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Budget 2018-19VIA CITY OF CotHOCAMONGA CALIFORNIA e CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET q t! 9 ;. MC About the cover.... The Rancho Cucamonga Fire Protection District's regional All Risk Training Center has practical, adaptable and reusable amenities for training public safety personnel. The buildings are configured to replicate hotels, residential, apartments, senior living, warehouses, strip mall centers, towers, and more. Buildings and props can be reconfigured to provide for versatile and frequent training with realistic, high-level intensity. With this facility, there are new opportunities to train with our regional partners in law enforcement, community colleges, academies, and more. Rancho Cucamonga Police now have a local training facility in which they can use simulated ammunition to train and hone their skills in a realistic environment without causing damage to the facility. The Fire District has also teamed up with Chaffey College to offer an innovative academy -style program for future fire inspectors and prevention officers — a unique program not offered anywhere else. CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Table of Contents Page Introduction 1 City Manager's Executive Summary 3 Attachment A — 2018 City Council Goals 57 GFOA Distinguished Budget Presentation Award 61 General Information 63 City Officials 65 Organization Chart 67 Functional Units by Fund Type 69 Snapshot of the City of Rancho Cucamonga 71 Population by Age 72 Educational Attainment 73 Principal Employers 74 Principal Sales Tax Remitters 75 Budget Guide 77 Budget Process 78 Budget Process Flow Chart 80 Summaries of Financial Data 81 Financial Summary — Operating Budget 82 Financial Summary — All Funds 83 Notes to Financial Summary 84 Budget Summary 85 Special District Summary 86 Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other Maintenance Districts — Changes in Fund Balance 88 Revenue Summaries 91 Revenue and Resource Estimates 93 Revenue Summary by Category — Operating Budget 98 Revenue Detail — Operating Budget 99 Revenue Summary by Category — All Funds 106 Revenue Detail — All Funds 108 Revenues by Fund 131 Expenditure Summaries 135 Expenditure Summary by Department — Operating Budget 136 Expenditure Summary by Category — Operating Budget 137 Expenditure Detail — Operating Budget 138 Expenditure Summary by Department — All Funds 146 Expenditure Summary by Category — All Funds 147 Expenditure Detail — All Funds 148 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Table of Contents Page Summaries of Financial Data (continued) Expenditures by Fund 179 Funded Positions by Department — Summary 183 Funded Positions by Department — Detail 184 Fund Balance Summaries 193 Spendable Fund Balances 195 Summary of Changes in Spendable Fund Balances 199 Departmental Budget Details 203 Governance City Council Overview of Department 204 FY 2018/19 City Council Priorities 204 Three -Year Expenditure Summary by Funding Source/Category 205 Three -Year Staffing Summary 205 City Clerk Overview of Department 206 FY 2018/19 Budget Highlights 206 Three -Year Expenditure Summary by Funding Source/Category 207 Three -Year Staffing Summary 207 City Treasurer Overview of Department 208 FY 2018/19 Budget Highlights 208 Three -Year Expenditure Summary by Funding Source/Category 209 Three -Year Staffing Summary 209 City Management Overview of Department 210 FY 2018/19 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 Police Overview of Department 214 FY 2018/19 Budget Highlights 214 Three -Year Expenditure Summary by Funding Source/Category 215 Three -Year Staffing Summary 215 Performance Statistics 216 Services to the Community 216 Fire District Overview of Department 218 FY 2018/19 Budget Highlights 218 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Table of Contents Page Three -Year Expenditure Summary by Funding Source/Category 219 Three -Year Staffing Summary 219 Performance Statistics 220 Services to the Community 221 Animal Care and Services Overview of Department 222 FY 2018/19 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 Civic and Cultural Services Records Management Overview of Department 226 FY 2018/19 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 Community Services Overview of Department 230 FY 2018/19 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 Library Services Overview of Department 234 FY 2018/19 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 Administrative Services Administration/Procurement Overview of Department 238 FY 2018/19 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 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Table of Contents Page Finance Overview of Department 242 FY 2018/19 Budget Highlights 242 Three -Year Expenditure Summary by Funding Source/Category 243 Three -Year Staffing Summary 243 Performance Statistics 244 Services to the Community 245 Human Resources Overview of Department 246 FY 2018/19 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 Innovation and Technology Overview of Department 250 FY 2018/19 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 Economic and Community Development Administration Overview of Department 254 FY 2018/19 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 Building and Safety Overview of Department 258 FY 2018/19 Budget Highlights 258 Three -Year Expenditure Summary by Funding Source/Category 259 Three -Year Staffing Summary 259 Performance Statistics 260 Services to the Community 261 Engineering Services Overview of Department 262 FY 2018/19 Budget Highlights 262 Three -Year Expenditure Summary by Funding Source/Category 263 Three -Year Staffing Summary 263 Performance Statistics 264 Services to the Community 265 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Table of Contents Planning Page Overview of Department 266 FY 2018/19 Budget Highlights 266 Three -Year Expenditure Summary by Funding Source/Category 267 Three -Year Staffing Summary 267 Performance Statistics 268 Services to the Community 269 Public Works Services Overview of Department 270 FY 2018/19 Budget Highlights 270 Three -Year Expenditure Summary by Funding Source/Category 271 Three -Year Staffing Summary 271 Performance Statistics 272 Services to the Community 273 Capital Improvement Program 275 Summary by Category 277 Detail by Category with Funding Source(s) 279 Appendix 283 Financial Policies 285 Long -Term Debt 289 Glossary of Budget Terms 290 List of Acronyms 295 Description of Funds by Fund Type 297 RANCHO CUCAMONGA CALIFORNIA INTRODUCTION Fiscal Year 2018/19 Adopted Budget Page 1 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/19 Adopted Budget Page 2 MEMORANDUM CITY NL-1N AGER'S OFFICE Date: July 1, 2018 To: Mayor and Members of the City Council By: John R. Gillison, City Manager Subject: TRANSITION TO THE 21ST CENTURY: FISCAL YEAR (FY) 2018/19 BUDGET "The distinction between the past, present and future is only a stubbornly persistent illusion." Albert Einstein Without a long discourse into the space-time continuum and theory of relativity, which is extraordinarily difficult to understand in non -mathematical terms, Einstein's famous quote has other more relevant applications to local government. Several of these are particularly applicable to the FY 2018/19 budget, including 1) Are we in the midst of a long recovery or getting closer to the next downturn; 2) Is Rancho Cucamonga rural, suburban or urban; and 3) Are we preparing for the future, protecting the past or creating the present (recognizing that some of our challenges span the gamut). Are we in the midst of a long recovery or getting closer to the next downturn? Local Economic Forecast Even as we focus on tomorrow, City staff and elected and appointed officials remain mindful of where we have been and how far we have come. In part this is because experience has shown the economy has cycles and those cycles tend to repeat themselves on an unpredictable but fairly reliable basis. Over the last several years the City of Rancho Cucamonga has seen many changes. In the 2006-2008 time frame, the City was growing its retail and employment base, along with housing, at levels never before seen. With the advent of the Great Recession from 2008-2010, the City contracted significantly, saw significant drops in retail sales, property taxes, employment in the City, and a virtual cessation of new construction. As the nation slowly recovered from the recession, the City also slowly began its recovery from 2011-2016. Beginning in late 2016, however, through the current and into the next fiscal year, the recovery has definitely picked up significant steam. The Great Recession wiped away a tremendous amount of wealth. FY 2016/17 was the first year that sales tax and property tax exceeded the pre -recession peak in FY 2007/08. That is a lull of nine (9) years to recover what was lost in the recession. As we move forward in FY 2018/19, however, we recognize several key facts: The recovery is now in its 8th year and historically few growth cycles are longer than 10 years. • As the economy moves from slow and steady to fast paced and frantic, that level of activity typically precedes a downturn (i.e., 2007-2009) Fiscal Year 2o18/19 Adopted Budget Page 3 Unemployment in Rancho Cucamonga is currently at 3.10% for the month of March 2018. That is less than 4.00% at this time last year and significantly below the long-term average of 5.10%. Anything below 5% is considered full employment. The job growth in Comparison of Unemployment Rates the Inland Empire 12% over the last year 10.00% was 3.5%, the 10% 8 80% second highest rate 7.so% of any county in the 8% 6.60% 6.70% state of California. 6% 5.80% 5 20% Statistically, the City 5 00°� is seeing year over 4.30% a.00% 3.90% year employment a% 3.10% growth of between 2% 3,000 and 5,000 new jobs per year. o%1,1,.1 The City itself has March 2013 March 2014 March 2015 March 2016 March 2017 March 2018 become a net job ■ County Unemployment ® City Unemployment producer with the estimated growth in employment over the next five years of anywhere between 20% and 30%. Put another way, in 2015 Rancho Cucamonga had just over 73,000 jobs in the City, and by 2020 we expect there to be at or above 88,000 jobs in the City. Rancho Cucamonga is not unique in this regard as California in the aggregate is doing very well and currently holds the largest share of the U.S. economy at 16.3%. The jobs being generated by businesses in Rancho Cucamonga and throughout California are also paying well. In California as a whole, household incomes have grown in the $100-150K range and the $150K-200K range, and are significantly higher than in the rest of the United States. Median household incomes in Rancho Cucamonga are right at the high $80mow $90K level. Although the gains are modest, real disposable personal income is generally ticking upward by about .5% to 2% per year. Some of the highest paying economic sectors in Rancho Cucamonga include Management Services, Wholesale Trade, Manufacturing and Professional Services. These same sectors are all growing at between 20% and 30% per year. Together, these two trends Qob and income growth) are positive for future economic growth in the City. Most economists expect the western end of San Bernardino and Riverside Counties, in the next 3-5 years, to begin showing further signs of maturation of the employment market, including: • Job densification • Development and expansion of key job clusters • Further public investment in infrastructure that facilitates economic growth • Enhanced workforce education & training • A deepening local attachment to the larger global economy Further job densification has a direct correlation with enhanced wage growth. Additionally, Professional, Scientific and Technical services, which are typical high wage sectors, do better in dense job conditions. The efficiencies gained from job densification help offset the higher costs of doing business. Fiscal Year 2018/19 Adopted Budget page 4 As was noted last year, we are still waiting for the natural absorption of the glut of Class A and Class B office space in the Inland Empire (still at least two more full fiscal years out) which is fundamental to future growth in office type uses (key sectors in the Rancho Cucamonga Economic Development Strategic Plan). In the meantime, however, one of the traditional growth areas for the greater Rancho Cucamonga area, warehouse/flex/R&D space, is now tightening significantly. Vacancy rates in the area for warehousing are in the low 4% range, down over 2% from the prior year. Rents are in the mid to upper $5.00 per square foot range, up over 8% from the prior year. The pattern is similar in the for the Flex/R&D area with vacancy rates hovering at 3% and rent pushing nearly $10.00 per square foot. Ontario and Rancho Cucamonga are leading the way with significant employment in manufacturing including food, transportation, and plastics/rubber products. The trends are