660 130 - LMD #1 GENERAL CITY 1,175,773 1,199,640 1,212,540 131 - LMD #2 VICTORIA 3,305,619 3,657,470 3,751,160 132 - LMD #3A HYSSOP 5,747 11,050 6,750 133 - LMD #313 MEDIANS 838,736 1,825,950 957,940 134 - LMD #4R TERRA VISTA 2,811,008 2,880,610 2,911,410 135 - LMD #5 ANDOVER 1,992 11,920 7,810 136 - LMD #6R CARYN COMMUNITY 482,119 514,940 494,830 137 - LMD #7 NORTH ETIWANDA 959,961 999,680 1,039,770 138 - LMD #8 SOUTH ETIWANDA 31,182 42,990 40,480 139 - LMD #9 LOWER ETIWANDA 450,588 597,390 573,740 140 - LMD #10 RANCHO ETIWANDA 556,983 582,190 618,410 141 - LMD 1 CAPITAL REPLACEMENT FUND 0 0 40,000 151 - SLD #1 ARTERIAL 1,077,508 957,640 1,061,040 152 - SLD #2 RESIDENTIAL 589,299 720,960 716,530 153 - SLD #3 VICTORIA 364,106 328,540 354,900 154 - SLD #4 TERRA VISTA 161,460 144,610 169,110 155 - SLD #5 CARYN COMMUNITY 82,517 82,010 81,560 156 - SLD #6 INDUSTRIAL AREA 127,958 117,190 129,040 157 - SLD #7 NORTH ETIWANDA 245,859 231,350 221,250 158 - SLD #8 SOUTH ETIWANDA 62,863 93,480 100,070 170 - GAS TAX 2105/PROPI11 659,474 1,012,920 669,960 172 - GAS TAX 2106-2107 2,125,454 1,989,260 2,038,120 174 - GAS TAX R&T7360 1,871,100 2,751,750 1,550,310 176 - MEASURE 11990-2010 567,593 392,490 400,440 177 - MEASURE 12010-2040 2,191,574 4,917,630 5,363,750 182 - AB 2928 TRAFFIC CONGEST RELIEF 90 80 80 Fiscal Year 2o16/17 Adopted Budget Page 164 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2016/17 Adopted Budget 186 - FOOTHILL BLVD MAINTENANCE 188 - INTEGRATED WASTE MANAGEMENT 190 - PROP 42 -TRAFFIC CONGESTION MIT 194 - PROPOSITION 1B STATE FUNDING 195 - STATE ASSET SEIZURE 196 - CA ASSET SEIZURE 15% 197 - FEDERAL ASSET SEIZURE 198 - CITYWIDE INFRASTRUCTURE IMPRV 204 - COMMUNITY DEVELOPMENT BLK GRNT 209 - FEDERAL SAFETEA-LU 211 - PROP 1 B - SLPP 214 - PEDESTRIAN GRANT/ART 3 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 225 - CA RECYC/LITTER REDUCTION GRNT 226 - USED OIL RECYCLING GRANT 227 - USED OIL RECYCLING PROGRAM 234 - SAFE ROUTES TO SCHOOL PROGRAM 235 - PROP 84 PARK BOND ACT 250 - RECREATION SERVICES 255 - VG CULTURAL CENTER 258 - SENIOR OUTREACH GRANT 290 - LIBRARY FUND 291 - CA STATE LIBRARY 292 - STAFF INNOVATION FD (CA ST LB) 301 - THE BIG READ LIBRARY GRANT 329 - LIBRARY CAPITAL FUND 354 - COP'S PROGRAM GRANT -STATE 361 - JUSTICE ASSISTANCE GRANT(JAG) 374 - COPS HIRING PROGRAM GRANT 380 - HOMELAND SECURITY GRANT -FIRE 381 - HOMELAND SECURITY GRANT -POLICE 383 - EMERGENCY MGMT PERFORMNCE GRNT 396 - HOUSING SUCCESSOR AGENCY 838 - AD 91-2 REDEMPTION -DAY CANYON 847 - PD 85 CAPITAL REPLACEMENT FUND 848 - PD 85 REDEMPTION FUND 868 - CFD 2000-03 PARK MAINTENANCE TOTAL SPECIAL REVENUE CAPITAL PROJECTS 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 1,770 20 0 1,132,009 1,318,450 1,623,240 450 190 250 70 70 60 62,150 198,490 65,320 30 30 20 220 110,040 30 637,076 2,876,330 10,246,580 746,316 1,778,360 1,901,820 0 3,951,810 5,091,000 0 1,000,000 19,920 164,688 20 46,940 344,642 24,280 49,730 49,822 44,660 68,910 49,260 0 15,240 2,733 47,810 53,050 161,150 132,660 57,400 194,057 3,544,360 5,320 3,983,672 4,606,420 3,558,950 0 0 1,325,210 7,010 0 0 6,388,881 4,493,180 4,730,730 66,385 25,860 580 176,758 62,470 43,890 20,080 30,670 20,000 156,259 2,505,270 295,980 307,558 242,060 270,900 15,584 40 0 157,500 163,910 502,580 47,122 35,570 32,280 9,120 0 0 0 0 33,450 111,518 2,315,680 7,241,760 52,489 55,060 56,230 0 0 40,000 1,201,692 1,268,430 1,207,290 501,261 530,970 492,170 $ 48,080,313 $ 65,661,340 $ 78,195,530 602 - AD 84-1 DAY CREEK/MELLO $ 2,420 $ 3,490 $ 290 610 - CFD 2000-03 RANCHO SUMMIT 19,087 0 0 612 - CFD 2001-01 140 130 130 615 - CFD 2003-01 CULTURAL CENTER 0 5,000 0 617 - CFD 2004-01 RANCHO ETIWANDA ES 99,971 0 0 680 - CFD 2006-01 VINTNER'S GROVE 0 100,000 100,000 TOTAL CAPITAL PROJECTS $ 121,618 $ 108,620 $ 100,420 ENTERPRISE FUNDS 700 - SPORTS COMPLEX $ 2,574,956 $ 2,692,310 $ 2,653,070 702 - REGIS CONNECT 57,002 72,240 166,080 Fiscal Year 2016/17 Adopted Budget Page 165 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2016/17 Adopted Budget TOTAL CITY OF RANCHO CUCAMONGA R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 - FIRE FUND 282 - COMMUNITY FACILITIES DIST 85-1 283 - COMMUNITY FACILITIES DIST 88-1 285 - FIRE TECHNOLOGY FEE FUND 288 - FIRE PROTECTION CAPITAL FUND TOTAL SPECIAL REVENUE TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS $ 145,930,271 $ 163,603,260 $ 182,341,280 $ 20,349,625 $ 24,215,140 $ 25,246,510 6,954,623 5,623,460 5,807,160 2,164,976 2,209,850 2,189,090 2 0 360 S �7S 71111 7� 71F ()I;n ?11061 1?n $ 34,744,970 $ 58,284,500 $ 58,206,24U S 34.744.970 $ 58.284.500 $ 58.206.240 $ 180,675,241 $ 221,887,760 $ 240,547,520 Fiscal Year 2016/17 Adopted Budget Page 166 2015/16 2016/17 2014/15 Adopted Adopted Actual Budget Budget 705 - MUNICIPAL UTILITY 9,043,418 10,328,270 10,373,190 706 - UTILITY PUBLIC BENEFIT FUND 490,896 553,630 553,850 708 - RCMU CAPITAL REPLACEMENT FUND 0 0 930 TOTAL ENTERPRISE FUNDS $ 12,166,272 $ 13,646,450 $ 13,747,120 INTERNAL SERVICE FUNDS 712 - EQUIP/VEHICLE REPLACEMENT $ 712,255 $ 1,928,290 $ 2,183,940 714 - COMP EQUIP/TECH REPLCMENT FUND 998,325 2,215,340 1,221,500 TOTAL INTERNAL SERVICE FUNDS $ 1,710,580 $ 4,143,630 $ 3,405,440 TOTAL CITY OF RANCHO CUCAMONGA R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 - FIRE FUND 282 - COMMUNITY FACILITIES DIST 85-1 283 - COMMUNITY FACILITIES DIST 88-1 285 - FIRE TECHNOLOGY FEE FUND 288 - FIRE PROTECTION CAPITAL FUND TOTAL SPECIAL REVENUE TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS $ 145,930,271 $ 163,603,260 $ 182,341,280 $ 20,349,625 $ 24,215,140 $ 25,246,510 6,954,623 5,623,460 5,807,160 2,164,976 2,209,850 2,189,090 2 0 360 S �7S 71111 7� 71F ()I;n ?11061 1?n $ 34,744,970 $ 58,284,500 $ 58,206,24U S 34.744.970 $ 58.284.500 $ 58.206.240 $ 180,675,241 $ 221,887,760 $ 240,547,520 Fiscal Year 2016/17 Adopted Budget Page 166 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - SUMMARY Fiscal Year 2016/17 Adopted Budget Page 167 ADOPTED DEPARTMENT 2014/15 2015/16 2016/17 GOVERNANCE City Council 5.0 5.0 5.0 City Clerk 1.0 1.0 1.0 City Treasurer 1.0 1.0 1.0 City Management 18.0 18.0 17.0 TOTAL GOVERNANCE 25.0 25.0 24.0 PUBLIC SAFETY Fire District 113.0 114.0 114.0 Animal Care and Services 21.0 22.0 22.0 TOTAL PUBLIC SAFETY 134.0 136.0 136.0 CIVIC AND CULTURAL SERVICES Records Management 4.0 4.0 4.0 Community Services 45.0 45.5 45.5 Library Services 26.0 27.5 27.5 TOTAL CIVIC AND CULTURAL SERVICES 75.0 77.0 77.0 ADMINISTRATIVE SERVICES Administration/Purchasing 7.0 6.0 6.0 Finance 21.0 21.0 21.0 Human Resources 6.0 6.0 7.0 Innovation and Technology 21.0 22.0 23.0 TOTAL ADMINISTRATIVE SERVICES 55.0 55.0 57.0 ECONOMIC AND COMMUNITY DEVELOPMENT Administration 2.0 2.0 2.0 Building and Safety Services 18.0 18.0 18.0 Engineering Services 34.0 34.0 34.5 Planning 14.0 15.0 15.0 Public Works Services 132.0 127.0 127.0 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 200.0 196.0 196.5 TOTAL FULL TIME POSITIONS 489.0 489.0 490.5 Fiscal Year 2016/17 Adopted Budget Page 167 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE GOVERNANCE Elected Officials Mayor Councilmember City Clerk City Treasurer ADOPTED 2014/15 2015/16 2016/17 1.0 1.0 1.0 4.0 4.0 4.0 1.0 1.0 1.0 1.0 1.0 1.0 Total Elected Officials 7.0 7.0 7.0 City Management Administrative Secretary 1.0 1.0 1.0 Assistant City Manager** 1.0 1.0 0.0 City Manager 1.0 1.0 1.0 Code Enforcement Officer 5.0 0.0 0.0 Code Enforcement Supervisor 1.0 0.0 0.0 Communications Manager 1.0 1.0 1.0 Community Improvement Manager 0.0 1.0 1.0 Community Improvement Officer I 0.0 3.0 2.0 Community Improvement Officer II 0.0 2.0 2.0 DCM/Civic & Cultural Services* 0.0 0.0 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 18.0 18.0 17.0 TOTAL GOVERNANCE 25.0 25.0 24.0 PUBLIC SAFETY Fire District 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 Field Training Officer 1.0 1.0 1.0 Fire Battalion Chief 4.0 4.0 4.0 Fire Captain 27.0 27.0 27.0 Fire Chief 1.0 1.0 1.0 Fire Deputy Chief 2.0 2.0 2.0 Fire Engineer 27.0 27.0 27.0 Fire Equipment Mechanic 2.0 2.0 2.0 Fire Equipment Lead Mechanic 1.0 1.0 1.0 Fire Marshall 1.0 1.0 1.0 Fire Prevention Specialist I 3.0 2.0 2.0 Fire Prevention Specialist II 2.0 2.0 2.0 Fiscal Year 2o16/17 Adopted Budget Page 168 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE Fire Prevention Supervisor Fire Shop Supervisor Firefighter Management Aide Management Analyst I Management Analyst III Office Specialist II Secretary Senior Administrative Secretary Animal Care and Services Animal Care Supervisor Animal Caretaker** Animal Center Manager Animal Handler* Animal License Canvasser** Animal Services Director Animal Services Dispatcher Animal Services Officer Community Programs Specialist Management Aide Office Specialist II Senior Animal Services Officer Veterinarian* Veterinary Assistant Veterinary Technician Total Fire District Total Animal Care and Services TOTAL PUBLIC SAFETY CIVIC AND CULTURAL SERVICES Records Management Assistant City Clerk Assistant City Clerk/Records Manager City Clerk Services Director Office Specialist II Records Coordinator Total Records Management Community Services Community Services Coordinator Community Services Director Community Services Manager ADOPTED 2014/15 2015/16 2016/17 0.0 2.0 2.0 1.0 1.0 1.0 27.0 27.0 27.0 1.0 1.0 1.0 2.0 2.0 2.0 1.0 1.0 1.0 3.0 3.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 113.0 114.0 114.0 1.0 1.0 1.0 3.0 3.0 2.0 0.0 1.0 1.0 2.0 2.0 3.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 3.0 3.0 1.0 1.0 1.0 1.0 0.0 0.0 3.0 3.0 3.0 1.0 1.0 1.0 0.0 0.0 1.0 0.0 1.0 1.0 3.0 3.0 3.0 21.0 22.0 22.0 134.0 136.0 136.0 1.0 1.0 1.0 1.0 0.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 4.0 4.0 18.0 18.0 18.0 1.0 1.0 1.0 1.0 1.0 1.0 Fiscal Year 2016/17 Adopted Budget Page 169 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE ADOPTED 2014/15 2015/16 2016/17 Community Services Marketing Coordinator 1.0 1.0 1.0 Community Services Special Projects Coordinator 1.0 0.0 0.0 Community Services Superintendent 2.0 2.0 2.0 Community Services Supervisor* 5.0 5.0 6.0 Cultural Arts Manager 1.0 1.0 1.0 Fund Development Coordinator 0.0 0.5 0.5 Management Aide 2.0 2.0 2.0 Management Analyst I 2.0 1.0 1.0 Management Analyst II 0.0 2.0 2.0 Office Specialist II** 7.0 7.0 6.0 Senior Administrative Secretary 1.0 1.0 1.0 Theatre Technician III 3.0 3.0 3.0 Total Community Services 45.0 45.5 45.5 Library Services Assistant Library Director 1.0 1.0 1.0 Fund Development Coordinator 0.0 0.5 0.5 Librarian I 9.0 8.0 8.0 Librarian II** 2.0 4.0 2.0 Library Assistant II 2.0 2.0 2.0 Library Clerk 2.0 2.0 2.0 Library Director 1.0 1.0 1.0 Library Page 1.0 1.0 1.0 Library Services Manager 1.0 1.0 1.0 Library Technician 4.0 5.0 5.0 Office Specialist II 1.0 0.0 0.0 Senior Administrative Secretary 1.0 1.0 1.0 Senior Librarian* 1.0 1.0 3.0 Total Library Services 26.0 27.5 27.5 TOTAL CIVIC AND CULTURAL SERVICES 75.0 77.0 77.0 ADMINISTRATIVE SERVICES Administration/Pu rchasing Administrative Secretary Buyer I** Buyer II** DCM/Administrative Services Procurement Manager* Procurement & Contracts Analyst* Procurement Technician* Purchasing Clerk Purchasing Manager** Total Admin/Purchasing 1.0 1.0 1.0 1.0 2.0 0.0. 2.0 1.0 0.0 1.0 1.0 1.0 0.0 0.0 1.0 0.0 0.0 1.0 0.0 0.0 2.0 1.0 0.0 0.0 1.0 1.0 0.0 7.0 6.0 6.0 Fiscal Year 2o16/17 Adopted Budget Page 170 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE Finance ADOPTED 2014/15 2015/16 2016/17 Account Clerk 5.0 5.0 5.0 Accountant** 1.0 1.0 0.0 Account Technician 2.0 2.0 2.0 Accounting Manager** 1.0 1.0 0.0 Budget Analyst 1.0 1.0 1.0 Business License Clerk 2.0 2.0 2.0 Business License Program Coordinator 1.0 1.0 1.0 Business License Technician 1.0 1.0 1.0 Finance Director 1.0 1.0 1.0 Finance Manager* 0.0 0.0 1.0 Management Analyst III 2.0 2.0 2.0 Payroll Supervisor 1.0 1.0 1.0 Senior Accountant* 2.0 2.0 3.0 Special Districts Technician 1.0 1.0 1.0 0.0 Total Finance 21.0 21.0 21.0 Human Resources Administrative Secretary 1.0 0.0 0.0 Human Resources Clerk** 0.0 1.0 0.0 Human Resources Director 1.0 1.0 1.0 Human Resources Manager 1.0 1.0 1.0 Human Resources Technician* 2.0 1.0 3.0 Management Analyst I 0.0 1.0 1.0 Risk Management Coordinator 1.0 0.0 0.0 Senior Risk Management Analyst 0.0 1.0 1.0 Total Human Resources 6.0 6.0 7.0 Innovation and Technology Deputy Director of Innovation and Technology 0.0 1.0 1.0 GIS Analyst 0.0 2.0 2.0 GIS/Special Districts Manager 1.0 0.0 0.0 GIS Supervisor 0.0 1.0 1.0 GIS Technician** 5.0 3.0 0.0 Information Services Analyst I 2.0 4.0 4.0 Information Services Analyst II* 1.0 1.0 2.0 Information Services Manager 1.0 0.0 0.0 Information Services Project Coordinator 1.0 0.0 0.0 Information Services Specialist 1** 2.0 1.0 0.0 Information Services Specialist II* 1.0 1.0 2.0 Information Services Technician 0.0 2.0 2.0 Innovation and Technology Director 0.0 1.0 1.0 Office Specialist II 1.0 1.0 1.0 Secretary 1.0 0.0 0.0 Fiscal Year 2o16/17 Adopted Budget Page 171 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL Fiscal Year 2o16/17 Adopted Budget Page 172 ADOPTED DEPARTMENT AND POSITION TITLE 2014/15 2015/16 2016/17 Senior GIS Analyst 2.0 1.0 1.0 Senior GIS Technician* 0.0 1.0 4.0 Senior Information Services Analyst 2.0 2.0 2.0 Special Districts Technician 1.0 0.0 0.0 Total Innovation and Technology 21.0 22.0 23.0 TOTAL ADMINISTRATIVE SERVICES 55.0 55.0 57.0 ECONOMIC AND COMMUNITY DEVELOPMENT Administration DCM/Economic & Community Development 1.0 1.0 1.0 Management Analyst I 1.0 0.0 0.0 Management Analyst II 0.0 1.0 1.0 Total Administration 2.0 2.0 2.0 Building and Safety Services Associate Engineer 1.0 1.0 1.0 Building Inspection Supervisor 1.0 1.0 1.0 Building Safety Manager 1.0 1.0 1.0 Building and Safety Services Director 1.0 1.0 1.0 Building Inspector 5.0 5.0 5.0 Office Specialist II 2.0 2.0 2.0 Plans Examiner 1.0 1.0 1.0 Public Service Technician I 1.0 1.0 1.0 Public Service Technician II 2.0 2.0 2.0 Public Service Technician III 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 Senior Plans Examiner 1.0 1.0 1.0 Total Building and Safety Services 18.0 18.0 18.0 Engineering Services Administrative Secretary 1.0 1.0 1.0 Assistant Engineer 5.0 5.0 5.0 Assistant City Engineer 0.0 0.0 1.0 Associate Engineer 5.0 5.0 5.0 Engineering Services Director/City Engineer 1.0 1.0 1.0 Engineering Technician 4.0 4.0 4.0 Environmental Programs Coordinator 1.0 1.0 1.0 Environmental Programs Inspector 2.0 2.0 2.0 Environmental Programs Manager 1.0 1.0 1.0 Management Aide 1.0 1.0 1.0 Management Analyst I 2.0 2.0 2.0 Management Analyst II 1.0 1.0 1.0 Office Specialist II 2.0 2.0 2.0 Fiscal Year 2o16/17 Adopted Budget Page 172 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL Fiscal Year 2oi6/17 Adopted Budget Page 173 ADOPTED DEPARTMENT AND POSITION TITLE 2014/15 2015/16 2016/17 Principal Engineer 1.0 1.0 1.0 Public Services Technician III 1.0 1.0 1.0 Public Works Inspector I 1.0 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 0.5 Utilities Division Manager 1.0 1.0 1.0 Total Engineering Services 34.0 34.0 34.5 Planning Assistant Planner* 4.0 4.0 5.0 Associate Planner 3.0 3.0 3.0 Office Specialist I* 0.0 0.0 1.0 Office Specialist II 1.0 1.0 1.0 Planning Commission Secretary 1.0 1.0 1.0 Planning Director 1.0 1.0 1.0 Planning Technician 1.0 1.0 1.0 Secretary** 1.0 1.0 0.0 Senior Code Enforcement Officer 1.0 0.0 0.0 Senior Community Improvement Officer** 0.0 1.0 0.0 Senior Planner 1.0 2.0 2.0 Total Planning 14.0 15.0 15.0 Public Works Services Assistant Engineer 1.0 1.0 1.0 Electrician 1.0 1.0 1.0 Equipment Operator 5.0 5.0 5.0 Facilities Superintendent 1.0 1.0 1.0 Fleet Supervisor 1.0 1.0 1.0 Inventory Specialist Equipment/Materials 1.0 1.0 1.0 Lead Maintenance Worker** 16.0 16.0 15.0 Lead Mechanic 1.0 1.0 1.0 Maintenance Coordinator 9.0 9.0 9.0 Maintenance Supervisor* 9.0 9.0 10.0 Maintenance Worker* 59.0 56.0 57.0 Management Analyst I 2.0 2.0 2.0 Management Analyst II 1.0 0.0 0.0 Management Analyst III 0.0 1.0 1.0 Mechanic 2.0 2.0 2.0 Office Specialist II 1.0 1.0 1.0 Parks/Landscape Maintenance Superintendent 1.0 1.0 1.0 Public Works Safety Coordinator 1.0 1.0 1.0 Public Works Services Director 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 Fiscal Year 2oi6/17 Adopted Budget Page 173 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED TIME EMPLOYEES FTEs (FULL TIME EQUIVALENTS GOVERNANCE City Management 2014/15 2015/16 2016/17 DEPARTMENT AND POSITION TITLE TOTAL CITY MANAGEMENT Senior Electrician** 1.0 1.0 0.0 Senior Maintenance Worker** 14.0 12.0 11.0 Signal & Lighting Coordinator 1.0 1.0 1.0 Signal & Lighting Technician* 1.0 1.0 2.0 Streets/Storm Drain Maintenance Superintendent 1.0 1.0 1.0 Total Public Works Services 132.0 127.0 127.0 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 200.0 196.0 196.5 TOTAL FULL TIME POSITIONS 489.0 489.0 490.5 Changes in staffing levels for Fiscal Year 2016/17 Adopted Budget 1.3 1.3 1.3 * Position funded in FY 2016/17 192.6 188.9 189.9 ** Position defunded in FY 2016/17 36.0 36.6 36.8 *** Position funded for half a year in FY 2016/17 TOTAL CIVIC AND CULTURAL SERVICES TIME EMPLOYEES FTEs (FULL TIME EQUIVALENTS GOVERNANCE City Management 1.0 1.8 1.6 TOTAL CITY MANAGEMENT 1.0 1.8 1.6 PUBLIC SAFETY Fire District 3.2 4.1 4.4 Animal Care and Services 9.2 11.0 12.5 TOTAL PUBLIC SAFETY 12.4 15.1 16.9 CIVIC AND CULTURAL SERVICES Records Management 1.3 1.3 1.3 Community Services 192.6 188.9 189.9 Library Services 36.0 36.6 36.8 TOTAL CIVIC AND CULTURAL SERVICES 229.9 226.8 228.0 Fiscal Year 2016/17 Adopted Budget Page 174 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2016/17 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2014/15 2015/16 2016/17 ADMINISTRATIVE SERVICES Purchasing 1.8 2.0 2.0 Finance 0.8 1.1 2.3 TOTAL ADMINISTRATIVE SERVICES 2.6 3.1 4.3 ECONOMIC AND COMMUNITY DEVELOPMENT Administration 0.0 0.8 0.8 Building and Safety Services 0.0 0.5 0.5 Engineering Services 1.9 1.9 2.4 Planning 1.6 1.6 0.8 Public Works Services 32.3 32.5 34.1 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 35.8 37.3 38.6 TOTAL PART TIME POSITIONS 281.7 284.1 289.4 Fiscal Year 2016/17 Adopted Budget Page 175 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o16/17 Adopted Budget Page 176 RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Fund Balance Summaries Fiscal Year 2o16/17 Adopted Budget Page 177 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o16/17 Adopted Budget Page 178 City of Rancho Cucamonga, California Fiscal Year 2016/17 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 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 $ 3,872,542 Funds 281-283 — Fire District Operating Funds: Working Capital $13,492,437 Changes in Economic Circumstances $ 8,890,876 Employee Leave Payouts $ 3,360,458 All other fund balances in the City's Operating Budget are either committed or assigned. The Operating Budget has no unassigned fund balances. For descriptions of the City's committed fund balance categories, please refer to the City's Financial Policies included in the Appendix to this budget document. The City adopts a balanced Operating Budget each year resulting in minimal overall fluctuations in the fund balance from year to year. In the Other Funds, increases or decreases are dependent upon general fluctuations in recurring revenues such as gas tax; the receipt of new grant funding; or the usage of funding received in prior years for capital expenditures. Fiscal Year 2016/17 Adopted Budget Page 179 City of Rancho Cucamonga, California Spendable Fund Balances Fiscal Year 2016/17 Adopted Budget Estimated Estimated Spendable Budget Spendable Fund Balance Operating Operating Fund Balance July 1, 2016 Revenues Transfers In Transfers Out Expenditures June 30, 2017 CITY OF RANCHO CUCAMONGA GENERAL FUND 100 - ASSESSMENT DISTRICTS ADMIN 001 -GENERAL FUND $ 33,457,137 $ 75,856,450 $ 1,594,400 $ 4,601,120 $ 72,849,730 $ 33,457,137 TOTAL GENERAL FUND $ 33,457,137 $ 75,856,450 $ 1,594,400 $ 4,601,120 $ 72,849,730 $ 33,457,137 OTHER GENERAL FUNDS - 341,910 756,915 110 - BEAUTIFICATION 957,574 14,970 - 003 - REIMB ST/COUNTY PARKING CIT $ 4,284 $ 88,390 $ - $ - $ 88,390 $ 4,284 006 - CVWD REIMBURSEMENTS 112 - DRAINAGE FAC/GENERAL 610,665 300,000 37,140 193,050 680,475 008 - CNTY OF S. B. REIMBURSEMENTS 28,218 26,519 96,050 - - 93,300 29,269 016 - COMM DEV TECHNICAL SRVCS FUND 82,180 2,134,855 56,110 - - 357,050 1,833,915 017 - LAW ENFORCEMENT RESERVE - 8,221,905 98,150 - - 2,240 8,317,815 018 - TRAFFIC SAFETY - 281,470 17 439,120 - - 439,120 17 019 - INFO TECHNOLOGY -DEVELOPMENT 551,290 543,136 164,490 - - 134,250 573,376 020 - CITY TECHNOLOGY FEE FUND 120 - PARK DEVELOPMENT 75,099 180,300 - 179,000 30 76,369 022 - MOBILE HOME PARK PROGRAM 642,591 126,872 20,390 - - 39,800 107,462 023 - SB 1186 CERT ACCESS SPEC PROG 52,310 24,991 7,860 - - 4,350 28,501 025 - CAPITAL RESERVE - 52,770,722 904,890 1,000,000 - 7,188,570 47,487,042 073 - BENEFITS CONTINGENCY - - 3,565,005 49,100 - - 685,630 2,928,475 TOTAL OTHER GENERAL FUNDS $ 68,104,070 $ 2,404,850 $ 1,000,000 $ 216,140 $ 9,225,780 $ 62,067,000 SPECIAL REVENUE 100 - ASSESSMENT DISTRICTS ADMIN $ 612,799 $ 997,750 $ $ $ 957,250 $ 653,299 101 -AD 93-1 MASI COMMERCE CENTER 301,214 130 - - 301,344 105 - AB2766 AIR QUALITY IMPROVEMENT 879,115 219,710 - - 341,910 756,915 110 - BEAUTIFICATION 957,574 14,970 - - 936,330 36,214 111 - PARK LAND ACQUISITION 84,549 131,440 - - - 215,989 112 - DRAINAGE FAC/GENERAL 1,951,452 420,940 - 1,025,140 1,347,252 113 - COMMUNITY/REC CENTER DEVELPMNT 28,218 50,510 - 78,728 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 347,706 82,180 25,430 404,456 115 - HENDERSON/WARDMAN DRAINAGE 986,903 0 - 300 986,603 116 - ETIWANDA DRAINAGE 2,187,513 99,220 - - 281,470 2,005,263 118 - UPPER ETIWANDA DRAINAGE 569,850 6,600 - - 25,160 551,290 119 - PARK IMPROVEMENT 41,376 70,730 - - - 112,106 120 - PARK DEVELOPMENT 13,298,885 149,780 - - 3,545,880 9,902,785 122 - SOUTH ETIWANDA DRAINAGE 642,591 7,610 - - 250 649,951 123 - LIBRARY IMPACT FEE 240,160 52,310 - - - 292,470 124 -TRANSPORTATION 21,279,585 3,215,170 - - 6,021,560 18,473,195 125 - ANIMAL CENTER IMPACT FEE 51,757 15,530 - - - 67,287 126 - LOWER ETIWANDA DRAINAGE 605,439 7,020 - - 25,170 587,289 127 - POLICE IMPACT FEE 112,338 41,120 - - - 153,458 128 - ETIWANDA NO. EQUESTRIAN FACIL. 