HomeMy WebLinkAboutBudget 2016-17City of
I\ ��i ` I �L�ANCHO �UCAMONGA
California
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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
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$1,400,000
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Reduction in Use of Reserves - City General Fund
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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
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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
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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
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Fiscal Year 2ol6/17 Adopted Budget Page 54
RANCHO
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
Fiscal Year 2016/17 Adopted Budtet Page 55
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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:
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• 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
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Fiscal Year 2016/17 Adopted Budget Page 258
RANCHO
CUCAMONGA
CALIFORNIA
CAPITAL
IMPROVEMENT
PROGRAM
Fiscal Year 2o16/17 Adopted Budget Page 259
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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
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Fiscal Year 2o16/17 Adopted Budget Page 268
RANCHO
CUCAMONGA
CALIFORNIA
APPENDIX
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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