clearly pushing (due to lack of space) more businesses into the central and eastern valley portions of San Bernardino County, which provides support for a similar pattern of increasing rent and decreasing vacant space and following similar patterns for office space as the economy continues to grow and strengthen. Another bright spot with substantial future growth potential for the local economy is the Leisure and Hospitality industry. Over 10,000 people are employed locally in Rancho Cucamonga in this sector with another 8,000 plus in Ontario. Rancho Cucamonga last year added a Fairfield Inn & Suites with 108 rooms that opened on Pittsburg Avenue just behind Fourth (4th) Street where the City has a number of other business class hotels. Currently under construction is the 126 room Residence Inn at the corner of Haven Avenue and Sixth (6th) Street. This hotel is expected to open before the end of calendar year 2018. Generally speaking, Rancho Cucamonga hotels are running between 80% and 90% occupancy with an average daily room rate of between $130 and $150. Thanks to the efforts of the Greater Ontario Tourism and Marketing District (GOTMD) as well as the increasing diversity of hotel, dining and shopping opportunities in the combined Rancho Cucamonga/Ontario area, it is expected that business stays, large events and conventions and consumer tourism will continue to increase. It is also typical that a market with occupancy rates at or above 80% continues to see business interest in adding additional facilities, more rooms, and a diversity of hotel offerings. "Genius without education is like silver in the mine." Benjamin Franklin As a reminder, the discussion of which employment sectors are key to Rancho Cucamonga's success in the future is not an idle one. It is extraordinarily relevant and tied to both education of the workforce and commuting patterns. The following two charts illustrate that point, and why Rancho Cucamonga is looking at the heart of Orange County for clues about the future direction of the heart of the Inland Empire. Educational Attainment LA County Orange Inland Ventura County Empire County Less than high school diploma 21.9% High school graduate 21.2% Some college, no degree 19.2% Associate's degree 6.8% Bachelor's degree 20.2% Graduate or professional degree 10.7% Median Household Income $59,134 RIVERSIDE Ac-' "t", 15.9% 20.4% 17.1 % 17.3% 26.8% 18.4% 20.5% 25.1 % 23.6% 7.6% 7.7% 8.2% 25.1 % 12.9% 20.9% 13.7% 7.2% 11.9% $78,428 $56,048 $80,032 Fiscal Year 2oi8/19 Adopted Budget Page 5 As the above chart illustrates, higher percentages of post graduate education are tied to increasing median household incomes. Further, as the next chart illustrates, as the City matures and increases opportunities in the employment sectors which better fit with our educated workforce, these changes will improve commuting patterns: Live In... Work in LA OC RV SB VN LA 4,050,061 182,262 54,006 132,235 68,408 OC 178,536 1,195,005 71,355 34,568 1,052 RV 14,131 14,301 587,446 60,089 275 SB 55,014 12,369 92,082 550,372 378 VN 35,996 476 489 649 296,273 Rest of CA 25,793 20,603 46,661 6,449 14,018 Total 4,359,531 1,425,016 852,039 784,362 380,404 Work in Home 92.9% 83.9% 68.9% 70.2% 77.9% County RIVERSIDE Along these lines, the City will be aided by our many school district partners 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. These organizations are some of the finest elementary, high school and college level institutions in Southern California. Last year, for example, Chaffey College was a top ten finalist for the Aspen Prize for Community College Excellence. The Aspen Prize, awarded every two years, recognizes outstanding institutions selected from an original pool of more than 1,000 public community colleges nationwide. With a singular focus on student success, the Prize assesses community colleges' achievements in four areas: student learning, certificate and degree completion, employment and earnings for graduates, and access and success for minority and low-income students. Chaffey College was recognized for its success rate in serving an underrepresented population, its high first -year retention rate and the substantial number of degrees it awards. At the elementary and middle school level, the City of Rancho Cucamonga and Cucamonga School District are working on a Community Schools model pilot program at Los Amigos Elementary School. This unique partnership helps address the needs of students and families with an intentional, enhanced and supported academic, social and emotional health focused experience to address barriers like violence, hunger and homelessness. Finally, in a unique partnership with the Chaffey Joint Union High School District, the City of Rancho Cucamonga will be funding a fifth (5th) School Resource Officer (SRO) through the Rancho Cucamonga Police Department, for FY 18-19, to ensure that each of our high schools has a dedicated SRO on campus. In addition, we have another SRO dedicated solely to the needs of our elementary and middle schools. "That's just the way it is. Somethings will never change. That's just the way it is. Ah, but don't you believe them." From the chorus of The Way It Is by Bruce Hornsby & the Range. One cannot go even a day it seems like, recently, without hearing news reports on the cost of housing, housing shortages and the discussion of renting versus owning. On one level, these discussions are nothing new. Going back to the post -WWII era, there has been a lot of focus on Fiscal Year 2018/19 Adopted Budget Page 6 the housing sector of the economy. Why is this important? There are a multitude of factors but for our purposes, I want to focus on a few key issues. As unemployment continues to drop in California, it becomes increasingly harder to ensure we have a sufficient supply of new labor ready to enter the workforce People need a place to live and California generally needs to build between 100,000 and 160,000 new housing units per year to keep up with a 2% level of State job growth. That is somewhere between 25,000 and 40,000 permits per quarter. The last time the economy was producing that level of new home permits was in the 2000-2007 time frame. Since then we have averaged between 2,000 and 15,000 new home permits per quarter which is clearly insufficient to keep up with demand. New Home Permits How Much Housing Needed? Housing Needed to maintain 2% State 50000 Job Growth 40000 30000 20000 10000 0 Ln cD 00 C7 N M to f- Ol O N d l0 m m T o 0 0 0 r r+ r1 Q rn N c-1 V' M N ca�0d0 0Cf0cr000 —SF —MF Method 1 otal 722,022 Per Year 206,67 Current 111,185 Shortfall 100,489 Method 2 Total 911,001 Per Year 263,667 Current 111,185 Shortfall 157,482 School cf Business Center IvEcanomr IY �ift Administration FarecastingardDmftment Locally, San Bernardino County, which should account for a significant chunk of the needed permits, is generally averaging around 3,000-4,000 new home units at any given time, a mere fraction of what is actually needed. Rancho Cucamonga usually has 100 or fewer new single- family homes available at any given time, and around 200 or so multi -family units. Fiscal Year 2018/19 Adopted Budget Page 7 CITY OF RANCHO CUCAMONGA: CUMULATIVE CHANGE IN EMPLOYMENT AND HOUSING DEMAND -SUPPLY SINCE 2000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 10,000 20,000 ti°°°ti°°~45-0°�ti°°bti°°yti°°°ti�� ti°°�ti°°°ti°~°ti°~1ti°~�ti°~�ti°1Pti°1y°` ' °ti�"°ti��°ti��°ti°r°ti ti''�°�`'�`°k 0 Employment Growth since 2000 -*-Potential Household Demand Growth since 2000 Potential Building Permit Supply Growth since 2000 —i Cumulative Supply minus Demand since 2000 One result of fewer new home starts is increasing home prices, with the median home price in Rancho Cucamonga now slightly above its pre -recession peak. Of course, for Rancho Cucamonga, a significant constraint is the scarcity of undeveloped land. Nevertheless, with low unemployment and a growing local economy, demand for new housing units far outstrips our actual supply. The result is: • Increasing base prices of new homes, now averaging over $850,000 • Price per square foot in excess of $250 • Total tax burden for these projects in excess of $2,500 per year • These homes are far outside the range of most young families or working professionals Fiscal Year 2o18/19 Adopted Budget Page 8 80.000 . r-__ 70,000 60,000 50,000 40,000 30,000 20,000 10,000 CITY OF RANCHO CUCAMONGA: RECENT/EXPECTED CUMULATIVE CHANGES IN EMPLOYMENT AND HOUSING DEMAND SINCE 2000 -4--Employment Growth by Firms Located in the City -0-Housing Demand by Employed Households Residing in the City The housing market makeup is also changing. Increases in the standard deduction forjoint filers favors renting. The capped deductibility of state and local property taxes also favors renting. Further, the lowering of the cap for mortgage interest hurts the sale of larger or more expensive homes. With supply of new homes at all time low and the market not favorable for people moving up, we are seeing an increase in renters. Many are renters by choice, who prefer to avoid the long-term debt and maintenance costs of a home and prefer to live in luxury or near -luxury rental units. Others are simply priced out of the market due to interest rates, lack of available money to make a down payment, and the increasing cost of existing or new homes. As a result, apartment rents are also rising, with most now typically equal to and in many cases higher than the actual monthly cost of a mortgage. "Don't let what you cannot do, interfere with what you can do." John Wooden So, to conclude, the local economy is strong. Unemployment is at an all-time low, job growth and business growth is steadily increasing. Wages are beginning to rise and we are seeing good growth in key economic sectors. Education, one of our fundamental building blocks, is robust and continuing to improve. There is only so much we can do about housing supply and housing costs within the parameters of one individual city. Traffic, congestion and air quality will continue to be challenges to be worked on and improved upon, as they have been since the 1940's. And we recognize that we are simultaneously in the midst of a now very long recovery, but also seeing the signs of increasing frothiness that typically precede an economic downturn. We should use our knowledge and expertise to be informed by the past, focusing on what we can do, and not paralyzed by the future or overcome by what we cannot do. Is Rancho Cucamonga rural, suburban or urban? Fiscal Year 2o18/19 Adopted Budget Page 9 "He's gone country, look at them boots. He's gone country, back to his roots. He's gone country, a new kind of suit. He's gone country, here he comes." From the song Gone Country by Alan Jackson As this message was being written, the City recently came off an extended public outreach for the North Eastern Sphere Annexation Project (NESAP). One of the main topics of discussion was what type of development, and to what extent, was appropriate in the NESAP area. Many individuals engaged in animated discussion as to whether Rancho Cucamonga was rural, suburban or urban. So to kick off this discussion, let's start with some definitions: • Rural is defined as of or relating to the country, country people or life, or agriculture • Suburban is defined as the residential area on the outskirts of a city or large town • Urban is defined as relating to or characteristic of a city Interestingly enough, in many senses, all of these are applicable to Rancho Cucamonga. Certainly the area of the City north of Banyan, particularly on the east and west sides of Rancho Cucamonga, has very distinctly country characteristics. These areas have large lots (typically Y2 acre or larger) and extensive equestrian and multi -use trails. The lots are permitted to keep horses, chickens and other types of animals typically associated with more rural or country areas, subject of course to basic zoning requirements to ensure everyone remains good neighbors. They have lower traffic volumes, fewer signalized intersections, rolled curbs and limited sidewalks, and winding streets, some with traffic circles are all typical of a rural type community. Roughly about 1/5t" of the City's population lives in this area (which geographically speaking represents about 1 /3 of the incorporated area) which is typical of a lower density, larger geography, rural type area. "I've often said there is nothing better for the inside of a man than the outside of a horse. " Ronald Reagan The City Council sets a high priority on preserving the City's northern rural living and equestrian lifestyle. Accordingly, there are a number of projects moving forward in FY 2018/19 that will preserve, enhance and improve this area of town. Some of these projects include: • Refurbishing the main equestrian arena at Heritage Park • The North-Eastern Sphere Annexation Project (NESAP). The specific plan and related zoning and environmental approvals will become a low intensity, larger lot, equestrian friendly, pedestrian