675,346 8,000 - - 190 683,156 129 - UNDERGROUND UTILITIES 11,805,240 189,360 - - 1,401,660 10,592,940 130 - LMD #1 GENERAL CITY 948,728 1,274,800 121,360 90,000 1,122,540 1,132,348 131 - LMD #2 VICTORIA 3,304,845 3,332,730 276,640 - 3,751,160 3,163,055 132 - LMD #3A HYSSOP 39,597 4,150 - 6,750 36,997 133 - LMD #3B MEDIANS 1,726,129 1,081,430 - 957,940 1,849,619 134 - LMD #4R TERRA VISTA 4,427,352 2,911,230 - - 2,911,410 4,427,172 135 - LMD #5 ANDOVER 42,628 3,080 - - 7,810 37,898 136 - LMD #6R CARYN COMMUNITY 317,045 483,070 31,880 - 494,830 337,165 137 - LMD #7 NORTH ETIWANDA 964,967 980,120 50,000 - 1,039,770 955,317 138 - LMD #8 SOUTH ETIWANDA 68,918 33,440 - - 40,480 61,878 139 - LMD #9 LOWER ETIWANDA 1,852,696 195,710 - 573,740 1,474,666 140 - LMD #10 RANCHO ETIWANDA 1,086,264 584,330 - - 61.8,410 1,052,184 141 - LMD #I CAPITAL RESERVE FUND - 300 90,000 - 40,000 50,300 Fiscal Year 2o16/17 Adopted Budget Page 18o City of Rancho Cucamonga, California Spendable Fund Balances Fiscal Year 2016/17 Adopted Budget Fiscal Year 2016/17 Adopted Budget Page 181 Estimated Estimated Spendable Budget Spendable Fund Balance Operating Operating Fund Balance July 1 2016 Revenues Transfers In Transfers Out Expenditures June 30, 2017 150 - GENERAL CITY STREET LIGHTS 69,850 830 - - 70,680 151 - SLD #1 ARTERIAL 504,815 817,220 - - 1,061,040 260,995 152 - SLD #2 RESIDENTIAL 198,643 397,830 350,170 - 716,530 230,113 153 - SLD #3 VICTORIA 1,211,463 368,220 - - 354,900 1,224,783 154 - SLD #4 TERRA VISTA 537,219 180,900 - 169,110 549,009 155 - SLD #5 CARYN COMMUNITY (66,749) 44,210 - - 81,560 (104,099) 156 - SLD #6 INDUSTRIAL AREA 419,845 143,830 - - 129,040 434,635 157 - SLD #7 NORTH ETIWANDA (45,939) 129,560 105,100 - 221,250 (32,529) 158 - SLD #8 SOUTH ETIWANDA 2,033,472 94,520 - - 100,070 2,027,922 170 - GAS TAX 2105/PROPI 11 3,050,690 1,122,250 - - 669,960 3,502,980 172 - GAS TAX 2106-2107 530,662 2,055,900 - - 2,038,120 548,442 174 - GAS TAX R&T7360 3,409,589 449,170 - 105,100 1,445,210 2,308,449 176 - MEASURE 11990-2010 485,355 9,480 - - 400,440 94,395 177 - MEASURE 12010-2040 5,383,936 2,810,090 - - 5,363,750 2,830,276 178 - SB 140 36,831 - - - 36,831 182 - AB 2928 TRAFFIC CONGEST RELIEF 295,497 - - 80 295,417 186 - FOOTHILL BLVD MAINTENANCE (1,433) - - - - (1,433) 188 - INTEGRATED WASTE MANAGEMENT 3,263,235 1,545,380 - 350,170 1,273,070 3,185,375 190 - PROP 42 -TRAFFIC CONGESTION MIT 205,874 2,710 - - 250 208,334 194 - PROPOSITION 113 STATE FUNDING 241,600 2,860 - - 60 244,400 195 - STATE ASSET SEIZURE 119,100 1,450 - - 65,320 55,230 196 - CA ASSET SEIZURE 15% 7,629 50 - - 20 7,659 197 - FEDERAL ASSET SEIZURE 27,510 840 - - 30 28,320 198 - CITYWIDE INFRASTRUCTURE IMPRV 25,699,962 3,570,610 - - 10,246,580 19,023,992 204 - COMMUNITY DEVELOPMENT BLK GRNT 308,835 1,501,140 - - 1,901,820 (91,845) 209 - FEDERAL SAFETEA-LU - 3,980,550 - - 5,091,000 (1,110,450) 211 - PROP 1B - SLPP 3,234 31,350 - - 19,920 14,664 214 - PEDESTRIAN GRANT/ART 3 (9,543) 46,940 - - 46,940 (9,543) 215 - ENRGY EFFICNCY/CONSRVATN GRNT (96) - - - (96) 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 10,000 49,730 - 49,730 10,000 225 - CA RECYC/LITTER REDUCTION GRNT - 68,910 - - 68,910 - 226 - USED OIL RECYCLING GRANT - 15,240 - - 15,240 - 227 - USED OIL RECYCLING PROGRAM - 53,070 - - 53,050 20 234 - SAFE ROUTES TO SCHOOL PROGRAM (92,839) 148,560 - - 57,400 (1,679) 235 - PROP 84 PARK BOND ACT (980,762) 5,320 - - 5,320 (980,762) 239 - FEDERAL GRANT FUNDS -DREIER 43 - - - - 43 250 - RECREATION SERVICES 2,406,617 3,138,360 - - 3,558,950 1,986,027 255 - VG CULTURAL CENTER 396,006 1,333,680 - - 1,325,210 404,476 258 - SENIOR OUTREACH GRANT (5,267) - - - (5,267) 272 - FREEDOM COURTYARD RSRC GRANTS - 30 - - 30 290 - LIBRARY FUND 4,975,576 4,747,680 - 4,730,730 4,992,526 291 - CA STATE LIBRARY 41,500 - - 580 40,920 292 - STAFF INNOVATION FD (CA ST LB) - 9,090 - 43,890 (34,800) 299 - LIBRARY DEVELOPMENT 34,255 20,120 - - 54,375 301 - THE BIG READ LIBRARY GRANT 20,000 20,000 - - 20,000 20,000 302 - LIBRARY SERVICES & TECH. ACT 37,201 - - - - 37,201 310 - PUBLIC LIBRARY BOND ACT -2000 6,128 - - - - 6,128 329 - LIBRARY CAPITAL FUND 1,710,114 26,050 - 295,980 1,440,184 354 - COP'S PROGRAM GRANT -STATE 807,088 200,000 - 270,900 736,188 356 - JUSTICE ASSIST GRNT (JAG) ARRA 33 - - - 33 361 - JUSTICE ASSISTANCE GRANT(JAG) 2,506 - - - 2,506 373 - COPS SECURE OUR SCHOOLS GRANT 43 - - - - 43 374 - COPS HIRING PROGRAM GRANT - 135,000 367,580 - 502,580 - 380 - HOMELAND SECURITY GRANT -FIRE - 32,280 - - 32,280 - 383 - EMPG (30) 33,450 - 33,450 (30) Fiscal Year 2016/17 Adopted Budget Page 181 City of Rancho Cucamonga, California Spendable Fund Balances Fiscal Year 2016/17 Adopted Budget CAPITAL PROJECTS Estimated $ 430,160 $ 2,222,910 $ - $ 2,653,070 $ 608,540 600 - AD 82-1 6TH ST INDUSTRIAL Estimated 160 $ Spendable 13,302 Budget 1,118,793 Spendable 290 Fund Balance 606 - AD 86-2 R/C DRAINAGE DISTRICT Operating Operating - Fund Balance 607 - CFD 2000-01 SOUTH ETIWANDA July 1, 2016 Revenues Transfers In Transfers Out Expenditures June 30, 2017 396 - HOUSING SUCCESSOR AGENCY 9,025,983 84,640 614 - CFD 2003-01 PROJECT FUND - 7,241,760 1,868,863 838 - AD 91-2 REDEMPTION -DAY CANYON 64,166 33,160 - - - 56,230 41,096 847 - PD 85 CAPITAL REPLACEMENT - 450 116,800 - 40,000 77,250 848 - PD 85 REDEMPTION FUND 1,205,319 1,261,890 230,580 116,800 1,090,490 1,490,499 868 - CFD 2000-03 PARK MAINTENANCE 474,408 445,190 - 50,000 442,170 427,428 TOTAL SPECIAL REVENUE $ 140,497,953 $ 47,834,260 $ 1,740,110 $ 712,070 $ 77,483,460 $ 111,876,793 CAPITAL PROJECTS $ 608,540 $ 430,160 $ 2,222,910 $ - $ 2,653,070 $ 608,540 600 - AD 82-1 6TH ST INDUSTRIAL $ 13,142 160 $ $ - - $ 13,302 602 - AD 84-1 DAY CREEK/MELLO 1,118,793 13,260 290 1,131,763 606 - AD 86-2 R/C DRAINAGE DISTRICT (41,128) - - (41,128) 607 - CFD 2000-01 SOUTH ETIWANDA 63 - - 63 612 - CFD 2001-01 495,766 5,870 130 501,506 614 - CFD 2003-01 PROJECT FUND 174,952 - - 174,952 615 - CFD 2003-01 CULTURAL CENTER 5,067 - - - 5,067 617 - CFD 2004-01 RANCHO ETIWANDA ES 76,962 60 - - - 77,022 680 - CFD 2006-01 VINTNER'S GROVE 1,848 - - - 100,000 (98,152) 681 - CFD 2006-02 AMADOR ON ROUTE 66 6,069 80 - 6,149 TOTAL CAPITAL PROJECTS $ 1,851,534 $ 19,430 $ $ $ 100,420 $ 1,770,544 700 - SPORTS COMPLEX $ 608,540 $ 430,160 $ 2,222,910 $ - $ 2,653,070 $ 608,540 702 - REGIS CONNECT 90,885 105,410 - - 166,080 30,215 705 - MUNICIPAL UTILITY 9,545,940 12,069,410 - 1,207,090 9,166,100 11,242,160 706 - UTILITY PUBLIC BENEFIT FUND 706,569 306,690 - - 553,850 459,409 708 - RCMU CAPITAL REPLACEMENT FUND 3,547,006 42,140 - - 930 3,588,216 TOTAL ENTERPRISE FUNDS $ 14,498,940 $ 12,953,810 $ 2,222,910 $ 1,207,090 $ 12,540,030 $ 15,928,540 INTERNAL SERVICE FUNDS 712 - EQUIP/VEHICLE REPLACEMENT $ 3,335,864 $ 81,380 $ - $ $ 2,183,940 $ 1,233,304 714 - COMP EQUIP/TECH REPLCMENT FUND 2,136,924 356,370 179,000 - 1,221,500 1,450,794 TOTAL INTERNAL SERVICE FUNDS $ 5,472,788 $ 437,750 $ 179,000 $ - $ 3,405,440 $ 2,684,098 TOTAL CITY OF RANCHO CUCAMONGA $ 263,882,422 $ 139,506,550 $ 6,736,420 $ 6,736,420 $ 175,604,860 $ 227,784,112 R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 - FIRE FUND $ 29,368,830 $ 25,246,510 $ - $ 953,800 $ 24,292,710 $ 29,368,830 282 - COMMUNITY FACILITIES DIST 85-1 2,792,540 5,991,810 - - 5,807,160 2,977,190 283 - COMMUNITY FACILITIES DIST 88-1 1,790 1,235,290 953,800 - 2,189,090 1,790 285 - FIRE TECHNOLOGY FEE FUND 23,369 1,250 - - 360 24,259 288 - FIRE PROTECTION CAPITAL FUND 39,632,006 6,469,600 - - 24,963,120 21,138,486 TOTAL SPECIAL REVENUE $ 71,818,535 $ 38,944,460 $ 953,800 $ 953,800 $ 57,252,440 $ 53,510,555 TOTAL R.C. FIRE PROTECTION DISTRICT $ 71,818,535 $ 38,944,460 $ 953,800 $ 953,800 $ 57,252,440 $ 53,510,555 TOTAL ALL FUNDS $ 335,700,957 $ 178,451,010 $ 7,690,220 $ 7,690,220 $ 232,857,300 $ 281,294,667 Fiscal Year 2016/17 Adopted Budget Page 182 City of Rancho Cucamonga, California Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2016/17 Adopted Budget CITY OF RANCHO CUCAMONGA GENERAL FUND 001 -GENERAL FUND TOTAL GENERAL FUND OTHER GENERAL FUNDS 003 - REIMB ST/COUNTY PARKING CIT 006 - CVWD REIMBURSEMENTS 008 - CNTY OF S. B. REIMBURSEMENTS 016 - COMM DEV TECHNICAL SRVCS FUND 017 - LAW ENFORCEMENT RESERVE 018 - TRAFFIC SAFETY 019 - INFO TECHNOLOGY -DEVELOPMENT 020 - CITY TECHNOLOGY FEE FUND 022 - MOBILE HOME PARK PROGRAM 023 - SB1186 CERT ACCESS SPEC PROG 025 - CAPITAL RESERVE 073 - BENEFITS CONTINGENCY TOTAL OTHER GENERAL FUNDS SPECIAL REVENUE 100 - ASSESSMENT DISTRICTS ADMIN 101 -AD 93-1 MASI COMMERCE CENTER 105 - AB2766 AIR QUALITY IMPROVEMENT 110 - BEAUTIFICATION 111 - PARK LAND ACQUISITION 112 - DRAINAGE FAC/GENERAL 113 - COMMUNITY/REC CENTER DEVELPMNT 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 115 - HENDERSON/WARDMAN DRAINAGE 116 - ETIWANDA DRAINAGE 118 - UPPER ETIWANDA DRAINAGE 119 - PARK IMPROVEMENT 120 - PARK DEVELOPMENT 122 - SOUTH ETIWANDA DRAINAGE 123 - LIBRARY IMPACT FEE 124 - TRANSPORTATION 125 - ANIMAL CENTER IMPACT FEE 126 - LOWER ETIWANDA DRAINAGE 127 - POLICE IMPACT FEE 128 - ETIWANDA NO. EQUESTRIAN FACIL. 129 - UNDERGROUND UTILITIES 130 - LMD #I GENERAL CITY 131 - LMD #2 VICTORIA 132 - LMD #3A HYSSOP 133 - LMD #313 MEDIANS 134 - LMD #4R TERRA VISTA 135 - LMD #5 ANDOVER 136 - LMD #6R CARYN COMMUNITY 137 - LMD #7 NORTH ETIWANDA 138 - LMD #8 SOUTH ETIWANDA 139 - LMD #9 LOWER ETIWANDA 140 - LMD #10 RANCHO ETIWANDA 141 - LMD #I CAPITAL RESERVE FUND 150 - GENERAL CITY STREET LIGHTS 151 - SLD # 1 ARTERIAL 152 - SLD #2 RESIDENTIAL 153 - SLD #3 VICTORIA 154 - SLD #4 TERRA VISTA 155 - SLD #5 CARYN COMMUNITY Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1, 2016 June 30, 2017 Change Change Reason for Changes >$500,000 and 10% $ 33,457,137 $ 33,457,137 $ 0.00% $ 33,457,137 $ 33,457,137 $ 0.00% $ 4,284 $ 4,284 $ - 0.00% 610,665 680,475 69,810 11.43% 26,519 29,269 2,750 10.37% 2,134,855 1,833,915 (300,940) -14.10% 8,221,905 8,317,815 95,910 1.17% 17 17 - 0.00% 543,136 573,376 30,240 5.57% 75,099 76,369 1,270 1.69% 126,872 107,462 (19,410) -15.30% 24,991 28,501 3,510 14.05% 52,770,722 47,487,042 (5,283,680) -10.01% Use of funds accumulated over a period of time 3,565,005 2,928,475 (636,530) -17.85% Use of funds accumulated over a period of time $ 68,104,070 $ 62,067,000 $ (6,037,070) -8.86% 612,799 $ 653,299 $ 40,500 6.61% 301,214 301,344 130 0.04% 879,115 756,915 (122,200) -13.90% 957,574 36,214 (921,360) -96.22% Use of funds accumulated over a period of time 84,549 215,989 131,440 155.46% 1,951,452 1,347,252 (604,200) -30.96% Use of funds accumulated over a period of time 28,218 78,728 50,510 179.00% 347,706 404,456 56,750 16.32% 986,903 986,603 (300) -0.03% 2,187,513 2,005,263 (182,250) -8.33% 569,850 551,290 (18,560) -3.26% 41,376 112,106 70,730 170.94% 13,298,885 9,902,785 (3,396,100) -25.54% Use of funds accumulated over a period of time 642,591 649,951 7,360 1.15% 240,160 292,470 52,310 21.78% 21,279,585 18,473,195 (2,806,390) -13.19% Use of funds accumulated over a period of time 51,757 67,287 15,530 30.01% 605,439 587,289 (18,150) -3.00% 112,338 153,458 41,120 36.60% 675,346 683,156 7,810 1.16% 11,805,240 10,592,940 (1,212,300) -10.27% Use of funds accumulated over a period of time 948,728 1,132,348 183,620 19.35% 3,304,845 31163,055 (141,790) -4.29% 39,597 36,997 (2,600) -6.57% 1,726,129 1,849,619 123,490 7.15% 4,427,352 4,427,172 (180) 0.00% 42,628 37,898 (4,730) -11.10% 317,045 337,165 20,120 6.35% 964,967 955,317 (9,650) -1.00% 68,918 61,878 (7,040) -10.22% 1,852,696 1,474,666 (378,030) -20.40% 1,086,264 1,052,184 (34,080) -3.14% - 50,300 50,300 n/a 69,850 70,680 830 1.19% 504,815 260,995 (243,820) -48.30% 198,643 230,113 31,470 15.84% 1,211,463 1,224,783 13,320 1.10% 537,219 549,009 11,790 2.19% (66,749) (104,099) (37,350) 55.96% Fiscal Year 2o16/17 Adopted Budget Page 183 City of Rancho Cucamonga, California Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2016/17 Adopted Budget Fiscal Year 2016/17 Adopted Budget Page 184 Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1, 2016 June 30, 2017 Change Change Reason for Changes >$500,000 and 10% 156 - SLD #6 INDUSTRIAL AREA 419,845 434,635 14,790 3.52% 157 - SLD #7 NORTH ETIWANDA (45,939) (32,529) 13,410 -29.19% 158 - SLD #8 SOUTH ETIWANDA 2,033,472 2,027,922 (5,550) -0.27% 170 - GAS TAX 2105/PROPI 11 3,050,690 3,502,980 452,290 14.83% 172 - GAS TAX 2106-2107 530,662 548,442 17,780 3.35% 174 - GAS TAX R&T7360 3,409,589 2,308,449 (1,101,140) -32.30% Use of funds accumulated over a period of time 176 - MEASURE 11990-20 10 485,355 94,395 (390,960) -80.55% 177 - MEASURE 12010-2040 5,383,936 2,830,276 (2,553,660) -47.43% Use of funds accumulated over a period of time 178 - SB 140 36,831 36,831 - 0.00% 182 - AB 2928 TRAFFIC CONGEST RELIEF 295,497 295,417 (80) -0.03% 186 - FOOTHILL BLVD MAINTENANCE (1,433) (1,433) - 0.00% 188 - INTEGRATED WASTE MANAGEMENT 3,263,235 3,185,375 (77,860) -2.39% 190 - PROP 42 -TRAFFIC CONGESTION MIT 205,874 208,334 2,460 1.19% 194 - PROPOSITION 113 STATE FUNDING 241,600 244,400 2,800 1.16% 195 - STATE ASSET SEIZURE 119,100 55,230 (63,870) -53.63% 196 - CA ASSET SEIZURE 15% 7,629 7,659 30 0.39% 197 - FEDERAL ASSET SEIZURE 27,510 28,320 810 2.94% 198 - CITYWIDE INFRASTRUCTURE IMPRV 25,699,962 19,023,992 (6,675,970) -25.98% Use of funds accumulated over a period of time 204 - COMMUNITY DEVELOPMENT BLK GRNT 308,835 (91,845) (400,680) -129.74% 209 - FEDERAL SAFETEA-LU - (1,110,450) (1,110,450) n/a Use of funds accumulated over a period of time 211 - PROP 113 - SLPP 3,234 14,664 11,430 353.43% 214 - PEDESTRIAN GRANT/ART 3 (9,543) (9,543) - n/a 215 - ENRGY EFFICNCY/CONSRVATN GRNT (96) (96) 0.00% 218 - PUBLIC RESRCE GRNTS/IIDALTHY RC 10,000 10,000 n/a 225 - CA RECYC/LITTER REDUCTION GRNT - - n/a 226 - USED OIL RECYCLING GRANT - n/a 227 - USED OIL RECYCLING PROGRAM 20 20 n/a 234 - SAFE ROUTES TO SCHOOL PROGRAM (92,839) (1,679) 91,160 -98.19% 235 - PROP 84 PARK BOND ACT (980,762) (980,762) - 0.00% 239 - FEDERAL GRANT FUNDS -DREIER 43 43 0.00% 250 - RECREATION SERVICES 2,406,617 1,986,027 (420,590) -17.48% 255 - VG CULTURAL CENTER 396,006 404,476 8,470 2.14% 258 - SENIOR OUTREACH GRANT (5,267) (5,267) - 0.00% 272 - FREEDOM COURTYARD RSRC GRANTS - 30 30 n/a 290 - LIBRARY FUND 4,975,576 4,992,526 16,950 0.34% 291 - CA STATE LIBRARY 41,500 40,920 (580) -1.40% 292 - STAFF INNOVATION FD (CA ST LB) - (34,800) (34,800) n/a 299 - LIBRARY DEVELOPMENT 34,255 54,375 20,120 58.74% 301 - THE BIG READ LIBRARY GRANT 20,000 20,000 - 0.00% 302 - LIBRARY SERVICES & TECH. ACT 37,201 37,201 0.00% 310 - PUBLIC LIBRARY BOND ACT -2000 6,128 6,128 0.00% 329 - LIBRARY CAPITAL FUND 1,710,114 1,440,184 (269,930) -15.78% 354 - COP'S PROGRAM GRANT -STATE 807,088 736,188 (70,900) -8.78% 356 - JUSTICE ASSIST GRNT (JAG) ARRA 33 33 0.00% 361 - JUSTICE ASSISTANCE GRANT(JAG) 2,506 2,506 0.00% 373 - COPS SECURE OUR SCHOOLS GRANT 43 43 0.00% 374 - COPS HIRING PROGRAM GRANT - - n/a 380 - HOMELAND SECURITY GRANT -FIRE - - n/a 383 - EMPG (30) (30) n/a 396 - HOUSING SUCCESSOR AGENCY 9,025,983 1,868,863 (7,157,120) -79.29% Use of funds accumulated over a period of time 838 - AD 91-2 REDEMPTION -DAY CANYON 64,166 41,096 (23,070) -35.95% 847 - PD 85 CAPITAL REPLACEMENT - 77,250 77,250 n/a 848 - PD 85 REDEMPTION FUND 1,205,319 1,490,499 285,180 23.66% 868 - CFD 2000-03 PARK MAINTENANCE 474,408 427,428 (46,980) -9.90% TOTAL SPECIAL REVENUE $ 140,497,953 $ 111,876,793 $ (28,621,160) -20.37% CAPITAL PROJECTS 600 - AD 82-1 6TH ST INDUSTRIAL $ 13,142 $ 13,302 $ 160 1.22% 602 - AD 84-1 DAY CREEK/MELLO 1,118,793 1,131,763 12,970 1.16% 606 - AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) - 0.00% 607 - CFD 2000-01 SOUTH ETIWANDA 63 63 0.00% Fiscal Year 2016/17 Adopted Budget Page 184 Reason for Changes >$500,000 and 10% 700 - SPORTS COMPLEX City of Rancho Cucamonga, California $ 608,540 $ Summary of Changes in Spendable Fund Balances 0.00% Greater Than $500,000 and 10% 90,885 Fiscal Year 2016/17 Adopted Budget (60,670) Estimated Estimated 705 - MUNICIPAL UTILITY Spendable Spendable 11,242,160 Fund Balance Fund Balance $ % 17.77% Results of operations; for use in future period July 1, 2016 June 30, 2017 Change Change 612 - CFD 2001-01 495,766 501,506 5,740 1.16% 614 - CFD 2003-01 PROJECT FUND 174,952 174,952 - 0.00% 615 - CFD 2003-01 CULTURAL CENTER 5,067 5,067 0.00% 617 - CFD 2004-01 RANCHO ETIWANDA ES 76,962 77,022 60 680 - CFD 2006-01 VINTNER'S GROVE 1,848 (98,152) (100,000) -5411.26% 681 - CFD 2006-02 AMADOR ON ROUTE 66 6,069 6,149 80 1.32% TOTAL CAPITAL PROJECTS $ 1,851,534 $ 1,770,544 $ (80,990) -4.37% Reason for Changes >$500,000 and 10% 700 - SPORTS COMPLEX $ 608,540 $ 608,540 $ 0.00% 0.00% 702 - REGIS CONNECT 90,885 30,215 (60,670) -66.75% 705 - MUNICIPAL UTILITY 9,545,940 11,242,160 1,696,220 17.77% Results of operations; for use in future period 706 - UTILITY PUBLIC BENEFIT FUND 706,569 459,409 (247,160) -34.98% 708 = RCMU CAPITAL REPLACEMENT FUND 3,547,006 3,588,216 41,210 1.16% TOTAL ENTERPRISE FUNDS $ 14,498,940 $ 15,928,540 $ 1,429,600 9.86% INTERNAL SERVICE FUNDS 712 - EQUIP/VEHICLE REPLACEMENT 714 - COMP