oriented development that is highly amenitized, including community parks and neighborhood commercial in a unique rural environment next to the foothills which is different than anything else in the Inland Empire. • Design of the next phase of Etiwanda Creek Park for northeast Rancho Cucamonga • Completion of the next phase of Wilson Avenue on the east end in conjunction with the start of construction for the Richland tract "Our House is a very, very fine house, With two cats in the yard, Life used to be so hard, Now everything is easy, `Cause of you." From the song Our House by Crosby, Stills, Nash & Young. Much of what the outside world often associates with Rancho Cucamonga is suburbia. While pushing 200,000 people is a large community, we are located on the outskirts of the Los Angeles (along with 100 other cities throughout this area) which is a major metropolitan area. Rancho Cucamonga developed primarily from the last 1970's through the early 2000's which is often considered the heyday of suburban development. And much of the reason we incorporated was a reaction to the historically poor planning of San Bernardino County (with respect to making great Fiscal Year 2o18/19 Adopted Budget Page io residential communities) and the anticipated land grabs of our long incorporated neighboring cities including Fontana, Ontario and Upland. Certainly the Terra Vista and Victoria areas of the City are considered classic suburban planned communities with large amounts of tract homes built in big numbers by developers specializing in residential development. Walled tracts with houses turned away from the main streets, homeowner associations, apartment communities of all sizes, small community parks with a playground/field/bathroom every so many miles, wide & straight arterial streets with traffic signals everywhere, full curb/gutter/sidewalks and neighborhood schools and churches often buried in the middle of the community. All of this is typical of suburban living. This area of the City stretches roughly from south of Banyan to Church Street, generally between Archibald and Etiwanda Avenue. Approximately 55% of the City's population lives in this area which comprises about 1/3 of our total geography. The suburban area of Rancho Cucamonga is a vital and continuously changing portion of town, with new projects routinely happening. Some of these projects include: • A mixed -use project by DR Horton featuring 300+ residential units, several sit-down fine dining restaurants, and a 71 room boutique hotel at the southwest corner of Base Line Road and Day Creek Boulevard. • Completion and final occupancy of the shopping center on the northwest corner of Base Line Road and Day Creek Boulevard. With a total building area of 100,135 square feet, the project includes 15,207 square foot CVS, a high -end Stater Brothers Supermarket, Starbucks, Waba Grill, Mod Pizza, Dickeys BBQ and other retail opportunities. • A 182 unit for -rent project known as the Vintner is currently under construction at the northeast corner of Hermosa Avenue and Foothill Boulevard. This 5-story mixed use project will include commercial on Foothill, hidden parking, luxury living and rooftop patios and recreation areas. • Villa Pacifica, located on Base Line Road behind the Archibald Library, is expanding their senior community to add an additional 60 units for low income seniors. Construction began in the 3Id quarter of 2017. • Merrill Gardens, located on Highland Avenue, east of Archibald Avenue, is under construction with 112 residential units for seniors. • The Rows and Bungalows, a higher density for sale residential project consisting of 214 units, is under construction at Church and Haven. Van Daele is the developer of this project which will have convenient pedestrian accessibility to all of Terra Vista Towne Center. "Roll down the window, put down the top, Crank up the Beach Boys, baby, don't let the music stop. We're gonna ride it till, We just can't ride it no more. From the South Bay to the Valley, From the West Side to the East Side, Everybody's very happy. 'Cause the sun is shining all the time. Looks like another perfect day. l love L.A. (we love it) I love L.A. (we love it) We love it." From the song I Love LA by Randy Newman For years this has been the classic song that starts off the L.A. Marathon, with tens of thousands of runners starting off the early morning hour in the middle of Los Angeles, their goal to run for 26 miles through the neighborhoods and diverse communities of the City and finish some 3-5 hours later still in the city. When one thinks of urban environments, places like Los Angeles, San Francisco, New York and Boston come to mind - places far from Rancho Cucamonga. And yet, Fiscal Year 2o18/19 Adopted Budget Page 1i small parts of Rancho Cucamonga and certain times of day remind one that we aren't totally dissimilar. We feel it in the freeway traffic on the 210 or 15 freeway morning and evening as our residents drive to work somewhere else, and tens of thousands of workers from elsewhere drive to work in Rancho Cucamonga. Foothill Boulevard has very urban feel, including a mix of residential, office, commercial and services uses with dozens of traffic signals, and high volumes of traffic all day long. Victoria Gardens was designed to replicate a downtown area with a grid street pattern, narrow streets, lots of pedestrians and an eclectic mix of architecture and uses that is always changing. We see it on Haven Avenue with increasing numbers of multi -story buildings that house offices for corporate headquarters, higher density mixed -use residential developments that are near rail and bus lines and proximity to an international airport. Of course we also don't want to forget Empire Lakes, now under construction, designed to be a walkable, pedestrian friendly mixed use community with more residents in 150 acres than the NESAP will have in 1,200 acres. This more urban area of Rancho Cucamonga typically is from Foothill Boulevard south, and is characterized by smaller lots, smaller residential areas and large areas of planned office and industrial development. Approximately % of the City's population lives in this final 1/3 rd of our geographic area, but the population itself is concentrated in smaller and more discrete areas. This area of the City is experiencing substantial growth at this time, primarily because it still has larger undeveloped or underdeveloped parcels. In addition, with the development activity occurring in north Ontario, this area has a lot of synergy and interest from a variety of developers. Some of the key projects in this area include: • A 200+ unit mixed use project is going through the entitlement process for Haven Avenue and 26th Street. • A Fairfield Inn and Suites on the west side of Pittsburgh Avenue north of 4th Street just recently opened. This four story hotel has 105 rooms, with a substantial number of the rooms being suites, and there are multiple electric chargers in the parking lot. • A Marriott Residence Inn is under construction 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 or retail development. Completion is expected before the end of calendar year 2018. • Industrial construction is booming, with three (3) industrial warehouse buildings totaling 300,000 square feet on a 14 acre site at the northwest corner of 4th Street and Utica Avenue; one (1) industrial building totaling 230,000 square feet on a 12 acre site at the northeast corner of 4th Street and Utica Avenue; one (1) industrial warehouse building totaling 399,000 square feet on a 17 acre site at 6th Street and Santa Anita Avenue; and one (1) industrial warehouse building totaling 660,000 square feet on Arrow Highway just west of Etiwanda Avenue. The Empire Lakes project was approved last year to replace a financially failing 160-acre golf course with up to 3,450 new single and multi -family homes, including for sale and rent, attached, and detached. The development is transit oriented, walkable, and urban in scale and feel with 120,000 square feet of mixed use between 4th Street and 6th Street and another 100,000 square feet of mixed use between 6th Street and the Metrolink Station. Grading began in the summer of 2017 with the first units expected to go on sale in late spring of 2019. • Anew Shogun restaurant will be opening at Rochester and Foothill in the summer of 2018. Fiscal Year 2018/19 Adopted Budget Page 12 • Across from Shogun on the south side of Foothill, Dunkin Donuts has just started construction. • The old Joe's Crab Shack is proposed to be torn down and replaced with a Longhorn Steak House. • The prior location of Hometown Buffet will be replaced with Black Bear Cafe. • The Haven City Market located on Haven Avenue, south of Civic Center Drive, on the site of the former JC Penney outlet has signed leases with nearly two dozen tenants and will be opening in the Fall of 2018. This 85,600 square foot space will house a large market, gourmet food, wine and beer specialty locations, retail spaces, a large assembly area inside, and a courtyard outdoors for eating, drinking and dining located on the south side of the building. This project will provide a unique gathering spot for people of all ages, similar to the Anaheim Packing House, and will be centrally located to the mixed use projects on Foothill Boulevard as well as Haven Avenue and 6th Street. The truth is that Rancho Cucamonga is mix of all types of development. The northern end of the City is very definitely rural in nature and offers an attractive type of country living without the remoteness from services and amenities that often goes with this. Most of the City is suburban in nature, but has a more planned feel to it than is typical of other places with easy access to services and amenities, convenient freeway accessibility and high quality schools and neighborhoods. And certainly the more southern part of Rancho Cucamonga has some characteristics of an urban area with a mix of industrial and other uses, more compact communities with access to public transit and a growing verticality in its architecture. All of these areas come together into one commUNITY known as Rancho Cucamonga. We are proud of how these often disparate pieces fit together, because of the City's strong history of planning. It doesn't just happen after all. "You can't always get what you want. But if you try sometimes, you just might find, you get what you need." Rolling Stones The above quote reminds us that the City, like any living organism, is not static or fixed at one point in time. It is dynamic and constantly changing. This change is neither intrinsically good or bad, it simply is. Our reaction to the change is what determines the value we assign to it. One person's angry reaction to more traffic and new development is another person's convenient neighborhood Stater Brothers market they walk to and shop at regularly. Like two sides of the same coin, we come together as one commUNITY to create and execute a plan for the Rancho Cucamonga of today and tomorrow and on into the 22nd century. Rancho Cucamonga is seeing positive economic growth and the most new development and business activity since FY 2006/07. We cannot, however, 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. It is important that Rancho Cucamonga not balance its budget using one- time growth in development revenues (which are not sustainable) for ongoing costs (like personnel). Similarly, we do not want to use reserves to balance our budget and cover ongoing personnel costs as is happening in several of our neighboring cities to the west. That simply puts off the tough decisions of today for a tomorrow that will be even tougher. Maintaining a conservative approach to a balanced budget based on sustainable revenues is fundamental. Fiscal Year 2018/19 Adopted Budget Page 13 Continued economic development and growth is also critical to the future of Rancho Cucamonga. As a low -property tax City, which incorporated after Prop 13, Rancho Cucamonga receives approximately 50-66% less comparable property tax than our neighboring jurisdictions. As a result, economic development has always been of primary importance to the City in sustaining our excellent public services and facilities. As we approach buildout, it becomes ever more critical to ensure that each remaining project contributes more revenue to the overall City than it consumes in services and costs. Are we preparing for the future, protecting the past or creating the present? "Take my picture and then you laugh. But 1 hate the way 1 look in photographs. Keep your memories, but don't live the past. I'm looking forward to the best days we will have." from Boxes by the Goo Goo Dolls At this point in its history, Rancho Cucamonga is clearly a primarily built out community, with the possible exception of the NESAP, if that area is annexed. The remaining undeveloped lots are largely less than ten acres and most are surrounded on one or more sides by existing development. Why were these lots