EQUIP/TECH REPLCMENT FUND TOTAL INTERNAL SERVICE FUNDS TOTAL CITY OF RANCHO CUCAMONGA R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 -FIRE FUND 282 - COMMUNITY FACILITIES DIST 85-1 283 - COMMUNITY FACILITIES DIST 88-1 285 - FIRE TECHNOLOGY FEE FUND 288 - FIRE PROTECTION CAPITAL FUND TOTAL SPECIAL REVENUE TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS $ 3,335,864 $ 1,233,304 $ (2,102,560) -63.03% Use of funds accumulated over a period of time 2,136,924 1,450,794 (686,130) -32.11% Use of funds accumulated over a period of time $ 5,472,788 $ 2,684,098 $ (2,788,690) -50.96% $ 263,882,422 $ 227,784,112 $ (36,098,310) -13.68% $ 29,368,830 $ 29,368,830 $ - 0.00% 2,792,540 2,977,190 184,650 6.61% 1,790 1,790 - 0.00% 23,369 24,259 890 3.81% 39,632,006 21,138,486 (18,493,520) -46.66% Use of funds accumulated over a period of time $ 71,818,535 $ 53,510,555 $ (18,307,980) -25.49% $ 71,818,535 $ 53,510,555 $ (18,307,980) -25.49% $ 335,700,957 $ 281,294,667 $ (54,406,290) -16.21% Fiscal Year 2016/17 Adopted Budget Page 185 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 186 RANCHO CUCAMONGA CALIFORNIA DEPARTMENTAL BUDGET DETAILS Fiscal Year 2o16/17 Adopted Budget Page 187 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. City Council Mission Statement The Mission of the City Council of Rancho Cucamonga is to: • Make decisions, and be perceived as making decisions, for the general welfare of the community. • Always work to improve existing services and develop policies to meet the expected as well as anticipated needs of the community. • Work together cooperatively to respect all persons and their ideas in order to develop and maintain the trust of the community. • Reflect the community's desires and priorities by assuring that decisions accurately reflect the community's interests by fairly translating public feedback into public policy. • Enhance the quality of life of all Rancho Cucamonga residents through the continued pursuit of excellence and commitment to the City's core values and goals. • Set the vision for the community for the future. • Have a professional, objective, and respectful relationship with each other in order to more effectively address the challenges of the future. FY 2016/17 City Council Priorities 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. Fiscal Year 2016/17 Adopted Budget Page 188 City Council Department Budget Summary Fiscal Year 2016/17 Adopted Budget Page 189 Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 145,460 $ 153,720 $ 153,720 Operations and Maintenance 16,924 24,050 26,500 Capital Outlay - - - Cost Allocation (50,380) (48,700) (52,060) Debt Service - - - Transfer Out - - - Subtotal 112,004 129,070 128,160 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 145,460 153,720 153,720 Operations and Maintenance 16,924 24,050 26,500 Capital Outlay - - - Cost Allocation (50,380) (48,700) (52,060) Debt Service - - - Transfer Out - - - Total Cost $ 112,004 $ 129,070 $ 128,160 Staffing Summary (Budgeted) Full Time - - - Part Time 5.0 5.0 5.0 Total Staffing 5.0 5.0 5.0 Fiscal Year 2016/17 Adopted Budget Page 189 City Clerk Department Budget Summary Overview of Department The City Clerk is an elected official charged with the responsibility of maintaining records of City Council actions, 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. FY 2016/17 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. • Ensure the preparation of minutes for all City Council, Successor Agency, Fire Protection District, and City Council subcommittee meetings. • Oversee the swearing in and orientation of appointees. • In conjunction with the Records Management Department, administer and coordinate the November 2, 2016 Regular Municipal Election which will include elections for: 1) two Members of the City Council, City Clerk, and City Treasurer; and 2) a question relating to electing Members of the City Council by the voters in four Council Districts with an at - large Mayor. Duties will include preparing, issuing and processing candidate nominations (July — August 2016). Fiscal Year 2oi6/17 Adopted Budget Page 190 City Clerk Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 2,643 $ 2,700 $ 2,700 Operations and Maintenance 210 - - Capital Outlay - - - Cost Allocation (820) (740) (760) Debt Service - - - Transfer Out - - - Subtotal 2,033 1,960 1,940 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,643 2,700 2,700 Operations and Maintenance 210 - - Capital Outlay - - - Cost Allocation (820) (740) (760) Debt Service - - - Transfer Out - - - Total Cost $ 2,033 $ 1,960 $ 1,940 Staffing Summary (Budgeted) Full Time - - - Part Time 1.0 1.0 1.0 Total Staffing 1.0 1.0 1.0 Fiscal Year 2016/17 Adopted Budget Page 191 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 2016/17 Budget Highlights • Maintain funds in secure and liquid investments. • Structure maturities to meet City cash flow needs throughout the year. • Present the City's investment policy to the City Council for annual approval. • Maintain CMTA Investment Policy Certification which certifies the City's investment policy complies with the current State statutes governing the investment practices of local government entities located within the State of California. Fiscal Year 2016/17 Adopted Budget Page 192 City Treasurer Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 2,643 $ 2,700 $ 2,700 Operations and Maintenance 15,160 14,010 14,380 Capital Outlay - - - Cost Allocation (6,460) (4,580) (4,930) Debt Service - - - Transfer Out - - - Subtotal 11,343 12,130 12,150 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,643 2,700 2,700 Operations and Maintenance 15,160 14,010 14,380 Capital Outlay - - - Cost Allocation (6,460) (4,580) (4,930) Debt Service - - - Transfer Out - - - Total Cost S 11,343 $ 12,130 $ 12,150 Staffing Summary (Budgeted) Full Time - - - Part Time 1.0 1.0 1.0 Total Staffing 1.0 1.0 1.0 Fiscal Year 2o16/17 Adopted Budget Page 193 City Management Department Budget Summary Overview of Department The City Manager is appointed by the City Council to oversee the enforcement of municipal laws, direct daily operations of the City, make recommendations to the City Council, prepare and administer the municipal budget, appoint and supervise all City department heads and employees, and supervise the operation of all City departments. The City Manager's Office oversees a variety of interdepartmental I II activities and programs and provides direct support for the City Council. One such effort is the Healthy RC initiative, which encourages a healthy and environmentally sustainable lifestyle for those who live, work, and play in Rancho Cucamonga. Healthy RC initiatives include the Safe Routes to School program, Green Business Recognition Program, CASA healthy cooking classes, electric vehicle charging station network, and the implementation of 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 provides management of the City's award-winning Community Information Program including publication of the Rancho Reporter newsletter, media relations, community outreach and engagement, social media platforms, special projects, and other public information efforts. Staff also responds to and follows -up on citizen inquiries and concerns regarding City programs and services, operates and is involved with original programming on the government access channel RCTV-3, and oversees live broadcasts of City Council meetings. The Community Information Program utilizes a creative mix of innovative communication tools and technology, along with traditional outreach methods, to enhance communications outreach and engage the community. The City Manager's Office also manages the Legislative Advocacy Program to ensure that Rancho Cucamonga's interests are heard at the state and federal level. These efforts are governed by our Legislative Platform, which promotes the principle of local control and protection of local revenue. The Community Improvement Division was added to the City Manager's Office in FY 2015/16; however, the Department Budget Summary reflects this division within the City Manager's Office for all three years for comparison purposes. The Division oversees enforcement of the City's municipal codes to ensure a safe and happy community. FY 2016/17 Budget Highlights • Develop a Communications and Evaluation Plan to measure effectiveness of Healthy RC Initiative as part of Phase II of the Healthy RC Strategic Plan. (City Council Goal EP -5) • Develop a system to incorporate Health Impact Assessment tools to measure and evaluate health impact of policies, programs, plans, strategies and initiatives. (City Council Goal EP - 7). • Continue to enhance the performance measurement dashboard to include information about programs and services provided by all City departments. • Finalize the Development of a Sustainability Action Plan. (City Council Goal ML -4). • Complete and implement a Strategic Communications Plan. Fiscal Year 2o16/17 Adopted Budget Page 194 City Management Department Budget Summary Other Funds Adopted Budget 2015/16 $ 2,393,450 383,350 (437,350) Preliminary Budget 2016/17 $ 2,249,640 444,180 (475,100) 2,339,450 2,218,720 Personnel Services 113,158 - 34,990 Operations and Maintenance 231,484 24,280 14,740 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Total Cost 344,642 24,280 49,730 1,853,637 416,115 (416,290) 2,393,450 407,630 (437,350) 2,284,630 458,920 (475,100) $ 1,853,462 $ 2,363,730 $ 2,268,450 Staffing Summary (Budgeted) Full Time 18.0 18.0 17.0 Part Time 1.0 1.8 1.6 Total Staffing 19.0 19.8 18.6 Fiscal Year 2o16/17 Adopted Budget Page 195 Actuals Funds Summary 2014/15 Operating Budget Personnel Services $ 1,740,479 Operations and Maintenance 184,631 Capital Outlay - Cost Allocation (416,290) Debt Service - Transfer Out - Subtotal 1,508,820 Other Funds Adopted Budget 2015/16 $ 2,393,450 383,350 (437,350) Preliminary Budget 2016/17 $ 2,249,640 444,180 (475,100) 2,339,450 2,218,720 Personnel Services 113,158 - 34,990 Operations and Maintenance 231,484 24,280 14,740 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Total Cost 344,642 24,280 49,730 1,853,637 416,115 (416,290) 2,393,450 407,630 (437,350) 2,284,630 458,920 (475,100) $ 1,853,462 $ 2,363,730 $ 2,268,450 Staffing Summary (Budgeted) Full Time 18.0 18.0 17.0 Part Time 1.0 1.8 1.6 Total Staffing 19.0 19.8 18.6 Fiscal Year 2o16/17 Adopted Budget Page 195 City Management Performance Statistics Healthy RC • Healthy RC was recognized at a White House event that celebrated the achievements made by local elected officials in the Let's Move! Cities, Towns and Counties initiative; • The City was one of 20 communities nation- wide to receive the Roadmaps to Health Ac- tion Award, which is designed to advance a community's potential to improve health; • Healthy RC received 5 CAPIO Excellence in Communication Awards for demonstrating outstanding public agency information and communications programs; • The Healthy RC Sustainability Program launched efforts to , place solar carports at five City facilities. Legislative Advocacy 2015 State Legislative Session 31 Bills Tracked Oppose 13% Support 13% 0174% atch • Watch • Support Oppose Communications • The Communications Division launched a image and identity refresh that included the city website, Rancho Reporter, stationary and digital templates; • The Communications Division led the 2015 Special Olympics World Games Host Town effort with close to 100 community volunteers and over $30,000 in contributions; • The Division continues to foster relationships with partner agencies and businesses for added community value. Performance Management In April 2016, the City was invited by the White House to participate in the Police Data Initiative to improve the relationships between citizens and police through the use of data. The City is the first agency in the County and one of the only mid-sized cities in the country to join this initiative. Fiscal Year 2016/17 Adopted Budget Page 196 City Management Services to the Community City Management Healthy RC Community Legislative Performance Initiative Information Affairs Measurement Program I I and Reporting Community Improvement Fiscal Year 2o16/17 Adopted Budget Page 197 Police (Contract) Department Budget Summary Overview of Department Since incorporation, law enforcement services in the City have been provided through a contract with the San Bernardino County Sheriffs Department. The low crime rate that the City continues to enjoy is a direct result of the hard work and dedication of the men and women of the Police Department and the positive interaction and participation by the community in crime prevention activities. The Police Department has one of the largest volunteer units in the Inland Empire, which includes Line Reserves, Citizen Patrol, Equestrian Patrol and Explorers. The number of volunteer hours dedicated to the Department and the City continues to be the highest in the County. Many of these volunteers have been residents within the City for some time, which also attests to the community's involvement in working together to provide a better place to live. The terrorist attack in San Bernardino in December 2015 generated fear throughout the City and the country. The Department has responded by presenting City employees, school district staff, and our citizens with cutting edge training. The "Surviving an Active Shooter" curriculum will continue to be provided throughout this fiscal year, in partnership with the Rancho Cucamonga Fire Protection District and our Community Services Department staff and facility. The Department will also transition this training to the next level: privately operated businesses and colleges. FY 2016/17 Budget Highlights • Continue to enhance the partnership between the Police Department and community stakeholders. (City Council Goal PS -7). • Use technology as a force multiplier and continue to expand the Public Safety Video Network (PSVN) and increase ALPR's (Automated License Plate Readers). (City Council Goal PS -6). • Have the Solution Oriented Policing Team address quality of life issues through technology and resources. • Add one (1) Deputy and one (1) Sheriff Services Specialist (SSS) to increase patrol and traffic staffing in a contined effort to battle the rising Part I crimes and traffic collisions. • Add three (3) Deputy Sheriffs funded by a Federal COPS hiring grant, subject to grant approval. Fiscal Year 2o16/17 Adopted Budget Page 198 Police (Contract) Department Budget Summary Subtotal Other Funds Personnel Services 31,080,286 33,432,190 35,610,630 Operations and Maintenance 796,190 918,980 1,304,080 Capital Outlay 233,182 438,000 64,520 Cost Allocation - - - Debt Service - - - Transfer Out 114,080 - - Subtotal 1,143,452 1,356,980 1,368,600 All Funds Personnel Services - Adopted Preliminary Operations and Maintenance Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget - - - Personnel Services $ - $ - $ - Operations and Maintenance 30,754,967 33,264,340 35,225,040 Capital Outlay 185,862 - - Cost Allocation - - - Debt Service 14,457 17,120 18,010 Transfer Out 125,000 150,730 367,580 Subtotal Other Funds Personnel Services 31,080,286 33,432,190 35,610,630 Operations and Maintenance 796,190 918,980 1,304,080 Capital Outlay 233,182 438,000 64,520 Cost Allocation - - - Debt Service - - - Transfer Out 114,080 - - Subtotal 1,143,452 1,356,980 1,368,600 All Funds Personnel Services - - - Operations and Maintenance 31,551,157 34,183,320 36,529,120 Capital Outlay 419,044 438,000 64,520 Cost Allocation - - - Debt Service 14,457 17,120 18,010 Transfer Out 239,080 150,730 367,580 Total Cost Staffing Summary (Budgeted) Safety Personnel Non -Safety Personnel Total Staffing $ 32,223,738 $ 34,789,170 $ 36,979,230 135.0 133.0 137.0 39.0 41.0 42.0 174.0 174.0 179.0 Fiscal Year 2016/17 Adopted Budget Page 199 Police (Contract) Performance Statistics 2015 Performance Highlights • 109,215 Calls for Service -1.7% decrease • Average Response Time for Emergency Calls was 4.50 minutes in 2015 compared to 4.40 minutes in 2014 • Part 1 Crimes up 8% • Part 2 Crimes down 12% *Part I Crimes - Murder, Rape, Robbery, Aggravated Assault, Burglary, etc. **Part II Crimes - Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc. Fiscal Year 2o16/17 Adopted Budget Page 200 PART I* PART II * * CALLS FOR SERVICE REPORTS TAKEN ARRESTS TRAFFIC COLLISIONS 2013 4,546 9,055 110,402 14,651 4,615 1,452 2014 4,368 8,139 111,133 13,769 4,390 1,418 2015 4,732 7,142 109,215 15,175 F4,837 1,642 *Part I Crimes - Murder, Rape, Robbery, Aggravated Assault, Burglary, etc. **Part II Crimes - Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc. Fiscal Year 2o16/17 Adopted Budget Page 200 Patrol Crime Prevention Emergency Response Volunteers Police (Contract) Services to the Community Police (Contract) Traffic Investigations Safety Targeted Proactive Enforcement Felony Case to Reduce Follow-up Collissions Active CPTED Shooter Bicycle Response Safety Program Neighborhood Classes Watch 3-K9's Dedicated DUI CCW Pilot Project Pawn Shop Liaison Victoria Gardens Retail Theft Investigations Special Units Gang Teams Solution Oriented Policing Team Crime Free Multi -Housing School Resource Officers Fiscal Year 2o16/17 Adopted Budget Page 201 Fire District Department Budget Summary Overview of Department The Fire District's mission is to serve the community by reducing risks to life, property and the environment through the delivery of effective and efficient emergency and non -emergency services. The Fire District is a subsidiary district of the City and has its own statutory funding. The City Council 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 pillars of service provide: fire prevention, inspection, structural and wildland fire threat reduction and suppression, public education/community outreach, emergency medical services, hazardous materials response, technical rescue, tactical response, disaster preparedness, CERT, BERT, community resiliency and recovery. The Fire District supports these services through progressive executive and personnel management, personnel development and intense training, advanced planning and financial administration, and logistical support which includes apparatus and facilities maintenance, communications and information technology. Programs in support of these services include: advanced pre -hospital medical care provided by firefighters trained as paramedics and emergency medical technicians utilizing state-of-the-art cardiac monitoring equipment, specialized training and apparatus for fighting fires in the wildland urban interface areas of the community and specially trained and equipped crews for completing complicated rescues of people in confined spaces, trapped in vehicles or injured in the rugged foothills. Also offered are fire inspection and weed abatement services, home -generated sharps disposal program, Community Emergency Response Team (CERT) training and juvenile fire - setter intervention services. FY 2016/17 Budget Highlights • Continuation of the construction plans and ground breaking of the All -Risk Training Center. (City Council Goal PS -1) • Continuation of retrofitting the existing fire stations with drought tolerant landscaping. • Update of the Personal Protection Equipment (PPE) for tactical response. • Begin the design of the San Bernardino Road Station to re -build at a new location. (City Council Goal PS -S) • Complete the move of the District's insurance coverage to PARSAC. • Replace all station alerting equipment in seven fire stations. • Reconfiguration of the Emergency Operations Center. • Maintain the Community Facilities Districts (CFDs) assessments at the current rates. Fiscal Year 2o16/17 Adopted Budget Page 202 Fire District Department Budget Summary Funds Summary Operating Budget Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal Other Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Total Cost Staffing Summary (Budgeted) Full Time Part Time Total Staffing Actuals 2014/15 Adopted Budget 2015/16 $ 23,348,010 $ 24,329,900 5,323,291 5,904,120 177,188 804,580 620,736 1,009,850 29,469,225 32,048,450 23,927 - 831,673 1,025,470 4,467,268 25,246,150 Preliminary Budget 2016/17 $ 25,149,610 6,333,890 805,460 953,800 33,242,760 1,054,580 23,974,630 5,322,868 26,271,620 25,029,210 23,371,937 24,329,900 25,149,610 6,154,964 6,929,590 7,388,470 4,467,268 25,246,150 23,974,630 177,188 804,580 805,460 620,736 1,009,850 953,800 S 34,792,093 $ 58,320,070 S 58,271,970 113.0 114.0 114.0 3.2 4.1 4.4 116.2 118.1 118.4 Fiscal Year 2016/17 Adopted Budget Page 203 Fire District Performance Statistics Fire District Incident Summary 2015 • 14,802 incidents for fire, emergency medical/ rescue, hazardous materials, and public ser- vice; 21% increase; • 284 working fires; 2,517 good intent and false alarm; • 10,598 emergency medical/rescue incidents; 4% increase; • 162 hazardous materials incidents; • 1,225 public service incidents including water salvages, lockouts, police matters and other non -emergencies; • 16 overpressure rupture or explosion without fire. 2015 Business Inspections ■ Places of Assembly ■ Residential, Apartments, Hotels ■ Mercantile Other, Not Specified ■Storage, Warehouse ■ Schools & Day Care Facilities ■ Manufacturing ■ Special Events ■ Industrial ■ Institutions, 24 Hour Care & Medical Employee Development Highlights 2015 • 29,486 total training hours (including classroom); 18% decrease; • 78 multi -company training exercises; 11 % increase; • 2.64 average training hours per shift per employee. Community Engagement Highlights 2015 • 103 public education activities and station tours held in 2015; • 19,890 citizen contacts made through public education activities; • 1,643 people trained in Hands -Only CPR; • 842 people trained in Emergency Preparedness through CERT, BERT, Amateur Radio classes and exercises. Fiscal Year 2016/17 Adopted Budget Page 204 Emergency Response Fire Supression Structural Wildland Front Country Fire Investigations Emergency Medical Services Technical Rescue Haz Mat Tactical Response Response Planning Fire District Services to the Community Emergency Management Ready RC Mitigation Preparedness Response Recovery Community and Business Emergency Response Training Fire District Community Community Administration Risk I I Affairs Fiscal Year 2oi6/17 Adopted Budget Page 205 Personnel Prevention Inspections Public Management and Information Development Weed Abatement/ Volunteer Planning/Finance Brush Coordination Clearance Apparatus and Public Special Events Equipment Education Maintenance Facility Community New Outreach and Construction Engagement Facility Plan Review Maintenance Fiscal Year 2oi6/17 Adopted Budget Page 205 Animal Care and Services Department Budget Summary Overview of Department The City of Rancho Cucamonga has an innovative Animal Care and Services Department whose mission is Building a Community in which every Adoptable Pet Finds a Home. The Animal Services Department cares for more than 5,000 homeless pets annually and responds to more than 7,500 calls for service related to stray animals, rescues, and animal welfare. The Department oversees the following program areas: Animal Care: General animal care, adoptions, reuniting lost pets with owners and kennel and facility maintenance. Community and Information Programs: Volunteer 1,vo programs, foster care, fundraising, community outreach, social media and community information/education. ,` Field Services: Animal pickup, rescues, investigations, L rabies control, animal licensing, enforcement of animal regulations, co -exiting with wildlife and community education. Veterinarian Services: Veterinary treatment for animals SEATthe HEAT 1: housed at the Center, contracts for outside veterinary services for emergency and after hour care and specialized care; Teaching hospital for Veterinary and Veterinary Assistant students. FY 2016/2017 Budget Highlights The Center's newly formed Animal Care Foundation is expected to grow fundraisers to increase the amount of funds raised to offset Animal Center programs. (City Council Goal PS -2) By bringing the hardship spay and neuter voucher program in house, the Center is expected to increase the number of public low cost spay and neuter opportunities offered to residents and reallocate costs savings to other programs. The Department continues to improve the placement rate for neonatal kittens (1 day old to 8 weeks old) through the opening of a 24/7 kitten nursery. The kitten nursery is staff -run and largely volunteer supported. A Pet Cadet Program (for volunteers between the ages of 12 and 16) was implemented to expand the number of volunteers and youth educational opportunities. This program is made possible due to expanded fundraising opportunities and reallocation of funds. The purchase of dental equipment will help improve the health of senior animals, thus increasing the number of senior animals adopted. Fiscal Year 2016/17 Adopted Budget Page 206 Animal Care and Services Department Budget Summary Fiscal Year 2016/17 Adopted Budget Page 207 Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 2,219,222 $ 2,537,420 $ 2,672,320 Operations and Maintenance 526,682 481,460 463,660 Capital Outlay - 20,000 20,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 2,745,904 3,038,880 3,155,980 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,219,222 2,537,420 2,672,320 Operations and Maintenance 526,682 481,460 463,660 Capital Outlay - 20,000 20,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost S 2,745,904 $ 3,038,880 $ 3,155,980 Staffing Summary (Budgeted) Full Time 21.0 22.0 22.0 Part Time 9.2 11.0 12.5 Total Staffing 30.2 33.0 34.5 Fiscal Year 2016/17 Adopted Budget Page 207 Animal Care and Services Performance Statistics Animal Center Highlights 2015 • The Center opened a 24 hour neonatal kitten nursery for orphaned under aged kittens one day old to eight weeks old. • Medical staff performed hundreds of specialized surgeries including eye surgeries, amputations, orthopedic surgeries and wound repairs to help make pets adoptable and allow them to be placed with new families. • By restructuring staffing assignments a behavior and enrichment team was developed and the number of playgroups and enrichment programs for our animals were expanded. • Partnered with Assemblyman Marc Steinorth for two #Steinorth100 adoption events that resulted over 140 pets adopted in two weekends. • Partnered with NBC and Telemundo for the #CleartheShelter adoption event which resulted in over 30 adop- tions in one day. • Grew our partnership with Western University to include acting as teaching hospital for both 3rd and 4"' year Veterinary Students and increased the number of low cost spay and neuter clinics available to residents through Western University's mobile spay and neuter wagon. • Live placement rate (percent live outcomes) for dogs was 91% and cats was 83% for a combined live out- come rate of 87%. • The number of service hours donated by volunteers (not including service groups or foster parents) was 14,633. Animal Center Activities 15,000 12,500 -- 10,000 ---- 7,500 ■ 2014 5,000 2015 2,500 0 Field Calls Animal Licenses Sold N Fiscal Year 2016/17 Adopted Budget Page 208 Dog and Wt Outcomes 3po0 2500 2p00 1500 1Aoo _ _ 500 ' ' . . , ' ' 0 ■ — � 2014 2015 2014 2015 2014 2015 2014 2015 2014 1015 2014 2015 2014 2015 Adoption Returned to Rescue Partner TNR/SNR Transfer Euthanited Died in Owner I Cats I Dogs nommmmmmi Care/Foster N Fiscal Year 2016/17 Adopted Budget Page 208 Animal Care and Services Services to the Community Administrative Community Services Programs and Information Administration Community Outreach Animal Spay and Neuter Vouchers Volunteers Trap Neuter Foster Care Release Program Animal Care and Services Veterinarians Animal Care Field Services and Adoptions Animal Care Field Service Officers Adoptions Dispatcher Animal Health and Wellness Animal Licensing Fiscal Year 2016/17 Adopted Budget Page tog Records Management Department Budget Summary Overview of Department The Records Management Department operates under the administrative direction of the City Clerk Services Director. This Department is responsible for agenda management, legislation, and records management. The Department provides ancillary technical support regarding research requests from staff, officials, and the general public as part of its records maintenance duties, including maintenance of the Municipal and Zoning Code and Conflict of Interest Code. Records Management serves as the single point of contact to provide information to the community and general public relating to official City records. The Department maintains and updates placement of the City Council agenda packet on the City's website and prepares all agendas 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. The Records Management Department coordinates and assists the City Clerk Services Director in administering municipal elections in the City of Rancho Cucamonga. FY 2016/17 Budget Highlights • Continue to image vital, historic and permanent records. • Continue preparing all City Council, Successor Agency, Fire Protection District, and City Council subcommittee agendas and minutes and assist with coordination of proclamations presented at Council meetings. • 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. • Conduct biennial review of the City's and Fire Protect District's Conflict of Interest Codes. • Implement an automated public records request program to streamline recording, tracking, and responding to public records requests: • Administer and coordinate the November 2, 2016 Regular Municipal Election which will include elections for: 1) two Members of the City Council, City Clerk, and City Treasurer; and 2) a question relating to electing Members of the City Council by the voters in four Council Districts with an at -large Mayor. Duties will include preparing, issuing and processing candidate nominations (July — August 2016). Fiscal Year 2016/17 Adopted Budget Page 210 Records Management Department Budget Summary Fiscal Year 2016/17 Adopted Budget Page 211 Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 401,759 $ 466,430 $ 482,900 Operations and Maintenance 138,679 198,670 206,910 Capital Outlay - - - Cost Allocation (196,730) (182,190) (199,280) Debt Service - - - Transfer Out - - - Subtotal 343,708 482,910 490,530 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 401,759 466,430 482,900 Operations and Maintenance 138,679 198,670 206,910 Capital Outlay - - - Cost Allocation (196,730) (182,190) (199,280) Debt Service - - - Transfer Out - - - Total Cost $ 343,708 $ 482,910 $ 490,530 Staffing Summary (Budgeted) Full Time 4.0 4.0 4.0 Part Time 1.3 1.3 1.3 Total Staffing 5.3 5.3 5.3 Fiscal Year 2016/17 Adopted Budget Page 211 Records Management Performance Statistics Records Req w 2014 . 2015 8�! 83 83 82 75 77 63 70 65 7067 66 67 60 61 5'4 52 ss ss S2 48 48 47 36 i Jan Feb Mar Apr May Jane J!y Aus Sept Oct Nov Dec Fiscal Year 2016/17 Adopted Budget Page 212 Records Preservation Retention Disposition Public Records Requests Recorded Documents Maintenance of Municipal Code Records Management Services to the Community Records Management Legislation Agenda and Minute Preparation Legal Notices Bond Releases Contracts Claims/Subpoenas Bid Openings Appeals Conflict of Interest Code Board and Commission Recruitments Election Administration Legal Noticing Nomination Filing Candidate Handbook Municipal Elections Ballot Measures Receive Petitions Disclosure of Campaign Finances and Economic Interests Fiscal Year 2o16/17 Adopted Budget Page 213 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 AL ai in activities conducted by the Department in programs such as: Playschool, youth activities, Teen Center programs, and recreational { classes for all ages, excursions, sports programs and senior citizen services. Our parks are heavily used for organized youth and adult sports, picnics and general recreational purposes. Special events are held each year including the July 4th Spectacular, Movies in the Park, Concerts in the Park and the Founders Community Parade. At the Epicenter and Adult 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 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 also oversees the operation of the City's Park and Recreation Commission and the Rancho Cucamonga Community and Arts Foundation. FY 2016/17 Budget Highlights • Add new summer camps for children of all ages. • Offer the City's first Special Olympics Soccer Team. • Add a third bus in the Senior Transportation Program, funded through Measure I. • Oversee construction and completion of Los Amigos Park, culminating with a grand opening celebration in spring 2017. • Complete design and award construction bid for the City gymnasium that is '` replacing the RC Family Sports Center. Construction is scheduled to begin Z3 in January 2017. (City Council Goal PR -3) • Complete design on the Trailhead area at Central Park and Bank of America Imagination Courtyard at the Victoria Gardens Cultural Center. Fiscal Year 2016/17 Adopted Budget Page 214 Community Services Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 3,612,219 $ 4,139,860 $ 4,224,680 Operations and Maintenance 600,137 813,130 790,340 Capital Outlay - - 10,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 4,212,356 4,952,990 5,025,020 Other Funds Personnel Services 2,303,686 2,858,960 2,933,280 Operations and Maintenance 2,037,334 2,095,130 2,107,710 Capital Outlay 162,838 1,460,000 3,605,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 4,503,858 6,414,090 8,645,990 All Funds Personnel Services 5,915,905 6,998,820 7,157,960 Operations and Maintenance 2,637,471 2,908,260 2,898,050 Capital Outlay 162,838 1,460,000 3,615,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 8,716,214 $ 11,367,080 $ 13,671,010 Staffing Summary (Budgeted) Full Time 45.0 45.5 45.5 Part Time 192.6 188.9 189.9 Total Staffing 237.6 234.4 235.4 Fiscal Year 2o16/17 Adopted Budget Page 215 Community Services Performance Statistics CSD 2015 Program & Registration Highlights* • Over 36,000 registrations processed annually; • Rancho Cucamonga residents represented 85% of total registrations; • Participation in Senior Health & Wellness classes in- creased by 5%; • Approximately 2,300 summer camp spots were filled in Summer 2015; *Registration numbers exclude the Lewis Family Play- house and Special Events, which are tracked separately. Activity Registrations •2014=33,069 RESIDENT NON-RESIDENT WALK-IN ON-LINE REGISTRATIONS REGISTRATIONS REGISTRATIONS REGISTRATIONS 6 2015 Playhouse Highlights • The 2014/15 season subscriptions have increased 12% over the previous season; • The number of Facebook fans for the Playhouse has increased from 2,410 in 2014 to 3,301 in 2015; • $1,288,383 in revenue was processed through the Box Office in 2015; • How people are looking at our website is shifting: in 2014, 53.6% desktop users and 46.4% tablet/mobile, but in 2015, it was 46.7% desktop users and 53.3% tablet/mobile. Lewis Family Playhouse Ticket Sales TOTAL # Of RESIDENTTICKET NON-RESIDENT TICKETS SOLD ON- TICKETS SOLD TICKETS SOLD SALES TICKET SALES LINE WALK-IN/MAIL ■ Season 8 (2013/14) = 52,121 ■ Season 9 (2014/15) = 56,527 Fiscal Year 2016/17 Adopted Budget Page 216 Community Services Services to the Community Recreation/ Community Services Sports Advisory Senior Advisory Youth/Teens Human Resources Seniors Sports Events Marketing Registration Operations Park Rangers Community Services Cultural Arts I I Administration Playhouse Community Clerical/ Programs I I Administration Finance Playhouse Professional Programs Park Development Fiscal Year 2016/17 Adopted Budget Page 217 Library Services Department Budget Summary Overview of Department The Rancho Cucamonga Public Library strives to inform and enrich our community by providing access to traditional and technologically -innovative resources. The Department supports and encourages education and the love of reading in a welcoming atmosphere with a knowledgeable, service-oriented staff. These efforts were recognized nationally when the Library was awarded the National Medal for Museum and Library Services. The National Medal is the highest honor the nation can confer on a museum or library. Programs and services offered at the Archibald Library and Biane Library include: • Children's services, including weekly and special event programs, performing and cultural arts programs, 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 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, downloadable music, and local history. • Administrative support for the Library Board of Trustees and Library Foundation, as well as support to the Friends of the Library organization. FY 2016/17 Budget Highlights • Complete Phase I of the second floor of the Biane Library, including construction, plan of service, begin expanded programming and contract classes, and begin work to move from Phase I to Phase II. (City Council Goal EP -8) • Continue to examine and fine-tune lineup of storytimes and programs — 23 weekly children's storytimes, increased lineup of teen and tween STEAM (Science, Technology, Engineering, Art, and Mathematics) programs, and continue to pilot special needs programming. • 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 materials collections, in both print and online formats, with new and updated titles at both Libraries. • Continue to grow the Play and Learn IslandTM project through promotion to other libraries. Fiscal Year 2016/17 Adopted Budget Page 218 Library Services Department Budget Summary Other Funds Personnel Services 29,007 Adopted Preliminary Operations and Maintenance Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget - - - Personnel Services $ 2,817,990 $ 3,278,480 $ 3,339,290 Operations and Maintenance 960,749 1,198,990 1,297,690 Capital Outlay - 5,000 82,030 Cost Allocation - - - Debt Service 10,142 10,710 11,720 Transfer Out 2,600,000 - - Subtotal 6,388,881 4,493,180 4,730,730 Other Funds Personnel Services 29,007 16,230 16,410 Operations and Maintenance 228,834 103,040 49,040 Capital Outlay 161,642 2,505,000 295,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 419,483 2,624,270 360,450 All Funds Personnel Services 2,846,997 3,294,710 3,355,700 Operations and Maintenance 1,189,583 1,302,030 1,346,730 Capital Outlay 161,642 2,510,000 377,030 Cost Allocation - - - Debt Service 10,142 10,710 11,720 Transfer Out 2,600,000 - - Total Cost $ 6,808,364 $ 7,117,450 $ 5,091,180 Staffing Summary (Budgeted) Full Time 26.0 27.5 27.5 Part Time 36.0 36.6 36.8 Total Staffing 62.0 64.1 64.3 Fiscal Year 2o16/17 Adopted Budget Page 219 Library Services Performance Statistics Library Services Revenue 200,000 150,000 100,000 50,000 0 Passport Donations Overdue DVD/CD Revenue Received Fines Rentals 2014 B2015 Library Activity 1,200,000 1,000,000 &00,000 600,000 400,000 200,000 0 / LibraryVisitors Items Checked Website Hits Out 2014 M 2015 Fiscal Year 2016/17 Adopted Budget Page 220 Library Services Services to the Community Library Services Technology Library Services Services Budget and Grants and Outreach Tech Centers Adult Literacy Operations Special Services Projects Website/Social Back 2 Basics Adult and Children's