not developed earlier? In some cases there were unwilling property owners, in other cases it was economically infeasible; the lots may have unique infrastructure or configuration challenges, and in still other cases it was held for future, higher and better investment opportunities. As these remaining sites are slowly developed, each project reminds us that the City is also transitioning in terms of infrastructure. Some of our earliest infrastructure is 30+ years old and may be needing refurbishment, replacement, or additional maintenance. A good example of this is the parks and landscaping on the west side of town, most of which were built in the 1980's with the Park District 85 (PD 85) bond, a form of Mello Roos, that was paid off in 2005. With proper maintenance, many of these original improvements have lasted 20+ years but, no different than the roof on your house or the carpet/flooring, the lights and pathways, fencing and bridges, and other improvements are now reaching the end of their useful lives and will need to be replaced. Without a new source of funding (similar to the original PD 85 bond) these improvements will eventually deteriorate or facilities will need to be eliminated. The west side maintenance challenges are a great example of both protecting the past and creating the present, at the same time. The City would like to do more on the west side of town, however, without new revenue, projects are limited. The key west side infrastructure projects in next year's budget include: • Haven Avenue from Wilson to Vivienda equestrian trail installation (last of 1-time funds) • Installation of the $4.2 million Cucamonga Storm Drain Upper Phase 3 on Amethyst from Base Line Road to 19th Street which will improve drainage, enhance traffic circulation, improve pedestrian safety and remove private properties from a flood zone (last phase of the flood control improvements in this area) • 9th Street, north side, west of Vineyard Avenue, sidewalk improvements (grant funded) • Archibald widening and equestrian trail installation north of Sunflower (last of 1-time funds) For other yet -to -be -built infrastructure, as we prepare for the future, the question becomes how we create the present we desire while ensuring the remaining increments of development will be sufficient to help fund needed infrastructure and/or whether the originally forecast needs and infrastructure still make sense based on the actual pattern of development 30 years later. 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 the remaining community facilities necessary to serve a resident base of 180,000 — 205,000 people. We must protect some elements of the past, prepare for a future that is Fiscal Year 2oi8/19 Adopted Budget Page 14 dynamically changing every day, and also create the present we desire. One example of a unique program that addresses all of these needs is the City's Art in Public Places. This program: • Enhances public spaces and open space, creating unique gathering spots for the public that are extremely high quality and amenitized disproportionate to their specific size • Adds to the assessed property value of adjacent properties helping drive additional public revenue • Supports the rich heritage of art and artists in the Inland Empire • Distinguishes Rancho Cucamonga from any other community in the area • Requires residential development projects that propose to develop four or more dwelling units must include art work, or provide funding for public art in lieu of, that has a minimum value of $750 per residential unit • Requires that commercial, office, or industrial development projects with a project valuation of one million dollars or more, must include art work, or provide funding for public art in lieu of, that has a minimum value of one dollar per square foot of development "1f you want something you never had, you have to do something you've never done." Thomas Jefferson Another such program is the Rancho Cucamonga Public Library's unique program to eliminate overdue library book fines and fees. This program helps create a better present, eliminates an anachronism of the past, and prepares us for an even better future. After reviewing extensive academic and professional literature, staff found no clear benefit to library fines and fees. The studies showed that fines and fees did not result in greater circulation of library materials or the return of items in a timely manner and instead were a deterrent developing early literacy skills crucial to school readiness. One project found caregivers of children in low-income homes viewed the threat of fines for late items and use fees to be a significant barrier to accessing library materials. Fines and fees created a reluctance to use library materials, which translated into reduced use of the library, unwillingness to take materials home for young children and "hiding" library materials at home to discourage young users from touching materials when unsupervised. On the other hand, libraries that developed policies for the removal of fines and fees on materials found it effective in building a positive relationship with families of small children, while experiencing little to no negative impact on their physical materials collections. As public libraries and their materials play an important role in developing early literacy skills crucial to school readiness, we will continue to prepare our next generation for future greatness with innovative commUNITY programming. One way we are preparing for new infrastructure is through our updated standards for small wireless communication facilities, also known as small cells, on City -owned streetlights. Small cells are a key component for establishing the next generation of cellular service. 5G service requires a higher density of cell facilities throughout the city and will be a desirable amenity as new communications technology comes online. Cell service companies need additional poles and towers to mount their facilities, ideally in the public right of way, and we have street lights. Now, we have a mechanism to lease space on our poles, which provides the City with a new revenue source that can help fund services and programs for our residents, while protecting the aesthetics of our community. Healthy RC continues to lead the way in developing a holistically healthy community. This year the City hosted quarterly Mental Health Symposia as a part of the continuation of Healthy RC's Mental Health Awareness Campaign launched in 2016. The goal of the campaign and the symposia is to increase awareness and build a community -wide culture of support around mental health, dispelling numerous stigmas that prevent people from seeking treatment, and connecting Fiscal Year 2018/19 Adopted Budget Page 15 people to resources and services. The first symposia centered around mental health and its many facets, but have become more focused on pressing issues identified by the community including cyberbullying and suicide prevention. With the City taking a leadership role in engaging in these very meaningful and much -needed conversations, Healthy RC hopes to change the culture in Rancho Cucamonga so that those who need support and assistance will feel empowered to go and seek those resources in the community. "Only those who will risk going too far can possibly find out how far one can go." T.S. Eliot When automobiles came on the scene over a hundred years ago, they were lauded as technology that would save us from all of the ills of horse -powered transportation. Yet few guessed the impacts such as traffic, safety, and air quality would have on our cities. Now a century later, a challenging and exciting twist on new infrastructure is preparing for the revolution in transportation we are now experiencing. There are three revolutions in transportation that are all individually poised to upset how we travel: the electrification of cars, autonomous vehicles, and transportation network companies such as Uber and Lyft. The best models and predictions forecast that the future of transportation will be very different. How it will different remains to be seen. But uncertainty in how this new technology will affect us does not mean we have to wait for those outcomes to happen to us. If anything, now is the ideal time to identify the future we want and craft our policies to ensure these new technologies don't just happen to us. We are working to define our future in a number of ways. Electric vehicles are now viable, compromise -free technology. And with Tesla, EVs are arguably very cool. It seems not a week goes by without some company announcing some new electric vehicle model or innovation. To ensure we serve our residents and do not fall behind, the City regularly works with existing businesses and new developers to site clean vehicle parking and charging stations. Through this methodical process, we will be able to build a network of EV chargers throughout our city. Autonomous vehicles (and transportation network companies) will likely drastically change ownership patterns and increase how much we use automobiles, while reducing the need for parking. In preparation for this future, we are working to enhance the public realm, making sure our streets are beautiful faces of our community and safe for walking and biking. 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. In many cities, without a history of saving and setting aside reserve funding, infrastructure is funded solely by outside operating funds or grants and often competes for funding with personnel and other fixed overhead costs in the annual budget. The long term planning efforts of Rancho Cucamonga 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 replacements. Following that devastating loss, the City was determined to begin again, and did so, just one year later. 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 this year's final budget recommendation: Fiscal Year 2o18/19 Adopted Budget Page 16 Budgeted General Fund Fiscal Year Reserve Contribution 2013/14 $ 508,680 2014/15 $ 607,480 2015/16 $ 700,000 2016/17 $1,000,000 2017/18 $1,025,000 2018/19 $1,140,000 Solar RC Expansion Project Using the reserves for critical infrastructure Energy Cost w/o Solar vs. with Solar projects often results in additional savings to FY 2018/19 Savings: $109,245 the City in its annual operating budgets. For example, the solar projects installed several years ago at multiple city facilities are now s�oD,00D saving the city $109,200 per year. Last $500,000 year's large street light purchase and LED $300'" conversion is now saving the City s1oo,00D $1,466,620 per year in energy costs across Energy Costs Without Solar Energy Costs With Solar all SLDs. ■Energy Cost rDebtRepayment Both projects are great examples of preparing for a future of green energy while creating a more fiscally sustainable present. Of course, even beyond infrastructure reserves, the City must also set aside funds to pay for vehicle replacement, new vehicle purchases, technology replacement, new technology purchases, as well as regular maintenance of facilities including painting, carpet, landscaping, roofing, and office furniture. This year, as the City continues to be challenged with the rapid ongoing pace of technology replacement, the City is bumping up its computer depreciation to $421,550, which is the highest it has set aside in its annual budget in 11 years. It is just another example of how Rancho Cucamonga is well managed under a fiscally conservative City Council. "Far 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 The City will never truly replace the redevelopment reserves; however, we have set the loss behind us and are rebuilding our reserves. That commitment is unwavering. 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. A City without infrastructure is like person without a skeleton, hollow inside and ready to collapse of its own weight at the slightest bit of pressure. One of the key focus areas of this year's budget is new infrastructure which yields a return on investment through economic development. In this way, we both prepare for the future and create the present we desire. The following are just a few such examples: Construction of a $2 million Phase 1 of a Rancho Cucamonga Fiber Optic Network to provide for a Public -Private partnership involving high speed broadband access to maximize economic development and attract new businesses to the City's large but largely developed industrial/office/commercially zoned areas. This project is designed to pay for itself, provide a new source of additional operating revenue to the City and will offer service to the first customers in FY 2018/19. Fiscal Year 2018/19 Adopted Budget Page 17 • The Etiwanda Grade Separation, a $60 million project, funded by SB1 (if it is not repealed in Nov 2018) which will separate truck and vehicular traffic on Etiwanda Avenue from the current at -grade railroad crossing to a brand new overhead bridge, enhancing traffic circulation, enhancing train safety, reducing congestion due to waiting for trains, and opening up additional new properties for development. • $369,500 for replacement of the failing air -wall at Celebration Hall in the Victoria Gardens Cultural Center. These movable walls allow for maximum flexibility and rental use of the facility. • Construction of a new $1.98 million Public Works Services Warehouse at the Corporate Yard. This facility will provide for an indoor workshop for facilities staff for the first time, eliminate leased and unsecure outside storage containers, provide a permanent home for the Animal Center Kitten Nursery, and provide additional solar power to help offset energy use for the entire Corporate Yard. In addition, through a partnership with Chaffey College we are converting the former administrative offices next to the vehicle shop into a maker space for classes using federal and local funds. $611,160 in funding for a Class 1 Bike Trail in Southwest Cucamonga, funded from Air Quality Improvement funds. • $550,000 set aside in LMDs 2 ($110,000) and 4R ($440,000) specifically for turf removals along with converting existing planter sections with low water use landscape plants and materials. These improvements are funded from reserves in districts, like LMD 4R, with adequate revenue to cover the cost of the initial capital improvements. Over $1 million in funding for new traffic signals and another $590,000 plus in signal upgrades, traffic signal synchronization funding and traffic signal battery backups for use in the event of a power failure. 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 gas 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. Fiscal Year 2018/19 Adopted Budget Page 18 For FY 2018/19, Gas Tax revenues are estimated at $1,898,710 more than the prior year and $3,226,180 more than in FY 2016/17 thanks to increases in the Gas Tax through SB 1. Although no one enjoys paying more with each tank, Gas Tax is the major source of funding for Rancho Cucamonga to repair its streets. Without an inflation adjustment, the City has been falling behind each year and our pavement management index has declined from 79% in FY 2010/11 to 72% in FY 2016/17. This infusion of much needed revenue is the City's only hope of adequately maintaining its street network to the level expected by residents. If SB 1 (the gas tax increase) is repealed in November 2018, Rancho Cucamonga's road network, like that of all other local agencies, will continue the slow downward slide to unacceptable levels. 100 Preventive Main 70 Thin AC overlays So Poor Thick AC overlays 2S Reconstruction 0 PCl Thresholds & Treatments Assigned Pavement Condition Index Trend 80 75 70 c 0 v c� E 65 60 a 55 PCI By Fiscal Year and Street Classification 50 2011 2012 2013 2014 2015 2016 2017 -•l-Cityvdde 79 79 77 77 76 73 72 -+-Arterial 86 86 83 81 81 77 78 -Secondary 86 86 85 83 82 79 80 --as-Collector 82 82 80 79 79 73 76 -0-Industrial 78 78 75 74 74 64 63 --•—Local V, 75 73 73 72- 71 70 For FY 2018/19, Rancho Cucamonga will be utilizing $2,366,000 in estimated Gas Tax revenues, along with $1,460,000 in estimated Measure I revenues, and $500,000 in General Fund revenues for local streets overlay and slurry seal programs; sidewalk and ramp improvements; and transportation related infrastructure projects. Some of the projects in this $4.3 million plus total include: • Foothill Blvd from Milliken to the 1-15 freeway • Haven Avenue from Church to Base Line • Hermosa from Banyan to Wilson • Highland from Archibald to Haven • Over $2 million in various local street pavement rehab projects throughout the City Fiscal Year 2o18/19 Adopted Budget Page 19 Operating Budgets The secret of getting ahead is getting started. Mark Twain 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 2018/19 is projected to be $83,919,400, which is $3,161,830 or 3.92% higher than in FY 2017/18. The City General Fund's top seven revenues include the following and represent 92% of total revenues: • Sales Tax • Vehicle License Fees (VLF and Motor Vehicle In Lieu) • Franchise Fees • Property Tax (includes post -RDA property tax and property transfer tax) • Development Fees • Business Licenses • Transient Occupancy Tax (TOT) Sales Tax The most significant revenue source in the City General Fund is sales tax. Sales tax, which represents 37% 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 size population, Rancho Cucamonga has a substantial number of retail outlets and depends primarily on population from surrounding areas to sustain our retailers. Major retail growth will require additional residential growth in the City. Additionally, because sales tax for online retailers is not allocated based on where the product is received, but rather most often goes to the County sales tax pool for allocation based on the existing proportion of physical sales tax, places like Ontario and Fontana and others with large auto malls and physical retail facilities receive a disproportionate amount compared to what their residents actually purchased. One bright spot for the City's sales tax has been growth in 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 2018/19 is $30,954,480, which is a $408,780 or 1.34% increase from FY 2017/18. Although the City has many new food, retail, and service outlets under construction, history has taught us to be prudent in forecasting these new revenues. First, it takes at least three to four quarters (one year) to truly determine what sales tax a new outlet will likely generate. Second, it is nearly impossible to forecast how much will truly be new business and how much is merely diverted or scavenged business from other locations which results in no new net growth. It will most likely be last quarter of FY 2018/19 before the City will realize any possible increases from new business locations on Foothill Boulevard, Haven Avenue, and Day Creek Boulevard. Fiscal Year 2018/19 Adopted Budget Page 20 Vehicle License Fees and Franchise Fees Vehicle License Fees and Motor Vehicle In -Lieu fees have increased $1,116,130 or approximately 6% from FY 2017/18 primarily due to increases in the City's assessed valuation. We are also seeing modest (often offset by solar power) increases in franchise fees in the amount of $410,540 or 6% from FY 2017/18, although we expect in future years to see greater growth once additional new development is completed and occupied. Refuse franchise fees grew by 5% from FY 2017/18 and cable franchise fees generally remain stagnant or declining as more people than ever cut the cord. Property Tax Another positive local economic indicator is property ES tax growth. For FY 2016/17 the City saw a strong Property Tax Dollar net taxable value increase of 4.50% overall and an Breakdown increase in median price for single family residential by more than 5.49%. This most current fiscal year the City saw comparable gains of 5.14% overall and a median price increase for single family residential to a value of $520,000. These gains are generally better than the rest of San Bernardino County, however, because Rancho Cucamonga " incorporated after the passage of Proposition F"'°Randw Coca om 13, it typically receives minimal revenue from AoW F'°' property taxes overall, especially in comparison to A ' �� GK ma many of our much older surrounding neighbors such ®��vp w° r rG as Ontario, Upland and Fontana. Although there are ,® i„� ®; literally hundreds of tax rate areas in the City, if you look at the more recent tax rate areas that have been developed, 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. Put another way, all the property tax received by the City ($8.57 million) is not enough to pay even half of our yearly Sheriff contract ($18.81 million), much less fund any other services. In FY 2018/19, Property Tax revenues for the City's General Fund are projected to increase $228,340 or 2.53% from FY 2017/18 due to the County's annual inflation adjustment combined with new secured properties being added to the tax roll. Development Fees/Business Licenses/Transient Occupancy Taxes Development fees have remained consistent with the prior year. Business License revenues are anticipated to increase slightly by $50,140 or 2%, due to increased inspection activity and the growing business climate. The Transient Occupancy Tax should increase $768,350 or 20.56% from FY 2017/18 due primarily to the addition of two new hotels 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 $130 per night. As the local business community strengthens, and tourism increases, transient occupancy tax is one of the City's fastest growing and most important revenues, after sales tax. 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. Fiscal Year 2018/19 Adopted Budget Page 21 Changes in Operating Budget - City General Fund $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 (0 A 00 w�°� o � � � � y � A tip' tip' ti°o ti� ti°o ti°y ti°ti troy ti°ti tioti ti°� ti°ti tio� ti°ti Reduction in Usage of Reserves - City General Fund $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 S- �A� %1° ��\yo °�yy °yy�yti oy��y� oy��ya oy��y� oy��y� °y��y� °y1�yw oy��y� ti Ifti 1°yti ti ti ti ti ti ti ti ■ Economic Circumstances Rsry ® Interest from Fund 025 Insurance Reimb from Fund 025 Fire District and Library Funds. The principal revenue source for the Fire District and Library budgets is property tax. 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 $654,720 or 2.67% from FY 2017/18, 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 Fiscal Year 2018/19 Adopted Budget Page 22 for future capital and facility replacement, remains even after the dissolution of redevelopment. The Fire District will be utilizing approximately $5.51 million of its capital reserves during FY 2018/19 to pay for various capital improvements including the partial cost of construction for the replacement of the San Bernardino Road Fire Station 172 which will be part of a new west side public safety center (police and fire) at San Bernardino Road and Carnelian on the northwest corner. Due to the ongoing additional revenues being received from the former Redevelopment Agency, the Fire District is continuing the fee suspension that was established in 2013 for its Inspection Program. This program assists the business community by not collecting fees for basic fire permits and initial inspections. This reflects the District's strong commitment to economic development in Rancho Cucamonga. Property Tax revenue for the Fire District's two Community Facilities Districts (CFDs) remained relatively constant compared to FY 2017/18. No increase in CPI was required for the seventh straight year for either of the CFDs 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 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 cPcP$�o�,cP°o�o�y�titioyo���10 ooo�o���ti� ti ti ti ti ti ti- ti ti ti 10111 ti ti Fiscal Year 2o18/19 Adopted Budget Page 23 Reduction in Usage of Reserves - Fire District $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 ' o1��tiA ti ti ti ti ti ti ti ti ti ti ti ti The Library's Property Tax has increased $230,660 or 5.48% from FY 2017/18. The FY 2018/19 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 $6,000,000 $5,250,000 $4,500,000 $3,750,000 $3,000,000 °�a�ti� °�h�ti�o °y��tiA yAltil ti ti ti ti ti ti ti I ti I°ti Operating Budgets Analysis The economy continues to improve at a solid and unspectacular, but nevertheless sustainable, pace. Lacking an auto mall or any large warehouse e-distribution centers, Rancho Cucamonga is largely dependent on the growth in general consumer discretionary spending. Similarly, the City is largely dependent on general property tax growth capped by Proposition 13. Both trends are consistent with what would be expected in a built -out community and have important implications for long-term sustainability. Specifically, lacking large new growth opportunities, it is Fiscal Year 2o18/19 Adopted Budget Page 24 critical that the City balance its assets and liabilities, both long and short-term, using recurring predictable and reliable revenues. One of the tools we use to track long-term fiscal sustainability is 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 publicly. This initiative supports the City Council's goal to increase public transparency and share information regarding the City's sound financial underpinnings. City of Rancho Cucamonga General Fund(Fund only) The California Municipal Financial Health Diagnostic Financial Health Indicators - Summary Checklist Indicator Ratin 1. Net Operating deficit / surplus. There are no recurring genera fund operating deficits. General revenues are sufficient to meet the net general Healthy r v n demand f r r m 2. Fund balance. Reserves are sufficient over multiple consecutive years and in Healthy compliance with adopted policy. U) 3. Capital Asset Condition. The county is keeping pace with the aging of its Healthy 3 capital assets. N l6 0 4. Liquidity. Cash and short-term investments are suffieicent to cover current Health y liabilities (including short-term debt and accounts payable within 60 days). 