Teen Services Services nDevelopment Programs Programs Information Services Collection Information Services Collection Fiscal Year 2016/17 Adopted Budget Page 221 Administrative Services Department Budget Summary Overview of Department The Administrative Services Group's mission is to support the functions of the City's line departments. While line departments typically provide service primarily to the public, the Administrative Services Group's departments and divisions, while providing some direct public services, primarily provide extensive services and support to internal staff of the various City departments. The Administrative Services Group includes the Finance, Human Resources, and Innovation and Technology Departments, as well as Administration and Purchasing, under the oversight of the Deputy City Manager/Administrative Services. FY 2016/17 Budget Highlights • Special Districts' administration, which had historically been a part of the GIS/Special Districts Division, is being transitioned into the Finance Department as part of a multi-year reorganization that also created the Department of Innovation and Technology. The two Special Districts staff members will report to the Finance Manager. • Several key technology projects will modernize work practices in Administrative Services. These include implementing new Employee Online and Personnel Action Forms processes as well as a new Contract Management module in OneSolution, the City's financial system; a roll-out of Microsoft 365 across all City computers; and implementation of a new VoIP telephone system and upgraded data network. • Special Districts and GIS staff will be key parts of the team managing the acquisition of the City's 15,000+ street lights from Southern California Edison. • Provide administrative support for the West -side Districts Citizens' Oversight Committee and the Planned Communities LMD Citizens' Oversight Committee. Fiscal Year 2016/17 Adopted Budget Page 222 Administrative Services Department Budget Summary Other Funds Personnel Services 2,632,092 Adopted Preliminary Operations and Maintenance Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget - - - Personnel Services $ 692,946 $ 1,015,950 $ 1,021,720 Operations and Maintenance 12,874,090 3,659,270 3,412,280 Capital Outlay - - - Cost Allocation (1,283,380) (1,255,340) (1,250,460) Debt Service - - 23,160 Transfer Out 3,054,514 3,260,700 4,233,540 Subtotal 15,338,170 6,680,580 7,440,240 Other Funds Personnel Services 2,632,092 700,020 882,000 Operations and Maintenance 1,753,270 1,533,890 1,916,500 Capital Outlay 6,065,541 4,739,540 7,974,240 Cost Allocation - - - Debt Service 6,639 70,700 69,480 Transfer Out 50,000 50,000 50,000 Subtotal 10,507,542 7,094,150 10,892,220 All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Total Cost Staffing Summary (Budgeted) 3,325,038 1,715,970 14,627,360 5,193,160 6,065,541 4,739,540 (1,283,380) (1,255,340) 6,639 70,700 3,104,514 3,310,700 1,903,720 5,328,780 7,974,240 (1,250,460) 92,640 4,283,540 $ 25,845,712 $ 13,774,730 $ 18,332,460 Full Time 7.0 6.0 6.0 Part Time 1.8 2.0 2.0 Total Staffing 8.8 8.0 8.0 Fiscal Year 2016/17 Adopted Budget Page 223 Administrative Services Performance Statistics Purchasing Division Highlights 2015 497 Requisitions logged; 1.16% increase; • 496 Purchase Orders issued; 1.12% increase; • 91 requests processed for quotes, bids, proposals and qualifications; 1.06% increase; • $80,651 revenue received from on-line surplus auction; 4.4% increase; $463,831was spent on green products. Members of the Planned Communities LMD Citizens' Oversight Committee Members of the West -side Districts Citizens' Oversight Committee Fiscal Year 2oi6/17 Adopted Budget Page 224 Administrative Services Services to the Community Administrative Services Administration I I Purchasing Procurement of Disposal of City Assets (surplus) Fiscal Year 2o16/17 Adopted Budget Page 225 Goods and Oversight Services Responsibility for Finance, Innovation and Contract Technology, Administration and Human Resources Departments Bid Management Disposal of City Assets (surplus) Fiscal Year 2o16/17 Adopted Budget Page 225 Finance Department Budget Summary Overview of Department The overall mission of the Finance Department is to provide excellent service to both our internal and external customers with the highest degree of reliability and timeliness, while maintaining appropriate financial control of City resources. The Finance Department is responsible for managing the financial operations of the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District in accordance with generally accepted accounting principles, as well as applicable laws, regulations and City policies. The Department consists of five divisions to accomplish its mission: 4D Ceratcma W Achiwe I f. EZ— in R.W.1 RgJ_h y Pnxnsd b City ofR..dh C.I.. y C.1ir—i. RueX�.t rr�mrnfiax AuuiA CircMRanh. Cuca P (�Iifi�rnVa • Accounting: Comprised of the following sections: Accounts Payable, Accounts Receivable, Cashiering, Fixed Assets, General Ledger, and Payroll. • Budgeting and Financial Reporting: Responsible for coordinating the City's annual budget and preparing the comprehensive annual financial report (CAFR). • Business Licensing: Responsible for the issuance and annual renewal of Business Licenses to all persons transacting and carrying on business within the City. This section also ensures compliance with the City's Transient Occupancy Tax (TOT) and Admissions Tax Ordinances which requires monthly reporting and remittances by the City's various hotels and businesses. • Special Districts (new for FY 2016/17): Responsible for placing special assessments for City parcels on the county tax rolls, tracking and paying debt service on the City's special obligations payable from the special assessments and assisting with special district formations. • Treasury Management: The Treasury Management Section works with the City Treasurer and the Deputy City Treasurer, and is responsible for daily cash management and investment of funds for the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District. The Section is also responsible for the daily transferring and settling of depository funds, investing excess funds, and reporting investments in accordance with all applicable State and Federal laws and the City's Investment Policy. FY 2016/17 Budget Highlights • Implementation of an open data technology system that will provide access to the City's budget and financial information in order to promote local government transparency and public trust. (City Council Goal ML -6) • In conjunction with DoIT and Human Resources, facilitate the implementation of several new modules for the City's financial system including Employee Online, Personnel Action Forms, Contract Management, and COGNOS Reporting. • Addition of a part-time (20 hours per week) Management Aide to assist in generating and compiling data for the City's budget document and CAFR as well as support the Treasury Management, cash receipting, and accounts receivable functions of the Department. Fiscal Year 2016/17 Adopted Budget Page 226 Finance Department Budget Summary Funds Summa Operating Budget Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal Other Funds Actuals 2014/15 $ 1,580,693 112,428 (472,560) 1,220,561 Adopted Preliminary Budget Budget 2015/16 2016/17 $ 1,905,430 $ 2,254,820 61,550 68,900 (454,460) (574,170) 1,512,520 1,749,550 Personnel Services 328,096 334,930 410,680 Operations and Maintenance 3,603,880 3,506,370 3,416,300 Capital Outlay (35,769) - 20,000 Cost Allocation - - - Debt Service - - - Transfer Out 19,087 - - Subtotal 3,915,294 3,841,300 3,846,980 All Funds Personnel Services 1,908,789 2,240,360 2,665,500 Operations and Maintenance 3,716,308 3,567,920 3,485,200 Capital Outlay (35,769) - 20,000 Cost Allocation (472,560) (454,460) (574,170) Debt Service - - - Transfer Out 19,087 - - Total Cost $ 5,135,855 $ 5,353,820 $ 5,596,530 Staffing Summary (Budgeted) Full Time 21.0 21.0 21.0 Part Time 0.8 1.1 2.3 Total Staffing 21.8 22.1 23.3 Fiscal Year 2016/17 Adopted Budget Page 227 Finance Performance Statistics Finance Highlights 2015 $2,519,050 received in Business License revenue; 6.5% increase; • $3,001,003 received in Transient Occupancy Tax revenue; 14.3% increase; • $13,057 received in Admissions Tax revenue; 68.5% decrease; • 179,133 cash receipts processed; 2.59% increase. *Data excludes vendors and contractors located outside of Rancho Cucamonga. Business License Data 7, = 6,000 Investment Effective Rate of Return Comparison 5,000 January 2015 - December 2015 4,000 3,000 2,000 _ 1,000 1.40% 0 ,0L 1.20% New Businesses Renewals Business 1.00% Closures 2014 ■ 2015 -- *Data excludes vendors and contractors located outside of Rancho Cucamonga. Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec -City Pool Average - BofA Merrill Lynch U.S. Treasuries/Agencies 1-5 Yrs Special Districts Highlights 2015 $27,362,087 received in Special Districts tax revenue; 1% decrease 139,738 parcels submitted to the tax rolls for 35 special assessment districts with 100% accuracy • 70 CFD delinquency letters sent; 75% decrease • Hosted Open House Events for LMD 8, 9 & 10 Fiscal Year 2o16/17 Adopted Budget Page 228 City of Rancho Cucamonga Investment Effective Rate of Return Comparison January 2015 - December 2015 1.60% _ w Y 1.40% ,0L 1.20% 1.00% ; 0.80% 0.60% -- _ 0.40% 0.20% 0.00% Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec -City Pool Average - BofA Merrill Lynch U.S. Treasuries/Agencies 1-5 Yrs Special Districts Highlights 2015 $27,362,087 received in Special Districts tax revenue; 1% decrease 139,738 parcels submitted to the tax rolls for 35 special assessment districts with 100% accuracy • 70 CFD delinquency letters sent; 75% decrease • Hosted Open House Events for LMD 8, 9 & 10 Fiscal Year 2o16/17 Adopted Budget Page 228 Accounting Accounts Payable Accounts Receivable Cashiering Fixed Assets General Ledger Payroll Finance Services to the Community Financial Coordinate City's Annual Budget Prepare Comprehensive Annual Financial Report (CAFR) Finance Business I I Treasury Licensing Management Issuance and Renewal of Daily Cash Business Management Licenses Investment of Ensures Funds Compliance with City's TOT and Investment Admissions Tax Reporting Ordinances Special Districts Administer 38 Special Districts in the City Fiscal Year 2016/17 Adopted Budget Page 229 Human Resources Department Budget Summary Overview of Department The Human Resources Department provides the leadership, direction and support required to attract, retain and develop high-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 • Classification and Compensation The Risk Management Division is responsible for: • Liability • Worker's Compensation FY 2016/17 Budget Highlights • Benefits • Organizational Development • Safety/Loss Control • Employee Wellness • Upgrade the Human Resources Clerk to Human Resources Technician to reflect the higher degree of knowledge and skill required to coordinate administer the City's immense day- to-day recruitment & selection process. • Add another Human Resources Technician position to allow the Department to operate more efficiently by providing assistance in recruitment and selection, worker's compensation and liability, and allow for cross training so that the Department can better serve the needs of the other City departments as well as the Community. • Continue to implement the Affordable Care Act (ACA). A key be the tracking and reporting of ACA and updating City policies and procedures to ensure compliance with the ever changing mandates and deadlines of the ACA program. • Utilize innovative applicant tracking tools to improve the City's recruitment process in order to decrease the time to fill vacancies and to onboard employees in a more expeditious and engaging manner. • Continue to improve employee development, organizational development and succession planning. • Launch the employee self-service tool in the existing HRIS system to allow employees better access to benefit and pay information. • Partner with the Rancho Cucamonga Fire Protection District to develop a worker's compensation "carve -out" system to provide employees access to a higher quality of services with the goal of returning them to duty in a more efficient manner. • 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. Fiscal Year 2016/17 Adopted Budget Page 230 Human Resources Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 705,876 $ 755,650 $ 843,910 Operations and Maintenance 201,961 281,130 320,250 Capital Outlay - - - Cost Allocation (268,660) (284,010) (336,320) Debt Service - - - Transfer Out - - - Subtotal 639,177 752,770 827,840 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 705,876 755,650 843,910 Operations and Maintenance 201,961 281,130 320,250 Capital Outlay - - - Cost Allocation (268,660) (284,010) (336,320) Debt Service - - - Transfer Out - - - Total Cost $ 639,177 $ 752,770 $ 827,840 Staffing Summary (Budgeted) Full Time 6.0 6.0 7.0 Part Time - - - Total Staffing 6.0 6.0 7.0 Fiscal Year 2016/17 Adopted Budget Page 231 Human Resources Performance Statistics Human Resources Highlights 2015 • 58 full-time position recruitments; 23% increase; • 47 part-time position recruitments; 24% increase; • 12,530 online applications screened; 20% decrease. Risk Management Statistics t Workers Compensation Claims 82014 0201.5 30 21 22 17 19 10 12 i s i City Potholes Trlp and Fall Trees Mist 0 0 ■ 0 , 01 , Animal Bldg/Code CSD Admin Pubfic Flw serums Savkes Works General Liability Claims 82014 112015 30 22 17 19 1s ; 10 12 Traffic City Potholes Trlp and Fall Trees Mist AccldeMs Contractors Fiscal Year 2016/17 Adopted Budget Page 232 Human Resources Services to the Community Personnel Services EmployeeI I Recruitment Relations BenefitsI I Organizational Development Human Resources Classification and Compensation Risk Management Liability Workers' Compensation Safety/ Loss Control Employee Wellness Fiscal Year 2016/17 Adopted Budget Page 233 Innovation and Technology Department Budget Summary Overview of Department The Department of Innovation and Technology (DoIT) manages the core technology platforms for the City and facilitates the effective and innovative use of technology across the organization to serve our community. The Department provides the following services to the City: • Data network design, operation and security • Enterprise application management, including cloud and server based systems • Voice -over -Internet -Protocol (VoIP) telephone system administration, management and service • Procurement and management of electronic devices including desktop, mobile, and shared platforms • Data science and visualization including Business Intelligence, mobile dashboard, and Geographic Information Systems (GIS) platforms, including the Rancho Cucamonga Enterprise Geographic Information Systems (REGIS) team that develops regional GIS capabilities through business partnerships with other public agencies. FY 2016/17 Budget Highlights • Planned completion of the City-wide network improvement and VoIP telephone system installation, bringing high-speed internet access and advanced telephone features to the organization. • In cooperation with the Library Services Department, planned completion of the project to install public -facing high-speed internet access to the Biane and Archibald Libraries to support Library programming and provide wireless internet access for Library patrons. • The Accela land management platform will move from development and deployment into maintenance and management, completing the system's major implementation goals and providing ongoing support for the Building and Safety, Planning, Engineering, Community Improvement, and Fire Departments. • Continued development of business intelligence and spatial reference platforms for enterprise applications to visualize data in a contextually relevant format and evaluate data across department lines. • Maximize value and benefit of the City's new Microsoft Enterprise Agreement, including expanded tools for collaboration and creating more dynamic work environments. Fiscal Year 2016/17 Adopted Budget Page 234 Innovation and Technology Department Budget Summary Adopted Actuals Budget Funds Summary 2014/15 2015/16 Operating Budget Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal Other Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out $ 2,243,750 1,574,811 8,229 (1,595,560) 2,231,230 1,185,536 13,612 60,498 $ 2,599,000 1,967,850 (1,642,050) Preliminary Budget 2016/17 $ 2,582,950 2,372,110 (1,428,700) 2,924,800 3,526,360 1,162,240 692,020 759,610 340,230 489,580 489,580 1,259,646 2,411,430 2,243,750 2,760,347 21,841 (1,595,560) 60,498 2,599,000 3,130,090 759,610 (1,642,050) 489,580 1,521,830 2,582,950 3,064,130 340,230 (1,428,700) 489,580 Total Cost $ 3,490,876 $ 5,336,230 $ 5,048,190 Staffing Summary (Budgeted) Full Time 21.0 22.0 23.0 Part Time - - - Total Staffing 21.0 22.0 23.0 Fiscal Year 2016/17 Adopted Budget Page 235 Innovation and Technology Performance Statistics Information Technology Maintained by the Department • Deployment and maintenance of over 2,700 electronic devices including desk- top & laptop PCs, peripherals, portable tablets, and smart phones across multiple platforms; • Maintenance and operation of over 200 servers citywide; • Over 75 percent of servers virtualized. Web Page User Visits 100,000 80,000 60,000 ■ 2014 40,000 - ■ 2015 20,000 _ .. 0 Jan Feb Mar April May June July Aug Sept Oct Nov Dec 180% 60% 1 40% 1 20% ✓ , P'e .. ,^ `.J -,%.. Percentage of Web Page Users - New 0% Jan Feb Mar April May June July Aug Sept Oct Nov Dec -2014 --2015 IT Users By Department E 201 ■ 2015 160 140 120 100 80 60 ..._.. 40 20 g?