5. Fixed costs & labor Costs. Fixed costs (including debt service and other contractual obligations), salaries and benefits are stable or decreasing over multiple Caution ears relative to reasonably expected revenue growth. 6. General fund subsidies of other funds. Any general fund subsidies other Caution 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, 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 compliance with adopted policy. 9. Balancing the budget with borrowing. The use of short-term borrowing, N internal borrowing or transfers from special funds to balance the general fund has Healthy 0 been limited, prudent and in compliance with adopted policy. a 10. Balancing the budget by deferring employee compensation costs. C 0 Pension liabilities and other non -salary benefits have been determined, disclosed Healthy 0 and actuarially funded in compliance with adopted policy. c 11. Balancing the budget with backloaded debt service payments. Debt Healthy service payments have not been "backloaded" into future years. 14 12. Funding operating costs with non -recurring revenues. ongoing a operating costs are being funded with ongoing rather than temporary revenues a pe 9 9 9 9 Po �Y ( 9, Health Y from development, etc. 13. Timeliness and accuracy of financial reports. Financial Reports are being filed on time. (CAFR, Annual Audit, State Controller's Financial Transactions Healthy Re rt 14. Ser ce level solvency. Public service levels meet the standards and needs Healthy in this community. City General Fund Budget. Overall, the FY 2018/19 General Fund Budget is $83,944,400 and for the fifth year in a row does not require the use of General Fund reserves for continuing operations. The operating budget represents a $3,186,830 or 3.95% increase from FY 2017/18. While the City's revenue picture is strong, we are challenged on the expenditure side with ongoing cost increases in key areas. One cost driver is a series of minimum wage increases that began in July 2014, when minimum wage was increased to $9 per hour. In January of 2016, the minimum wage rose to $10 per hour and in January of 2018 it rose to $11 per hour, on its way to $15 per hour over the next several years. These minimum wage increases have both direct and indirect Fiscal Year 2018/19 Adopted Budget Page 25 impacts on the City's budget. Most directly, costs for our 200+ part-time employees have been increasing and will continue to do so as minimum wage increases are phased in. Further, many of our contract providers such as crossing guards and landscape maintenance, just to name a few, are raising their contracts to keep pace with the minimum wage increase. Along with additional costs related to the Affordable Care Act, paid sick leave mandates, and inexorable CaIPERS pension increases, these costs are largely driving increases in the City's overall personnel budgets while minimizing discretionary income available for increased services. For FY 2018/19, it will cost the City $300,000 to implement the minimum wage increases. It is also anticipated that our required PERS employer contribution rate will increase by 1.90% this fiscal year to 18.59% and will rise to 27.18% over the next five years. Following prudent fiscal management practices, City staff under the direction of the City Council, are working cooperatively with the labor groups on increased pension cost sharing proposals as labor agreements come due. CaIPERS is clearly at a tipping point as a publicly funded pension system. The workforce is shrinking due to population changes and automation; people are living longer due to advances in medical care; investment returns have reached prudent levels and need to remain conservative to weather swings in the economy; and the limits of publicly funded contribution levels are at or perhaps above the capacity of many local agencies to fund in their operating budget. Without more cost sharing, and changes in benefit structure for existing classic employees as well the already enacted PEPRA reforms for new employees, the system will not be able to sustain itself. "The definition of insanity is doing the same thing over and over again, but expecting different results." Albert Einstein City Misc. Required PERS Employer Contribution (includes UAL Contribution as %) 30.00% 28.00% 27.18% 26.42% 26.00% 24.96% 24.00% 23.17% 22.00% 20.91% 20.00% 18.59% 18.00 % 1 16.69% 16.00 14.599. 5.85 % 13.47% 14.00% 12.611Y13.35% 12.00% 10.00% FY FY FY FY FY FY FY FY FY FY FY FY 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 "Courage is fear holding on a minute longer." General George S. Patton All is not lost, however. Rancho Cucamonga is one of a very few agencies with no other post - employment benefits (retiree medical). The Fire District retiree medical was capped more than two decades ago and is fully funded by reserves. Both agencies (starting this fiscal year) will now pre -pay their CaIPERS unfunded accrued actuarial liability up -front at the beginning of each fiscal year, thus saving some interest and reducing the principal that much faster. In addition, both agencies round up their CaIPERS payments each year, which has the same principal reducing effect as rounding up your house payment. Before PEPRA went into effect, both agencies tiered Fiscal Year 2018/19 Adopted Budget Page 26 off to a lower classic formula, which over the next 20 years as classic employees work out their career, will also slightly reduce costs. Finally, both agencies have separately invested (not in CalPERS) Pension Reserve Funds that help reduce our unfunded liability, offset swings in interest earnings, and ensure long-term sustainability. In short, we have taken all of the recommended prudent steps that fiscally conservative and economically sustainable agencies take to reduce their retirement liabilities. Another important City General Fund 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 in 2015, however, there is almost no support in certain parts of the City for assessment increases, despite the high overall satisfaction with City services, quality neighborhoods, and well maintained infrastructure as shown by numerous surveys. Following the voter approved mandate to manage existing and future expenses without going to the residents for additional revenue, the City Council approved a multi -faceted plan and over the last several years has added card readers to sports field lighting, and looked at a solar feasibility study to reduce costs at Red Hill/Heritage and Beryl Parks; reallocated certain administrative costs to the General Fund; funded the Red Hill water feature maintenance from the General Fund as a citywide amenity; and provided 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. Water saving measures are already in place, to the extent feasible without additional funding for further drought tolerant conversions (plants and irrigation), and the West Side Districts have been largely switched over to contract maintenance. The total cost of ALL subsidies for the landscape maintenance districts, including PD 85, was $328,570 in FY 2015/16, $660,460 in FY 2016/17, $673,350 in FY 2017/18, and now proposed to be $709,980 in FY 2018/19. The Police Department's budget will increase nearly $2,611,530 or 7% overall due primarily to increased public safety pension and labor costs as well as the addition of one (1) new School Resource Officer. Every year, the City Council prioritizes public safety and looks to enhance our reputation as one of the safest communities in Southern California. Over the last several years, we have added new Deputies, Sergeants, and Sheriff's Service Specialists. This year we are adding a fifth (5th) School Resource Officer (SRO) to our existing four (4) SRO's. This will ensure that each of the existing SRO's can focus on the four high schools in town while this additional SRO focuses on the middle and elementary schools. Overall, the Police Department costs are rising approximately 5-7% per year, making this the City's most significant contract cost increase. Fire District Budget. The Fire Protection District (District) is a subsidiary district of the City and has its own statutory funding with the City Council serving as the Fire District Board of Directors. The District's mission is to serve the community through planning, promoting and demonstrating a readiness to respond to, and reduce, threats to life and property through the delivery of emergency and non -emergency services and programs in an efficient and effective manner. Last year, the District responded to 16,339 incidents. The District proudly provides traditional and innovative services based on three pillars: Community Risk Reduction, Emergency Response and Emergency Management. This foundation supports engaging community programs, builds disaster resiliency and delivers premier emergency response services. As such, the District is committed to participating in the State's mutual aid program, helping neighbors when needed and calling upon regional agencies when there's a Fiscal Year 2oi8/19 Adopted Budget Page 27 need in the community. While firefighters provide mutual aid elsewhere in the region or State, the District receives reimbursement for associated personnel costs. California communities have historically relied upon mutual aid resources in combating fire and other emergency situations exceeding the capability of a single jurisdiction. California mutual aid is based on the concept of "help thy neighbor" with a common understanding that an individual community cannot gear up for every possible emergency. The best way for communities to make sure help is available when they need it, is to be available to provide help when it is requested. Cal OES, CAL FIRE, federal fire agencies, and local agencies, at times of severe wildfire conditions and other emergencies, often have need of emergency apparatus and/or personnel to provide fire protection. The California Fire Assistance Agreement (CFAA) is the reimbursement mechanism for local government fire agency responses through the California Fire Service and Rescue Emergency Mutual Aid System. It is the intent of the signatories to the CFAA to compensate California Fire and Rescue Mutual Aid System Agencies for the cost of assisting the State of California and the Federal Fire Agencies. This is the agreement by which the District receives reimbursement monies for providing mutual aid assistance such as; wildfires, strike teams, management w team overhead support, costs associated with the backfill of personnel, and the allowable administrative costs. Rancho Cucamonga's wildland/urban interface area is prone to wildfire that is often fueled by Santa Ana winds. The magnitude of these wildfires, in terms of suppression efforts and response, far exceeds the capabilities of District personnel on duty. This was evident during the historic Grand Prix and Etiwanda fires. If not for the California mutual aid system and the willingness of cooperators to send help during our time of need, the outcome for this community would have been devastating. Rancho Cucamonga appreciates the assistance received and remains committed to California Master Mutual Aid. In October of 2015, the District entered into an agreement with the State of California Office of Emergency Services (Cal OES) for the temporary transfer of a Type III Brush Engine. The District took possession of the engine for all-risk local incidents such as: Emergency Incidents, Multiple Alarm Events and Mutual Aid. In return, the District agreed to respond with the brush engine to statewide emergencies when requested by Cal OES. This arrangement has increased the number of mutual aid responses and the duration of assignments since that time. The 2017 California Wildfire Season was the most destructive on record, and as a result the District responded to more than 70 fire incidents throughout the State. As of May 2018, the District invoiced CalOES/USFS $2,157,000 to recover the out -of- pocket costs for FY 2017-2018. These reimbursements account for personnel assigned to the mutual aid incidents, as well as our personnel recalled to ensure District stations are fully staffed. As a result of assisting other communities, our personnel gain valuable experience in extreme fire conditions, complex strategy and tactics, as well as communications challenges. These skills better prepare our personnel for local incidents in our wildland urban interface. In addition, these assignments provide opportunities to complete wildland firefighting certifications. Fiscal Year 2018/19 Adopted Budget Page 28 The District is committed to Prevention, Community Awareness, Risk Reduction, and Hazard Abatement to reduce the impact of preventable catastrophic events. While we continue to raise awareness and prepare the community, we stand ready to respond to wildfires locally and throughout the region/state. History has shown that it's not a matter of "if' it will happen, but "when" it happens