�carc es�J``eh �o` `a` F�q v`4r ak,c1�e¢``oQ acc 11 L oD �acP P� Lo 0\a�, 41 Q�'c Fiscal Year 2o16/17 Adopted Budget Page 236 Innovation and Technology Services to the Community Innovation and Technology Geographic Customer Applications Systems Information Services (GIS) Service Enterprise Network Spatial Data Help Desk Application Security and Visualization Requests Management Management Business User Support User Interface L Data Center L Intelligence Development Management Development Hardware Information Rancho Implementation Data Hosting Solutions Security Enterprise GIS Practices (REGIS) Fiscal Year 2o16/17 Adopted Budget Page 237 Economic and Community Development Department Budget Summary Overview of Department The Economic and Community Development Group encompasses all Economic and Community Development activities including Economic Development, Building and Safety, 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 2016/2017 Budget Highlights • Deliver services of Building and Safety, Engineering, Planning, and Public Works under a common philosophy of innovation and excellent customer service. • Support the City Manager's Office in monitoring and ensuring efficient and timely implementation of the City Council's goals and key Capital Projects. • Provide effective coordination and monitoring of all Economic and Community Development programs and budgets that cross-over department lines. This will include the implementation of milestones and tracking timelines for accomplishment of the Department's established annual goals and objectives. • Focus on implementation of "Accelerate", the Accela Automation project integrating the development services of the City. • Implement the Economic Development Strategic Plan to lay the foundation for the City's economic development efforts over the next 5 to 10 years. • Continue the reestablishment of the Business Visitation Program as part of the City's business retention efforts. This includes staff members from various City departments contacting businesses that are the top sales tax generators, top employers, Fortune 500 companies, and long -tenured companies. • Continue to provide support to the business community through the City's Economic Development liaison and partnering with other agencies to provide business services such as workforce development, small business consultation, and education. • Continue to work with ESRI to assist in the development of site selection tools for economic development and market analysis. Fiscal Year 2oi6/17 Adopted Budget Page 238 Economic and Community Development Department Budget Summary Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 287,581 $ 384,590 $ 393,950 Operations and Maintenance 169,710 348,350 343,130 Capital Outlay 14,751 - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 472,042 732,940 737,080 Other Funds Personnel Services Operations and Maintenance 36,479 31,010 341,080 Capital Outlay - - 16,000 Cost Allocation - - - Debt Service - - - Transfer Out 135,070 135,070 179,000 Subtotal 171,549 166,080 536,080 All Funds Personnel Services 287,581 384,590 393,950 Operations and Maintenance 206,189 379,360 684,210 Capital Outlay 14,751 - 16,000 Cost Allocation - - - Debt Service - - - Transfer Out 135,070 135,070 179,000 Total Cost $ 643,591 $ 899,020 $ 1,273,160 Staffing Summary (Budgeted) Full Time 2.0 2.0 2.0 Part Time - 0.8 0.8 Total Staffing 2.0 2.8 2.8 Fiscal Year 2016/17 Adopted Budget Page 239 Economic and Community Development Performance Statistics Please see Performance Statistics for Economic and Community Development in each of the following department sections: Building and Safety Services Engineering Services Planning Public Works Services Fiscal Year 2o16/17 Adopted Budget Page 240 Economic and Community Development Services to the Community Oversee Services of: Building and Safety Engineering Planning Public Works Economic and Community Development Assist in Implementing City Council's Goals Oversight of Key Capital Projects Foster Economic Development through Focused Programs that Promote the Quality of Life and Economic Health of the Community Fiscal Year 2o16/17 Adopted Budget Page 241 Building and Safety Services Department Budget Summary Overview of Department 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 building and construction codes, state mandated regulations and municipal codes. • Works with other City departments to develop regulations and conditions for construction projects through the entitlement process. • Coordinates and assist other City departments in managing building and structural capital regulations for City facilities. improvement projects and enforcing ADA • Provide emergency responses and damage assessment during and after disaster events. Building and Safety Services enforces a series of nationally recognized standards and construction codes as well as mandates from the 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 checks and inspection for compliance of California Fire Code and all fire, life and safety inspection activities. FY 2016/17 Budget Highlights • Adopt and implement the use of the new building construction codes in 2017, after the State's adoption. • Adopt the new State requirements for septic systems under the Local Agency Management Program (LAMP). • 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 during this fiscal year. • Conduct safety inspections for the mobile home parks as required by the State. • Provide training opportunities for existing and new technical staff to fully understand new construction codes and their application to construction projects. • Consolidate and provide shared services among the Department's key work units and collaborate with other City departments on special projects. Fiscal Year 2o16/17 Adopted Budget Page 242 Building and Safety Services Department Budget Summary All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Total Cost 1,490,501 1,814,100 1,894,980 214,144 159,330 168,470 $ 1,704,645 $ 1,973,430 $ 2,063,450 Staffing Summary (Budgeted) Full Time 18.0 18.0 18.0 Part Time - 0.5 0.5 Total Staffing 18.0 18.5 18.5 Fiscal Year 2016/17 Adopted Budget Page 243 Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 1,490,501 $ 1,814,100 $ 1,894,980 Operations and Maintenance 210,384 118,280 124,320 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,700,885 1,932,380 2,019,300 Other Funds Personnel Services - - - Operations and Maintenance 3,760 41,050 44,150 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 3,760 41,050 44,150 All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Total Cost 1,490,501 1,814,100 1,894,980 214,144 159,330 168,470 $ 1,704,645 $ 1,973,430 $ 2,063,450 Staffing Summary (Budgeted) Full Time 18.0 18.0 18.0 Part Time - 0.5 0.5 Total Staffing 18.0 18.5 18.5 Fiscal Year 2016/17 Adopted Budget Page 243 Building and Safety Services Performance Statistics Building and Safety Highlights 2015 On average, 35% of customers had no waiting time for service at the permit counter, 20% had waiting time less than 5 minutes and 10% had waiting time less than 10 minutes. • 99% of inspection requests were responded to within a twenty-four (24) hour turn -around time. The Building and Safety Department processed 1224 permits for photovoltaic solar projects, an increase of 28% over 2014 and 83% over 2013. INSPECTION REQUESTS 21,093 21,500 21,000 W 2014 20,500 19,849 ■ 2015 20,000 19,500 19,000 PERMITS ISSUED 5,222 5,300 5,200 N 2014 51100 4,890 5 ■ 2015 ,000 4,900 4,800 4,700 Fiscal Year 2o16/17 Adopted Budget Page 244 Building and Safety Services Services to the Community Building and Safety Support Building and Construction Building and Services Fire Plan and Permit Fire Checks Services Inspections Damage Assessment Complaint Response Grading Plan Check and Inspections Water Quality Management Plan (WQMP) Review Fiscal Year 2o16/17 Adopted Budget Page 245 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 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 efficiently operates a subcompact electrical utility. alb., There are six sections in the Engineering Services Department. The I 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 A : > � _ collection of development impact fees, plan checking street improvement plans and tract/parcel maps, and the issuance of all permits within the public right-of-ways. The Transportation Management Section oversees the design, construction, and management of the City's traffic and transportation systems and investigates and provides recommendations on matters related to pedestrian, bicycle, and vehicular safety around schools and in the public right- of-way. The Capital Project Management Section designs and manages the construction of City -funded 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 an 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 2016/17 Budget Highlights • Staff will continue to take the lead on Accela upgrades and ongoing technical maintenance. • Installation of storm water placards on storm drains within the city. • Implementation of Phase I of the Mandatory Organics Recycling Program (businesses generating 8 cubic yards of organics). • Construct the widening of Hellman Ave. at the Railroad Tracks, including new railroad signals, vehicle and pedestrian gates and a new traffic signal at 8th Street. (City Council Goal EP -2) • Pavement Rehabilitation of Carnelian Street from Lemon Avenue to Wilson Avenue. • RCMU plans to replace almost 600 old commercial meters with new technologically advanced meters in order to reduce meter reading costs. • Construction of two small line extension projects adding additional electric and dark fiber conduits, cabling and vaults to our existing backbone system. • Provide support to SANBAG during on-going construction of the I-15 at Base Line Road Interchange Project. Project completion is anticipated in FY 2016/17. • Construction of traffic signal improvements at various locations including: new traffic signals at five intersections throughout the City; upgrade of traffic signals at two intersections on Milliken; and construction of a Pedestrian Hybrid Beacon (HAWK) signal on Base Line Road near Lions Center. Fiscal Year 2016/17 Adopted Budget Page 246 Engineering Services Department Budget Summary Fiscal Year 2016/17 Adopted Budget Page 247 Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 1,496,491 $ 1,753,050 $ 1,806,280 Operations and Maintenance 276,851 401,300 461,410 Capital Outlay - 400,000 - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,773,342 2,554,350 2,267,690 Other Funds Personnel Services 4,136,629 4,317,700 4,493,530 Operations and Maintenance 10,616,267 11,094,050 11,179,430 Capital Outlay 12,019,627 23,265,210 30,686,110 Cost Allocation - - - Debt Service 3,000 - - Transfer Out 1,616,750 1,718,470 1,662,360 Subtotal 28,392,273 40,395,430 48,021,430 All Funds Personnel Services 5,633,120 6,070,750 6,299,810 Operations and Maintenance 10,893,118 11,495,350 11,640,840 Capital Outlay 12,019,627 23,665,210 30,686,110 Cost Allocation - Debt Service 3,000 - - Transfer Out 1,616,750 1,718,470 1,662,360 Total Cost $ 30,165,615 $ 42,949,780 $ 50,289,120 Staffing Summary (Budgeted) Full Time 34.0 34.0 34.5 Part Time 1.9 1.9 2.4 Total Staffing 35.9 35.9 36.9 Fiscal Year 2016/17 Adopted Budget Page 247 Engineering Services Performance Statistics Core Service Categories Public Infrastructure Improvements • Land Development • Transportation Development • Municipal Utility (RCMU) • Storm Water Pollution Prevention • Solid Waste Management • Recycling Programs • Household Hazardous Waste Management • Issuing Construction Permits Capital Improvements Highlights • 72 capital improvement projects identified in Lob FY 2015/2016 Capital Improvement Program (CIP); • 22 capital improvement projects approved for construction in 2015 totaling $8.5 million in community investment. Environmental Programs HHW Facility Highlights • 5,680 customers served at the HHW Collection Facility; 4% increase; 216,938 pounds collected (non E -waste items); $26,099 generated in E -waste R. Permits Issued by Type 1,0x0 9W 1 800 700 600 500 400 300 200 100 0 L... Clo— Right -Of -Way 0—size Load .2014=2,229 ■2015=1,927 Land Development Highlights • 1,927 permits issued for work in the public right-of-way; • 17 customers assisted each day on average at the front counter. RCMU Facts and System Data • Year established - 2001; • Date began providing power - May 2004; • Service area size - 4 square miles; • Number of meters - 900; • Number of streetlights - 216; • Number of transformers - 139; • Distribution Lines - 21.5 (circuit miles); • Average annual consumption - 76,000 MWh; • Number of customers - 896 (as of Dec 2015); • $10,555,963 revenue received; 2.2% decrease. RCMU Revenue 4,000,000 -- __ 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 Qtr 1 Qtr 2 Qtr 3 Qtr 4 ■ 2014 = $10,792,844 ■ 2015 = $10,555,963 Fiscal Year 2016/17 Adopted Budget Page 248 Engineering Services Services to the Community Engineering Services Capital Rancho Administration Land Transportation Environmental Cucamonga Budget Development Management Project Programs Municipal Management Utility Fiscal Year 2o16/17 Adopted Budget Page 249 Permit Traffic Signal Project Integrated Billing/ Clerical/ Processing Coordination Administration Waste Payment Administration Processing Tract/Parcel Maps Vehicle/ Pedestrian CIP Budget Storm Water Program Budget/Finance Safety Implementation Administration Storm Drain/ Household Personnel Street Traffic Inspection Hazardous Customer Improvements Planning Services Waste Outreach Fiscal Year 2o16/17 Adopted Budget Page 249 Planning Department Budget Summary Overview of Department The Planning Department functions as the professional and technical advisor to the Planning Commission, Historic Preservation Commission and City Council on policy matters and issues concerning the physical development of the community. To provide a comprehensive planning program, the Department manages both current planning cases and long-term projects and special projects. The primary objectives of the Planning Department are: to develop comprehensive plans for a first-class community; to implement the plans through efficient and effective management of growth and review of all development proposals; and to maintain a balanced, quality environment in the community. FY 2016/17 Budget Highlights • Continue to staff the public counter to assist residents, business owners and the development community. Continue to implement the General Plan policies and goals and ensure the quality of design and development within the City. • Administer the Historic Preservation program including landmark designations, Mills Act contracts and Certificates of Appropriateness. • Administer the housing, Community Development Block Grant (CDBG), and Home Improvement city-wide programs. • Work with several new exciting technology-based programs in conjunction with DoIT and ESRI to be able to visualize projects as 3 -Dimensional renderings that will provide the ability to envision how projects will conceptually fit within their surroundings. • Review the Development Code standards to guide new Mixed Use/High Density/Transit Oriented Development in the City. Also review areas of industrial zoning along arterials for possible rezoning to allow more commercial and office uses. (City Council Goals ML - 2 and ML -5) • Work on the pre -zoning and annexation of the 4,100 acre Sphere of Influence area and the early planning phase of concepts of a mix of residential, commercial and public land uses. (City Council Goal ML -3) • Work with SANBAG on finalizing an agreement for a transit -oriented mixed use project at the Metrolink Station on Milliken Avenue. Fiscal Year 2016/17 Adopted Budget Page 250 Planning Department Budget Summary Fiscal Year 2016/17 Adopted Budget Page 251 Adopted Preliminary Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget Personnel Services $ 1,191,509 $ 1,476,520 $ 1,318,340 Operations and Maintenance 279,881 806,770 565,900 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,471,390 2,283,290 1,884,240 Other Funds Personnel Services 386,728 406,540 406,600 Operations and Maintenance 147,568 333,190 313,880 Capital Outlay 323,538 3,354,500 8,423,290 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 857,834 4,094,230 9,143,770 All Funds Personnel Services 1,578,237 1,883,060 1,724,940 Operations and Maintenance 427,449 1,139,960 879,780 Capital Outlay 323,538 3,354,500 8,423,290 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 2,329,224 $ 6,377,520 $ 11,028,010 Staffing Summary (Budgeted) Full Time 14.0 15.0 15.0 Part Time 1.6 1.6 0.8 Total Staffing 15.6 16.6 15.8 Fiscal Year 2016/17 Adopted Budget Page 251 Planning Performance Statistics New Development Highlights 2015 Mixed use development is generally de- scribed as development where residential and non-residential (office, commercial, etc.) are located in close proximity to each other. In this setting, a house could be lo- cated next door to an office. Similarly, in a building with multiple floors, there could be a restaurant on the first floor with apart- ments on the floors above it. Mixed Use standards have now been incorporated as part of the vision of the City. Planning Department Revenue 200,000 _ 150,000 100,000 501 000 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ■ 2014 ■ 2015 Planning Counter Visits 900 _ 800 700 600 500 400 300 200 100 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ■ 2014 669 612 718 721 733 729 650 608 608 724 550 365 ■ 2015 652 677 796 775 622 771 721 715 700 683 635 492 Fiscal Year 2016/17 Adopted Budget Page 252 Accepted Planning Applications 500 ---__. ___.. _..-____._-_-_- _463 450 390 400 350 285 300 250 —_ _ _ -- - - 200 150 _ -- ----- ._100 87 100 500 - .. ���4.. 1 _._. , 72 320 3334�� 23 9 `JQ `mss ccs,. cc. �,�•. `ys� `�� `esa ��� ���. ors s<�cc O y`aco J e Oma`'• ` `ecce Oma`,. o`er! �J. �J�a -z ■ 2014 ■ 2015 Fiscal Year 2016/17 Adopted Budget Page 252 Planning Services to the Community Planning Economic Development Land Use Entitlements Environmental Review (CEQA) Housing and Community Improvement Programs Public Information Development Review Historic Preservation Community Development Block Grant (CDBG) Fiscal Year 2o16/17 Adopted Budget Page 253 Public Works Services Department Budget Summary Overview of Department The Public Works Services Department's mission is to provide efficient stewardship of the City's public works infrastructure. The Department has four sections: Facilities: Serving 14 facilities and 8 Fire District buildings (over 1 million square feet); Parks and Landscape: Maintaining 29 parks (and adding 1 additional park in March 2017), Adults Sports Park and baseball stadium, 125 street front 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, 146 On and Off road equipment, 204 signal -controlled intersections/crossings, and graffiti removal; and, Administration/Project Management: Manage departmental support services, contracts, budget and capital maintenance projects as budgeted. FY 2016/17 Budget Highlights • Continue to focus on the goal to reduce overall City water consumption by a minimum of 35%. Parks staff have been working steadily on identifying areas where water can be reduced or eliminated in turf areas as mandated by the State. In FY 2016/17, $200,000 has been set aside in LMDs 2 and 4R for turf removals and rebates will continue to be used to help offset the additional expenses. • Landscape renovations at the Civic Center will continue to eliminate costly turf and replace it with more drought tolerant plant palettes which are more suitable for the Inland Empire. • Park lighting retrofits will also continue with the third and final phase in LMD 4R which will replace the current pumpkin style walkway lights with induction kits that will result in a 30- 40% reduction in electricity as well as reduced maintenance costs. • Work will continue on the Council Chamber technology infrastructure replacement necessary to provide reliable support for public meetings. This project will address several facility issues including: the installation of new acoustical panels, new LED house lighting, sound proofing between the Council Chambers and the production room and some additional fine tuning of the system operations with respect to the touch screen controls. • Other new facilities projects for this year include: the Animal Shelter "extreme makeover"; Central Park floor replacement in the main halls and rental rooms; replace exterior building joints and repairs to the existing roof system at the Cultural Center; and stadium locker room carpet and shower fixture replacements, as well as the repair and/or replacement of the sound system. Fiscal Year 2016/17 Adopted Budget Page 254 Public Works Services Department Budget Summary Other Funds Personnel Services 4,397,456 Adopted Preliminary Operations and Maintenance Actuals Budget Budget Funds Summary 2014/15 2015/16 2016/17 Operating Budget - - - Personnel Services $ 4,338,448 $ 4,859,330 $ 4,903,440 Operations and Maintenance 5,118,627 6,455,010 6,291,310 Capital Outlay 45,195 - - Cost Allocation (813,450) (804,030) (839,330) Debt Service - - - Transfer Out - - - Subtotal 8,688,820 10,510,310 10,355,420 Other Funds Personnel Services 4,397,456 4,593,080 4,536,410 Operations and Maintenance 9,257,953 10,308,170 10,093,020 Capital Outlay 717,453 1,397,000 758,000 Cost Allocation - - - Debt Service - - 31,370 Transfer Out 50,000 39,450 243,940 Subtotal 14,422,862 16,337,700 15,662,740 All Funds Personnel Services 8,735,904 9,452,410 9,439,850 Operations and Maintenance 14,376,580 16,763,180 16,384,330 Capital Outlay 762,648 1,397,000 758,000 Cost Allocation (813,450) (804,030) (839,330) Debt Service - - 31,370 Transfer Out 50,000 39,450 243,940 Total Cost $ 23,111,682 $ 26,848,010 $ 26,018,160 Staffing Summary (Budgeted) Full Time Part Time Total Staffing 132.0 127.0 127.0 32.3 32.5 34.1 164.3 159.5 161.1 Fiscal Year 2o16/17 Adopted Budget Page 255 Public Works Services Performance Statistics Public Works Highlights 2015 1,447 requests for service through Rancho Responds; 18% increase; 4 days on average to complete service requests; • 3,363 potholes repaired; • 50,026 square feet of asphalt removed/replaced (450 locations); 44,989 square feet of asphalt overlays (62 locations); • 14,945 square feet of concrete sidewalk removed/replaced (136 locations); • 1,556 linear feet of concrete curb and gutter removed/replaced (55 locations); 1,576 square feet of concrete drive approach removed/replaced (13 locations). In -House 2014 �s 2015 2,255 Streets After -Hours Call Outs i 1,670 2014 2015 Trees Trees Trees 86 Removed Planted 84 I 48 464 47 44 i 46 46 38 39 29 Trees Trees Pruned Removed 20 23 15 9 9 ■ ' 0 Debris Potholes Traffic Traffic Traffic Trees Parks/ Misc. Removal Accidents Signals Signs Irrigation* 'New category added 2016 In -House 2014 �s 2015 2,255 5,950 1,670 567244 28 0 Trees Trees Trees 835 Removed Planted 464 , 246334 Trees Trees Trees Pruned Removed Planted Contractor 2014 �: 2015 8,718 5,950 567244 28 0 Trees Trees Trees Pruned Removed Planted Fiscal Year 2016/17 Adopted Budget Page 256 Public Works Services Services to the Community Public Works Services Facilities Parks and Maintenance Landscape Maintenance City Buildings I H Urban Forestry Fire Stations I H Water Management Street Maintenance Traffic Signals and Safety Lighting Street Sweeping Parkways, Medians I u Graffiti Removal and Trails n Administration Clerical/ Administration Safety/Training Capital Projects Park FacilitiesStorm Drain Contracts and Amenities 11 Maintenance Park LandscapeI I --I City Fleet I I Budget/Finance Maintenance Concrete and Asphalt Fiscal Year 2016/17 Adopted Budget Page 257 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 258 RANCHO CUCAMONGA CALIFORNIA CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2o16/17 Adopted Budget Page 259 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o16/17 Adopted Budget Page 26o CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Capital Improvement Program Summary by Category The City's Capital Improvement Program (CIP) for Fiscal Year 2016/17 will provide needed infrastructure improvements city-wide. The CIP summarizes the projects planned for the upcoming fiscal year by the following categories: Beautification — Projects include parkway landscape, median islands, plant material replacement, community trail landscape, and open space preservation. Drainage — Projects include the construction of new storm drains, storm drain lateral connections, flood control channels, catch basins, debris racks and other forms of infrastructure that protect the public right-of-way from hazards caused by flooding and severe weather events. Facilities — Projects involve the construction of new buildings or improving, adding on to, or renovating existing buildings and ancillary structures. Miscellaneous — Projects are the capital undertakings that do not qualify for classification into the other project categories. Municipal Utility — Projects are related to the maintenance, expansion, and improvement of the Rancho Cucamonga Municipal Utility (RCMU) distribution system. Parks — Projects that are located in, on, or adjacent to a park or community center facility, Railroad Crossings — High cost, infrequent projects that require large funding commitments, lengthy construction schedules, and inevitably cause some inconvenience to the local community during the construction period. Railroad Crossings are identified in the City's General Plan document. Streets — Projects include resurfacing of local arterial and residential streets in order to extend pavement life and improve driving conditions as well as widening and extension of streets as need dictates via new development, community needs, and the City's General Plan. Traffic — Projects are typically those that will promote safe and efficient traffic circulation per State and local design standards such as new signals, upgrades to intersections, etc. Fiscal Year 2016/17 Adopted Budget Page 261 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Capital Improvement Program Summary by Category Following is the total budgeted by category for Fiscal Year 2016/17: Beautification $ 637,000 Drainage 3,900,000 Facilities 38,521,130 Miscellaneous 1,644,530 Municipal Utility 941,500 Parks 930,000 Railroad Crossings 1,125,000 Streets 11,329,920 Traffic 3,096,500 Total CIP62,125,580 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. In addition to CIP project costs, future operational costs are identified in the CIP and will be included in the operational budget in future years, as appropriate. Some of the more significant capital improvement projects in each category are discussed below: The Drainage category includes construction of the Cucamonga Storm Drain Upper Phase III. The Facilities category includes the relocation of a current fire station, the construction of a new training facility, and drought tolerant irrigation landscaping for the Fire District; the relocation of the Rancho Cucamonga Family Sports Center; and the Victoria Gardens Cultural Center's courtyard redesign as well as exterior joint replacement, roofing and exterior paint. The Miscellaneous category includes utility underground projects on Base Line Road from Carnelian Street to Vineyard Avenue and Arrow Route from Bear Gulch to Archibald Avenue. The Municipal Utility category includes replacement of meters with new commercial smart meters as well as two line extensions and fiber optic improvement. The Parks category includes the initial design of Etiwanda Creek Park. The Railroad Crossings category includes widening the Metrolink crossing at Hellman Avenue. The Streets category includes Base Line Road at I-15 Interchange capital improvements and local street pavement rehabilitation at various locations. Within the Traffic category, there are two traffic signal installations/upgrades along with an Intelligent Transportation System Upgrade - Citywide. Details of the cost and funding source(s) for each proje ct budgeted for Fiscal Year 2016/17 are included in the following pages. Fiscal Year 2016/17 Adopted Budget Page 262 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Capital Improvement Program Detail by Category Category / Proiect Description Funding Source Beautification Archibald Ave North of Sunflower - Widening Archibald Ave North of Norbrook to Carrari St - Community Trail LMD 4R - Water Conservation and Landscape Renovations (Multi -Phased Project) Drainage Cucamonga Storm Drain Upper Phase III Facilities Animal Care and Adoption Center - Makeover Project Archibald Library Office Re -design Central Park - Emergency Backup Power Central Park - Flooring Replacement City Facilities - Roofing Replacement & Repairs City Hall - Elevator Modernization Civic Center - Council Chambers AV Replacement Phase III Civic Center - Human Resources Office Relocations Civic Center - Landscape Renovation Phase II Fire District - Emergency Operations Center Reconfiguration Fire District - Jersey Station 174 Training Facility Fire District - San Bernardino Rd Station 172 Relocation Beautification Beautification LMD 4R Beautification Total: Amount 187,000 150,000 300,000 637,000 General Drainage 800,000 Measure I 400,000 Citywide Infrastructure 2,700,000 Drainage Total: 3,900,000 Capital Reserve 701,500 Library Reserve 205,000 Fire Capital Projects 50,000 Capital Reserve 310,000 Capital Reserve 250,000 Capital Reserve 95,000 Capital Reserve 150,000 Capital Reserve 350,000 Capital Reserve 500,000 Fire Capital Projects 250,000 Homeland Security -Fire 32,280 282,280 Fire Capital Projects 20,182,350 Fire Capital Projects 750,000 Fiscal Year 2o16/17 Adopted Budget Page 263 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Capital Improvement Program Detail by Category Category / Project Description Funding Source Fire District - Water Conservation Landscaping Fire Capital Projects LoanMart Stadium - Sound System Capital Reserve LoanMart Stadium - Team Locker Rooms Carpet Replacement Capital Reserve LoanMart Stadium - Team Locker Rooms Shower Fixture Replacement Capital Reserve Public Works Services Department - Warehouse Expansion Rancho Cucamonga Family Sports Center - Relocation Victoria Gardens Cultural Center - Courtyard Redesign Victoria Gardens Cultural Center - Exterior Joint Replacement, Roofing and Exterior Paint Miscellaneous ADA Ramps at Various Locations (Design and Construction) Arrow Rte Utility Underground - Bear Gulch to Archibald Ave Base Line Rd Utility Underground - Carnelian St to Vineyard Ave Bus Stop Pads at Various Locations Pacific Electric Trail Fencing Construction Municipal Utility - Electrical Arrow Rte from Bear Gulch to Archibald Ave - Fiber Conduit Capital Reserve Amount 600,000 50,000 25,000 30,000 170,000 Capital Reserve 2,500,000 Citywide Infrastructure 7,000,000 Recreation Services 250,000 Equip/Vehicle Replacemem 750,000 Park Development 2,700,000 13,200,000 Capital Reserve 120,000 Capital Reserve 500,000 Facilities Total: 38,521,130 Measure I 200,000 Underground Utilities 724,360 Underground Utilities 559,570 AB 2766 Air Quality Improvement 16,000 TDA Article 3 46,600 62,600 LMD 2 98,000 Miscellaneous Total: 1,644,530 Municipal Utility 88,500 Fiscal Year 2oi6/17 Adopted Budget Page 264 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Capital Improvement Program Detail by Category Category / Proiect Description Funding Source Fiber Optics Improvements Municipal Utility Commercial Smart Meter Replacement Municipal Utility Day Creek Blvd and Base Line Rd - Line Extension Municipal Utility Foothill Blvd at Spruce Ave - Line Extension Municipal Utility Haven Ave at 6th St Light Installation Municipal Utility Municipal Utility Total: Parks Central Park - Phase II Design Study Park Development Central Park - Rubberized Surface Replacemet Park Development Central Park - Trail Head Improvements Park Development Etiwanda Creek Park - Phase I1 Park Development LMD 4R Parks - Lighting Retrofits Phase III LMD 4R Victoria Arbors Park - Rubberized Playground Surface Replacement LMD 2 Railroad Crossings Arrow Rte at Railroad Spur - New Concrete Panels (Continuation of Design with Construction funded) Hellman Ave at Metrolink Tracks - Widen Crossing (Continuation of Design with Construction funded) Streets 6th St from Milliken to Charles Smith - Pavement Rehabilitation 9th St from Grove to Hellman - Pavement Rehabilitation Arrow Rte East of I-15 freeway - Widening Amount 100,000 375,000 200,000 153,000 25,000 941,500 250,000 80,000 25,000 300,000 135,000 140,000 Parks Total: 930,000 Gas Tax R&T 7360 75,000 Transportation 1,050,000 Railroad Crossings Total: 1,125,000 Gas Tax R&T 7360 35,000 Measure I 300,000 Gas Tax R&T 7360 5,000 Fiscal Year 2016/17 Adopted Budget Page 265 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Capital Improvement Program Detail by Category Category / Proiect Description Funding Source Amount Base Line Rd at I-15 Interchange Transportation 100,000 SAFETEA-LU 5,091,000 Prop 1B - SLPP 19,920 5,210,920 Base Line Rd from Milliken to Day Creek Blvd - Pavement Rehabilitation Measure I 900,000 Carnelian St from Lemon Ave to Wilson Ave - Pavement Rehabilitation Measure I 468,000 Church St from Pepper to Hellman - Pavement Rehabilitation Measure I 200,000 East Ave from Chickasaw - Widening and Sidewalk Gas Tax R&T 7360 55,000 Citywide Infrastructure 55,000 110,000 Etiwanda Ave from 6th St to Arrow Rte - Widening Transportation 450,000 Foothill Blvd across SCE Corridor West of Day Creek Channel - Sidewalk Improvements Citywide Infrastructure 145,000 Foothill Blvd from Haven to Milliken - Pavement Rehabilitation Measure I 50,000 Haven Ave from Foothill to Base Line - Pavement Rehabilitation Measure I 50,000 Hellman Ave from San Bernardino Rd to Base Line Rd - Pavement Rehabilitation Measure I 357,000 Hermosa Ave from Arrow to Foothill - Pavement Rehabilitation Measure I 35,000 Hillside Rd from Archibald Ave to Haven Ave - Pavement Rehabilitation Measure I 850,000 Jersey Blvd from Haven Ave to Rochester Ave - Pavement Rehabilitation Gas Tax R&T 7360 50,000 Local Street Pavement Rehabilitation at Various Locations Gas Tax R&T 7360 850,000 Citywide Infrastructure 50,000 900,000 Rochester Ave from Base Line Rd to Banyan St - Pavement Rehabilitation Measure I 50,000 Rochester Ave from Foothill Blvd to Base Line Rd - Pavement Rehabilitation Measure I 610,000 Fiscal Year 2016/17 Adopted Budget Page 266 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Capital Improvement Program Detail by Category Category / Prosect Description Funding Source Amount San Bernardino Rd from Carnelian St to Archibald Ave - Pavement Gas Tax R&T 7360 200,000 Rehabilitation Fire Protection Capital 200,000 400,000 San Bernardino Rd from Grove St to Foothill Blvd - Pavement Rehabilitation Gas Tax R&T 7360 104,000 Youngs Canyon Rd from Koch Place to Cherry Ave - Street Extension Traffic 6th at Rochester Ave - Traffic Signal Installation Archibald Ave at Victoria St - Traffic Signal Installation Base Line Rd at Lion St- Pedestrian Hybrid Beacon East Ave at Miller - Traffic Signal Installation Freeway and Arterial Signal Synchronization at Various Intersections - Phase I Intelligent Transportation System Upgrade - Citywide Milliken at 5th - Traffic Signal Installation Milliken Ave Traffic Signals at Millenium Ct and Vintage Dr - Upgrade Left Turn Phases Rochester at Jersey - Traffic Signal Installation Terra Vista Parkway at Spruce - Safety Lighting Installation AD 88-2 Etiwanda/Highlnd 50,000 Streets Total: 11,329,920 Transportation 513,000 Transportation 551,500 Citywide Infrastructure 80,000 Transportation 524,000 AB 2766 Air Quality 112,810 Transportation 207,190 320,000 Transportation 250,000 Transportation 469,000 Transportation 54,000 Transportation 315,000 SLD 4 20,000 Traffic Total: 3,096,500 Total Capital Improvement Projects: $ 62,125,580 Fiscal Year 2016/17 Adopted Budget Page 267 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o16/17 Adopted Budget Page 268 RANCHO CUCAMONGA CALIFORNIA APPENDIX Fiscal Year 2o16/17 Adopted Budget Page 269 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2016/17 Adopted Budget Page 270 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Financial Policies BUDGETING POLICY ■ The City will adopt an annual budget for the fiscal year beginning July 1 no later than June 30 of the same year. ■ The adopted budget will be balanced with current year operating expenditures fully funded by current year revenues and identified undesignated/unreserved fund balance. ■ Fund balance reserves will be used only for non-recurring expenditures such as capital projects and not for on-going operations. ■ The City Manager is authorized to implement programs as approved in the adopted budget. ■ The City Manager may transfer appropriations between divisions, projects and programs within the same department and fund in order to implement the adopted budget. ■ Quarterly budget reports will be presented to the City Council to provide information on the status of the City's financial condition. CAPITAL IMPROVEMENT POLICY ■ Capital projects involve the purchase or construction of major fixed assets such as land, building or permanent improvements including additions, replacements and major alterations having a long life expectancy and costing $5,000 or more. ■ Capital projects are funded by a variety of sources including Special Funds, Redevelopment Agency, and Special Districts. These funds are non -General Fund revenues and typically are restricted in how they can be spent. Prior to its inclusion in the annual budget, a determination must be made that the project is an appropriate use of the funds and that there is sufficient fund balance. ■ The City will identify the estimated costs and potential funding sources for each capital project prior to its submittal to the City County for approval. ■ The City will coordinate the development of the Five -Year Capital Improvement Program (CIP) with the development of the annual Operating Budget. REVENUE POLICY Recurring revenue growth (inflation) will be used to pay for recurring expenditures. Recurring expenditure increases should not be approved which exceed recurring revenue growth. Any new or expanded programs will be required to identify new funding sources and/or offsetting reductions in expenditures. In addition: ■ The City shall use a conservative approach in projecting revenues. ■ One-time revenues may be used for one-time expenditures. ■ The City shall update its user fees and charges periodically to recover costs of providing that service for which a fee is charged. Fiscal Year 2oi6/17 Adopted Budget Page 271 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 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 nine month reserve, or 75% 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 nine month reserve, or 75% of the Fire District's operating budget for the upcoming fiscal year. The specific uses of this commitment are 1) 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 2) 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 four 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 50% of capital assets value comprised of construction in progress (excluding infrastructure), building improvements, and improvements other than building for governmental activities. Fiscal Year 2016/17 Adopted Budget Page 272 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 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 eight times the City's total yearly SIR for all types of insurance coverage. PASIS Worker's Compensation Tail Claims The Fire District's fund balance committed for payment of outstanding Worker's Compensation claims remaining after the District's withdrawal from PASIS is established at a goal equal to the most recent fiscal year end Claims Cost Detail Report from the District's third -party administrator plus 15%. 