again. Rancho Cucamonga was one of a few California agencies who joined other law enforcement, emergency medicine, and fire service personnel to develop an industry standard with the National Fire Protection Association for community response to active shooter and hostile events. NFPA 3000: Active Shooter/Hostile Event Response (ASHER) Program established a framework for first responders and communities to prepare for, respond to and recover from such horrific incidents. Rancho Cucamonga's whole -community approach to training first responders and civilians was a model for the development of this standard. This is not the first time Rancho Cucamonga has been involved in improving response protocols and community outreach efforts at the national level. Since 2012, we've been an active member of the Committee on Tactical Emergency Casualty Care, which is a global organization dedicated to advancing pre -hospital care for preventable death injuries. Over the last 15 years, Rancho Cucamonga police and fire personnel have facilitated 142 dynamic training sessions to more than 6,000 first responders throughout the region. The training grew into a whole -community approach which has collectively trained over 20,000 civilians from schools, businesses, places of worship, and community classes. This training focused on empowering people with proper survival strategies and medical intervention skills should they find themselves in an active shooter scenario. The newly opened All -Risk Training Center will provide additional opportunities for firefighters to hone their skills in structural and wildland firefighting, auto extrication and technical rescues, as well as collaborative training with law enforcement partners. Training with allied agencies and public safety partners will be explored as well as providing community -based training to build a more resilient community. District emergency response and incident mitigation capabilities are rooted in innovation and fiscally responsible program management, which further enhances the quality of life for those served by the District. The District's goal is to deliver these programs and services in an effective, efficient and professional manner while maintaining financial stability. The recommended FY 2018/19 operating budget for the Fire District is $35,819,290. This is a $805,200 or 2.30% increase over FY 2017/18. 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. Once again, fees for fire inspections are being waived and the two subsidiary community facility districts are holding their assessments level without any new increases, all thanks to the strength of the Fire General Fund (which relies on property tax). To that end, the City has taken the California Municipal Health Financial Diagnostic and applied the same tool to the Fire District Budget. As seen below, the results indicate the Fire District is financially stable and healthy. Fiscal Year 2oi8/i9 Adopted Budget Page 29 City of RCFPD re l un The California Municipal Financial Health Diagnostic Financial Health Indicators - Summary Checklist Indicator Ratin Net Operating aeticit / surplus. There are no recurring genera fund operating deficits. General revenues are sufficient to meet the net general Healthy rpvpntip cipmand 2. Fund balance. Reserves are sufficient over multiple consecutive years and in Healthy compliance with adopted policy. N 3. Capital Asset Condition. The county is keeping pace with the aging of its Healthy 3 N capital assets. f6 4. Liquidity. Cash and short-term investments are suffieicent to cover current He liabilities (including short-term debt and accounts payable within 60 days). 5. Fixed Costs & labor Costs. Fixed costs (including debt service and other contractual obligations), salaries and benefits are stable or decreasing over multiple Caution ears relative to reasonably expected 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, 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 compliance with adopted policy. 9. Balancing the budget with borrowing. The use of short-term borrowing, c internal borrowing or transfers from special funds to balance the general fund has Healthy o been limited prudent and in compliance with adopted policy. 10. Balancing the budget by deferring employee compensation costs. U Pension liabilities and other non -salary benefits have been determined, disclosed Healthy a c and actuarially funded in compliance with adopted policy. m 11. Balancing the budget with backloaded debt service payments. Debt "backloaded" Healthy service payments have not been into future years. - d 12. Funding operating costs with non -recurring revenues. ongoing operating costs are being funded with ongoing rather than temporary revenues e Pe 9 9 9 9 po ry ( 9: Health y from development, etc. 13. Timeliness and accuracy of financial reports. Financial Reports are being filed on time. (CAFR, Annual Audit, State Controller's Financial Transactions Healthy Re rt 14. Service level solvency. Public service levels meet the standards and needs Healthy n this community. Library Budget. The FY 2017/18 Library budget is $5,126,230 which represents a decrease of $37,480 or 0.73%, from FY 2017/18. Similar to the Fire District, Library revenues are primarily property tax related. Fiscal Year 2o18/19 Adopted Budget Page 30 City Operating Budgets City General Fund, Fire District Funds and Library Funds $580,390 $5,232,070 ■ Governance $2,6881110 $5,126,230 ® Records Mgmt. Community Services $14,009,790 F$35,8'1'__.r Library Services $792,280 ■ Admin. Services • $1,892,240 ■ Econ. and Comm. Dev. .- $2,509,100 ■ Building & Safety Services ■ Engineering Services $1, 656,030 ■ Planning 9974�� $11,258,700 ■ Public Works Services ■ Animal Care & Services $3,350,790 ■ Police ■ Fire Special Districts If you don't like something, change it. If you can't change it, change your attitude.." Maya Angelou 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, an important 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 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. As a result, over the last 10 years, property owners in LMD 2 (Victoria), LMD 4 (Terra Vista), and LMD 6 (Caryn Communities) voted to approve new updated assessment rates on their properties that allow for small annual adjustments as may be needed to keep up with costs over time. 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 LMD 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, LMD 1, and SLID 2) budgets Fiscal Year 2018/19 Adopted Budget Page 31 were balanced through the measures described earlier in this message. Lacking any new revenue, and unable to keep up with rising cost increases in the labor and utilities areas, these districts will continue to be maintained with little or no capital replacement and lower maintenance levels for foreseeable future. The City provides 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 (approximately 9%) 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 $709,980, noted earlier, in FY 2018/19 provide some interim financial stability, there still remains a need to address the long-term service level stability of PD 85 (Heritage and Red Hill Parks), LIVID 1 (8 parks and various green spaces/trails), and SLD 2 (local street lights). Without a permanent long-term solution to the complex equation of balancing a dedicated landscape and lighting district created and funded on 1985 revenues but facing FY 2018/19 costs (34 years difference), the overall future of the West -side Districts remains uncertain. LIVID 1 and PD 85 pay between $30 and $93 per year in assessments to maintain at a C-minus level some of the largest and oldest sports parks (Heritage, Beryl and Red Hill) and neighborhood parks in the City. This compares to the $300 to $600 per year paid in the rest of the City to maintain generally smaller parks at an A level. Put another way, if PD 85 and LIVID 1 were more self- sustaining, the City would be able to afford additional police officers to enhance public safety. Additionally, the list of deferred and unfunded maintenance items continues to grow, and includes: • Ball field lighting replacement at Old Town Park, Red Hill Park, and Heritage • Playground resurfacing at Old Town Park, Heritage, Church Street Park, Hermosa Park, Bear Gulch Park and Red Hill Park • Shade shelter and amphitheater repair and replacement at Old Town Park, Heritage Park, Golden Oak Park and Red Hill Park • Bridge repair and replacement at Heritage Park • Restroom repair at various parks • Walking and jogging path resurfacing at various parks • Fence repair and replacement at various parks • Ball field/soccer field rehabilitation and renovation at various parks A new approach will eventually be needed to ensure fiscal stability for the West -side parks and landscape districts. To that end, the West -side Citizens' Oversight Committee was formed and regularly review the PD 85, LIVID 1, and SLD 2 budgets, including revenue and expenses. This committee is working on communicating more information with west side residents. In four of the City's newer districts, rate increases are recommended this year. It should be noted that rate increases are only recommended where they are necessary to maintain a structurally balanced budget for those districts. Increases, when needed, provide fiscal stability and help to avoid the structural imbalances down the road that plague other districts, particularly those that have no mechanism for regular rate adjustments. Several factors, such as increasing costs of maintenance and essential utilities, when out -paced by assessment revenues lead to these imbalances. In the updated and newer special districts, rates can be adjusted as costs increase. These 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 Fiscal Year 2018/19 Adopted Budget Page 32 drought -tolerant landscaping, park and playground repairs, concrete replacement on sidewalks and paseos, and care of the urban forest. The following changes are recommended: • LIVID 2. An increase of $14.63 for single family residences to $503.80 per year, a 3% increase, is necessary due to continuously increasing operating costs for landscaping contracts and water utility rates. • LIVID 6. An increase of $12.40 for single family residences to $425.97 per year, a 3% increase, is necessary due to continuously increasing operating costs for landscaping contracts and water utility rates. • LIVID 9. An increase of $96.92 for single family residences to $236.92 per year is necessary to begin the ease back in the use of fund balance after previously reducing the rate significantly and then keeping the rate artificially low for several years. Over the next few years the rate will increase gradually to an appropriate amount for LIVID 9 operations and then adjust to reflect annual changes in operating costs. • LIVID 10. An increase of $24.91 for single family residences to $736.62 per year, a 3.5% increase, is necessary due to continuously increasing operating costs for landscaping contracts and water utility rates. 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 five to ten 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. The FY 2018/19 CIP once again devotes significant resources toward maintenance of the City's infrastructure, the key highlights of which were described earlier in this transmittal letter. FY 2018/19 Budget Major Changes "Those who cannot change their minds cannot change anything". George Bernard Shaw Every budget is in one sense a snapshot in time; a representation of the organization as it exists when that budget was prepared. Unlike a snapshot, which is a static item, fixed in time that never changes, a municipal budget is an organic document. As bills are paid, revenues received, and projects begin, the fiscal year budgets change. Typically those changes occur within a certain fixed corridor or range and, accordingly, the City Council is updated every quarter on those changes. As those changes add up to increasing levels of significance, the City Council receives a twice a year (mid -year and year-end) compilation of budget changes (revenues and expenditures) for review and approval. Just like a Mobius strip, the end of each budget cycle is the beginning of the next cycle and the process continues on once more. The aforementioned comparison is important for a variety of reasons. First and foremost, because the City does not follow zero based budgeting, the budget cycle provides the context Fiscal Year 2018/19 Adopted Budget Page 33 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, and city objectives, (both noted below) cannot be accomplished within a single given year: PUBLIC SAFETY — Proactively develop public safety programs and facilities to meet community needs. ■ Adding an additional School Resource Officer to the Police Department ■ Design and the beginning of construction of a west side Public Safety Facility for both police and fire (relocated Fire Station 2) ■ Expansion of the City's Automated License Plate Reader