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 respective annual CalPERS actuarial valuation for two fiscal years after the year of financial reporting and identified by the City's actuarial consultant for three more years for a total of five years' projection. ■ 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. Fiscal Year 2016/17 Adopted Budget Page 273 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Financial Policies Law Enforcement The City's General Fund balance committed for public safety purposes, including operations, equipment, capital outlay, personnel, and booking fees. The funding goal for this reserve is the equivalent of 100% of the most recently approved Schedule A from the San Bernardino County Sheriff's Department. Family Sports Center Replacement The City's General Fund balance committed for construction of the Family Sports Center Replacement and for the future replacement and repair of major capital assets comprising the new Family Sports Center. This reserve is established at a minimum goal of 105% of the estimated construction cost of the Center. INVESTMENT POLICY The Statement of Investment Policy shall be reviewed annually to ensure its consistency with the overall objectives of the City and its relevance to Federal, State, and local law; prudent money management; and financial and economic trends, and submitted to the City Council for approval in December. The policy applies to all funds and investment activities under the direct authority of the City. Financial assets held and invested by trustees or fiscal agents are subject to the regulations established by the State of California pertaining to investments by local agencies as well as the related bond indentures. Cash management and investment transactions are the responsibility of the City Treasurer and/or his designee. Criteria for selecting investments in order of priority are safety, liquidity and yield. The City operates its pooled cash investments under the "Prudent Person Standards." Under the provisions of the City's investment policy and in accordance with Section 53601 of the California Government Code, the City may invest in the following types of investments: • Securities of the U.S. Government, or its agencies • Municipals (Warrants, Notes and Bonds) • Certificates of Deposit (or Time Deposits) • Negotiable Certificates of Deposit • FDIC — Insured Certificates of Deposit • Banker's Acceptances • Commercial Paper • Local Agency Investment Fund (State Pool) Demand Deposits • Joint Powers Authority (JPA) Investment Pool (Short -Term) • Deposit of Funds • Repurchase Agreements (Repos) • Medium Term Corporate Notes • Investment Agreements Fiscal Year 2oi6/17 Adopted Budget Page 274 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Financial Policies In order to minimize the impact of market risk, it is the intent that all investments will be held to maturity. The Administrative Services Department shall prepare and submit a monthly investment report to the City Council within 30 days after the end of the reporting period. Fiscal Year 2o16/17 Adopted Budget Page 275 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 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, 2015 Comprehensive Annual Report, is $811,437,638. The calculation is included below. Legal Debt Margin Calculation for Fiscal Year 2014/15: Assessed value Debt limit (3.75% of assessed value) Debt applicable to limit: General obligation bonds Legal debt margin $ 21,638,337,000 811,437,638 $ 811,437,638 Fiscal Year 2016/17 Adopted Budget Page 276 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Glossary of Budget Terms Accrual Basis of Revenues are recognized when both measurable and available; Accounting: expenditures are recorded when services have been substantially performed or goods have been received and the liabilities incurred. Adopted Budget: The official budget as approved by the City Council at the start of each fiscal year. Ad Valorem Tax A state or local government tax based on the value of real property as "According to its determined by the county tax assessor. value": Amended Budget: The adopted budget as amended by the City Council through the course of a fiscal year. Appropriations: A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and to the time when it may be expended. Assessed Valuation: A municipality's property tax base stated in dollars based on real estate and/or other taxable business property for the purposes of taxation, sometimes expressed as a percent of the full market value of the taxable property within a community. Balanced Budget: A budget in which planned expenditures do not exceed planned funds available. Bond: A security whereby an issuer borrows money from an investor and agrees and promises, by written contract, to pay a fixed principal sum on a specified date (maturity date) and at a specified rate of interest. Budget: A plan of financial operation comprised of estimated expenditures for a given period (usually a single fiscal year) and the proposed means of financing the expenditures (through revenues). Capital Budget: A budget which focuses on capital projects to implement the Capital Improvement Program. Capital Expenditure: An acquisition or an improvement (as distinguished from a repair) that will have a life of more than one year and costs more than $5,000. Fiscal Year 2016/17 Adopted Budget Page 277 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Glossary of Budget Terms 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. Capital Improvement The budget unit to group activities and costs necessary to implement a Project: specific capital improvement and/or acquisition. A project can include the construction, acquisition, expansion, replacement, or rehabilitation of a physical facility or improvement. Projects often include planning and design, land acquisition, and project management costs related to such facilities and improvements. Capital Projects Used to account for financial resources for the acquisition or construction Funds: of major capital facilities other than those financed by proprietary and trust funds. Debt Service Funds: Account for the accumulation of resources set aside to meet current and future debt service requirements (payments) on general long-term debt. Department: A major organizational group of the City with overall management responsibility for an operation or a group of related operations within a functional area. Division: An organizational subgroup of a department. Encumbrance: The commitment of appropriated funds to purchase goods, which have not yet been received, or services that have yet to be rendered. Enterprise Funds: Use to account for self-supporting operations such as the Municipal Utility. Expenditures: Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service and capital outlays. Expenses: Decreases in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures. Fiscal Year 2o16/17 Adopted Budget Page 278 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Glossary of Budget Terms Fiscal Year: A 12 -month period to which the annual operating budget applies and at the end of which an entity determines its financial position, the results of its operations, and adopts a budget for the coming year. The City of Rancho Cucamonga's fiscal year is from July 1 to June 30. Fixed Assets: Equipment costing $5,000 or more, including tax, with a useful life longer than one year, and not qualifying as a capital improvement project. Includes automotive equipment, office equipment, office furniture, acquisitions, landscaping improvements, etc. Full -Time Equivalent The conversion of part-time employee hour to an equivalent of a full-time (FTE): position. For example: one person working 20 hours a week for a year would be 0.5 FTE. Fund: An independent fiscal and accounting entity with a self -balancing set of accounts, recording resources, related liabilities, obligations, reserves and equities segregated for the purpose of carrying out specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance: The equity (assets minus liabilities) of governmental fund and fiduciary fund types. Generally Accepted Uniform minimum standards of and guidelines for financial accounting Accounting Principles and reporting. They govern the form and content of the basic financial (GAAP): statements of an entity. GAAP encompasses the conventions, rules, and procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provides a standard by which to measure financial presentations. GFOA: Government Finance Officers Association Governmental 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. Fiscal Year 2016/17 Adopted Budget Page 279 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Glossary of Budget Terms Interfund Transfers: Defined as "flows of assets" (such as good or services) without equivalent flows of assets in return and without requirement for repayments. Internal Service Account for the goods or services provided by one fund and/or department Funds: to another fund and/or department on a cost reimbursement basis. Investment Grade: A rating issued by the three major bond rating agencies, Moody's, Standard & Poor's, and Fitch, rated BBB, Baa or Better. Many fiduciaries, trustees, and some mutual fund managers can only invest in securities with an investment grade rating. Modified Accrual The accrual basis of accounting where revenues are recognized when they Basis: become both "measurable" and "available" to finance expenditures of the current period. All governmental funds and agency funds are accounted for using the modified accrual basis of accounting. Object Code: The classification of expenditures in terms of what is bought and paid for grouped into categories. Overlapping Debt: The proportionate share of the general obligation bonds of local governments located wholly or in part within the limits of the reporting unit of government, that must be borne by property owners within the unit. Personnel Expenses: Compensation paid to or on behalf of City employees for salaries and wages, overtime and benefits. Proprietary Funds: Account for records of operations similar to those found in a business, such as internal service funds and enterprise funds. Revenue: Moneys that the City receives as income such as tax payments, fees from specific services, receipts form other governments, fines, forfeitures, grants, shared revenues and interest income. Special Revenue Account for the revenue derived form specific taxes or other earmarked Funds: revenue sources (other than expendable trusts or for major capital projects) that are restricted by law or administrative action to expenditures for specified purposes. Fiscal Year 2oi6/17 Adopted Budget Page 280 CITY OF RANCHO CUCAMONGA.) CALIFORNIA Fiscal Year 2016/17 Adopted Budget Glossary of Budget Terms Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, user charges. User Charges: Payments made by users or customers of publicly provided services that benefit specific individuals. These services exhibit "public good" characteristics. Examples of user charges are fees paid for recreational activities, building fees, etc. Working Capital: The cash available for day-to-day operations of an organization. Fiscal Year 2016/17 Adopted Budget Page 281 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget List of Acronyms ADA Americans with Disabilities Act HHW Household Hazardous Waste AQMD Air Quality Management District HR Human Resources BERT Business Emergency Response HVAC Heating, Ventilating, and Air Training Conditioning BYB2RC Bring Your Business 2 Rancho IAQ Indoor Air Quality Cucamonga IESBDC Inland Empire Small Business C.A.N.I.N.E. Campus Awareness, Narcotic Development Center Intervention, Narcotic Education IPM Integrated Pest Management CAFR Comprehensive Annual Financial KIDS Kids Interactive Discovery Space Report LED Light -Emitting Diode CAL -ID RAN California Identification System LMD Landscape Maintenance District Remote Access Network PCI Pavement Condition Index CDBG Community Development Block PD Park District Grant PERS Public Employees Retirement CERT Community Emergency Response System Training PSVN Public Safety Video Network CFD Community Facilities District RCLS Rancho Cucamonga Library CIP Capital Inprovement Project Services CNG Compressed Natural Gas RCMU Rancho Cucamonga Municipal CONFIRE Consolidated Fire Agencies, Joint Utility Power Authority REGIS Rancho Enterprise Geographic CPI Consumer Price Index Information Systems CPR Cardiopulmonary Resusitation ROPS Recognized Obligation Payment CSD Community Services Department Schedule CVWD Cucamonga Valley Water District SANBAG San Bernardino Associated EIR Environmental Impact Review Governments ESRI Environmental Systems Research SBCERA San Bernardino County Employee Institute Retirement Association FLSA Fair Labor Standards Act SBOE California State Board of FTE Full Time Equivalent Equalization FY Fiscal Year SCE Southern California Edison GFOA Government Finance Officers SLD Street Lighting District Association TOD Transit Oriented Development GIS Geographic Information Systems TOT Transient Occupancy Tax GOTMD Greater Ontario Tourism VLF Vehicle License Fees Marketing District HdL Hinderliter de Llamas Fiscal Year 2o16/17 Adopted Budget Page 282 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description GENERAL FUND 001 General Fund - The general operating fund of the City which accounts for all 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 accounted for or paid by another fund. OTHER GENERAL FUNDS 003 Reimb St/County Parking Cit - Established for the tracking of revenues and expenditures related to State and San Bernardino County surcharges on parking citations. 006 CVWD Reimbursements - Established as a clearing account for expenses and reimbursements associated with City performed street repairs within the City on behalf 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 Plan Update Fee as well as funds that have been set aside for Economic and Community Development Special Services. 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 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 Development Departments. 020 City Technology Fee - Established to account for fees collected to fund a future 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. Fiscal Year 2016/17 Adopted Budget Page 283 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 023 SB1186 Cert Access Special Program - Established to account for the $1.00 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. 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. 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: 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). 110 Beautification - Established to account for fees collected to provide proper landscaping and irrigation systems after parkway and median improvements are made. Fiscal Year 2o16/17 Adopted Budget Page 284 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 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. 118 Upper Etiwanda Drainage - Established to account for development impact fees collected in the Etiwanda/San Sevaine Drainage area for the construction of 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 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. Fiscal Year 2016/17 Adopted Budget Page 285 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 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 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 #311 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. Fiscal Year 2016/17 Adopted Budget Page 286 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 136 LMD 46R Caryn Community - Established to account for the costs associated with providing landscape maintenance. Financing is provided by special assessments levied against the benefiting property owners. 137 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 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. 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. 141 LMD #1 Capital Replacement - Established to account for resources designated for capital repairs and replacement for LMD # 1. 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 against the benefiting property owners. 153 SLD #3 Victoria - Established to account for the costs associated with providing street lights. Financing is provided by special assessments levied against the benefiting 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. Fiscal Year 2o16/17 Adopted Budget Page 287 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 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. 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. 170 Gas Tax 2105/PropllI - 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 11990-2010 - 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 12010-2040 - Established to account for the revenue and disbursement 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. Fiscal Year 2o16/17 Adopted Budget Page 288 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget 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 113 State Funding - Proposition 1B (Prop 113) 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 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 2oi6/17 Adopted Budget Page 289 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type 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 113 - SLPP - Established to account for the State -Local Partnership Program utilizing Proposition 113 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. 226 Used Oil Recycling Grant - 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. 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. Fiscal Year 2016/17 Adopted Budget Page 290 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 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. 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, special events, and activities sponsored by the Community Services Department. 255 Victoria Gardens Cultural Center - Established to account for the various activities that the Community Services Department facilitates at the Victoria Gardents Cultural Center. 258 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. Fiscal Year 2o16/17 Adopted Budget Page 291 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 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. 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. 299 Library Development Fund - Established to account for activities taking place in the newly developed second floor of the Biane Library, which is currently under construction. The second floor will serve as a dramatic programming space for the entire community, with a wide variety of programming geared toward science, art and early literacy. 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 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. Fiscal Year 2o16/17 Adopted Budget Page 292 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 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 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. 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 required for this grant. 383 Emergency Management Performance Grant - This grant from FEMA is used to fund a volunteer coordinator for the City's Community Emergency Response Team (CERT) program. Fiscal Year 2016/17 Adopted Budget Page 293 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 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. 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. 847 PD 85 Capital Replacement Fund - Established to account for resources designated for capital repairs and replacement for PD 85. 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 of principal, interest and penalties thereon, upon presentation of proper coupons. 868 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. CAPITAL PROJECTS Capital Projects Funds are used to account for financial resources for the acquision or construction of major capital facilities other titan 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. Fiscal Year 2o16/17 Adopted Budget Page 294 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 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. 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. Fiscal Year 2o16/17 Adopted Budget Page 295 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2016/17 Adopted Budget 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 services to certain major commercial/industrial developments within the City. 706 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. 712 EquipNehicle 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. Fiscal Year 2o16/17 Adopted Budget Page 296