and Public Safety Video Network System ■ Addition of more resources to the Park Ranger Program to assist the Police Department ■ Expansion of the community/business training program to help prepare people for active shooter events and mass injury incidents by hardening the target. • PARKS AND RECREATION DEVELOPMENT— Proceed with planning and development of major parks and recreational projects. ■ Preparing plans for a redesigned Cultural Center Courtyard to create a more inviting and usable space with shade and seating, a permanent stage for outdoor performances, an expanded Cultural Center Cafe, and a more visible Box Office. ■ To accompany the recently approved Central Master Plan ReVision the City will be moving forward by conducting an Environmental Review on the remaining undeveloped 70 acres of the park to expedite any future funded projects. ■ Completion of the new RC Sports Center in summer 2018 including three indoor high school regulation size basketball courts which easily convert to volleyball courts; concession area with cafe seating; multi -purpose room used for team meetings and award ceremonies; staff area; and three outdoor covered basketball courts. ■ Further development of the Biane Library Second Story Interactive Discovery Space which will soon provide families and people of all ages the opportunity to grow through play, discovery, imagination and creativity. The custom designed, hands-on exhibits, will be designed to allow families to learn through interactive play, giving children the opportunity to experiment, discover, and imagine through art and science. • 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. ■ Evaluating a new mixed -use project at Haven Avenue and 26th Street, as well as a hotel project proposed at Haven Avenue and 4th Street. Manage construction of new infill mixed use and medium density for sale and apartment residential projects at Hermosa and Foothill, Church and Haven, Base Line and Day Creek and the southerly portion of Empire Lakes. ■ Complete design and environmental for the Etiwanda Grade Separation, a $60 million infrastructure improvement project funded by SB1. If SB1 is not repealed in November 2018, this project will improve traffic circulation in the southeast portion of the City, Fiscal Year 2o18/19 Adopted Budget Page 34 decrease delays due to railroad crossings, and open up additional industrial land for development into revenue producing assets. ■ Design, construct, and implement an Intelligent Transportation System including conduit, fiber optic cable and an intelligent network to decrease maintenance, improve staff efficiency, and improve signal timing coordination. ■ Construction of two RCMU line extension projects adding additional electric and dark fiber conduits, cabling and vaults to our existing backbone system along with the replacement of hundreds of old analog meters with new smart meters. ■ Aerial Imagery is being tested and will be utilized in the next year to evaluate and inspect tall buildings and difficult -to -access construction features. Utilizing a drone, electronic plans and editing software will provide safe and accurate inspections in the future. ■ As part of the City's water saving effort, $550,000 has been set aside in LMDs 2 ($110,000) and 4R ($440,000) specifically for turf removals along with converting existing planter sections with low water use landscape plants and materials. ■ Plans are underway for the construction of an urgently needed second warehouse at the Public Works Services Center which will match the existing warehouse, but will be designed to support solar panels on the roof. ■ Host quarterly mental health symposia and the City's second Healthy RC Youth Forum by increasing the division's sponsorship partnerships. ■ Begin Solar RC 2.0, continuing to reduce the City's energy costs and reliance on traditional energy sources. • MID AND LONG RANGE PLANNING —Develop mid -range and long-term goals and vision for the City. ■ The North-Eastern Sphere Annexation Project (NESAP) is in a pre -review process through early 2019 to facilitate the development of a project specific plan, General Plan Amendment, Zoning Map Amendment, Etiwanda North Specific Plan Amendment, and all related environmental documentation. ■ Early work on special studies for specific topic areas will begin in FY 2018/19 in advance of a 2019-2023 General Plan Update. The next General Plan is anticipated to have a new focus as the community has shifted from the rapid growth and development that it had experienced since incorporation. The General Plan Update must address the changes to housing legislation in California that focuses on addressing the housing shortage. Early work on the special studies for topic areas will allow the city to focus on the public outreach, vision statements and goals and policies more successfully and earlier in the process. ■ Begin implementing the Strategic Communications Plan, including small shifts in the City's traditional branding. Develop and share metrics that highlight the implementation of facets of the Sustainable Community Action Plan. Through the Community Schools Model pilot program at Los Amigos Elementary School, work with community partners to make stronger families and healthier communities by supporting students and families overcoming non-academic barriers like violence, hunger and homelessness. Fiscal Year 2018/19 Adopted Budget Page 35 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. "Do what you do so well, they will want to see it again and bring their friends." Walt Disney 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. Made possible by this modest, sustained revenue growth, the FY 2018/19 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 are re -engineering 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 looks 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 is a generational shift in the workforce. The City reviewed a study about nine 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. Two years ago, we experienced a total full-time turnover of 9.30% and last year we experienced a total full-time turnover of 7.59%. Similar numbers are expected again in FY 2018/19 and probably through FY 2020/21 as we transition to a new work force. Other public agencies are experiencing similar turnover. Recruiting, in this low unemployment market, is becoming ever more a challenge, especially in the highly skilled positions that most often require past experience at lower levels or where compete with the private sector for similar types of jobs. As noted elsewhere in this message, CalPERS cost increases are significant. Fiscal Year 2018/19 Adopted Budget Page 36 City Misc. Required PERS Employer Contribution (includes UAL Contribution as %) 30.00% 0 27.18% 28.00% 26.42 % 26.00% 24.96% 24.00% 23.17% 22.00% 20.91% 20.00% 18.59% 18.00% 16.69% 16.00% 14.599 5. % 13.47 14.00% 12.61%13.35% ; 10.00% FY FY FY FY FY FY FY FY FY FY FY FY 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Fire Safety Tier 1 Required PERS Employer Contribution (includes UAL Contribution as %) 60.00% SS.00% S0.90% 52.09% 50.00% 48.62% 45.67% 45.00% 41.44% 40.00% 37.04% .98 35.00% 30.85% 32% 30.00% 27.8S% 27.70% 25.00% 20.00% 15.00% FY FY FY FY FY FY FY FY FY FY 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Fiscal Year 2018/19 Adopted Budget Page 37 Fire Misc. Tier 1 Required PERS Employer Contribution (includes UAL Contribution as %) 40.00% 35.00% 33.21% 32 38% 30.75% 30.00% 28.28% 25.71% 25.00% 22.92% 20.00% 18.09% 19.20% 15.70% 15.74% 15.00% o 10.00% FY FY FY FY FY FY FY FY FY FY 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 Given the significant projected increases in the cost to provide and maintain CaIPERS retirement benefits anticipated over the next five years, management was especially conservative and cautious regarding new personnel growth this fiscal year. Many of these changes were accomplished through defunding now vacant or unneeded positions, or through reorganizing and shifting expenditures to control net costs. The result of this process is a modest set of personnel changes at a net cost of approximately $142,600, including salary and benefits ($45,730 of which is General Fund). It is important to note that even with the changes noted below, the City still remains at fewer full-time equivalent positions than it had in 2007. • Upgrade existing % time work -life balance Community Programs Coordinator in Healthy RC to a full time position to focus on data collection, analysis and community outreach • Defund an Animal Caretaker to replace with an Animal Care Supervisor thus reducing overtime • Upgrade a part-time Account Clerk to a % time work -life balance position • Retitle the Cultural Arts Manager position to Cultural Center Manager position • Add a Deputy Director of Public Works position to assist in the supervision of over 163 full- and part-time employees, and to provide succession planning to the Public Works Director with the pending retirement of several high level supervisory positions. A number two position in Public Works has not existed for nearly 9 years. • For FY 2018/19 the Rancho Cucamonga Police Department will add a fifth (51") School Resource Officer to better assist the existing four School Resource Officers to focus their efforts on each of the high school campuses in town, while ensuring that we continue to prioritize one of our most vulnerable groups of residents, our children, as a critical resource. Fiscal Year 2018/19 Adopted Budget Page 38 DEPARTMENT BUDGET HIGHLIGHTS Economic and Community Development "This is our history — from the Transcontinental Railroad to the Hoover Dam, to the dredging of our ports and building of our most historic bridges — our American ancestors prioritized growth and investment in our nation's infrastructure. " Corey Booker 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 2018/19 Budget Highlights • Review Building and Safety, Engineering, Planning, and Public Works services provided with an eye towards improving remote access, streamlining redundant processes, leveraging technology to improve efficiency and a common philosophy of innovation and excellent customer service • 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 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 DoIT staff to assist in the use of technology to provide guidance to existing and startup businesses and residents in the community including businesses seeking to expand within or relocate to Rancho Cucamonga. Planning The Planning Department's primary responsibilities are developing and implementing comprehensive plans that reflect the goals and policies of the City; ensuring the long-term success of the community through effective management of the City's growth; conducting detailed analysis of all development proposals to verify consistency with the City's Goals and Policies; and working with other City Departments to build and maintain a high quality, balanced, and sustainable community for the Rancho Cucamonga residents, businesses, and visitors. The Planning Department has experienced a high number of visits and calls to the Public Counter over the last fiscal year. The volume of development applications submitted to the City for review has been steady. As the amount of readily available vacant land within Rancho Cucamonga diminishes, development has shifted towards "in -fill" development. In -fill development requires increased coordination between the City, the applicant, and stakeholders within the community to ensure compatibility with existing development and consistency with the community's expectations. Furthermore, new environmental regulations require more detailed analysis of development applications and more frequent engagement with regulatory agencies. Fiscal Year 2o18/19 Adopted Budget Page 39 FY 2018/19 Budget Highlights • The Planning Department is evaluating a new mixed -use project at Haven Avenue and 26th Street, as well as a hotel project proposed at Haven Avenue and 4th Street. Infrastructure for the Empire Lakes project is moving forward and we are reviewing residential development proposals for apartment and for sale housing along the south end of the project area. • The 15 bills recently adopted into the state "Housing Package" may have far reaching impacts to the City. Staff will work with the City Attorney's office and other departments to understand the impact of these bills and address changes needed to the development code or our development review process. • The North-Eastern Sphere Annexation Project (NESAP) continues into FY 2018/19. This project includes the development of a project specific plan, General Plan Amendment, Zoning Map Amendment, Etiwanda North Specific Plan Amendment, and all related environmental documentation. After extensive community engagement, the prezoning and specific plan updates will be drafted as well as the related environmental documents. Staff will continue to inform interested stakeholders throughout the process. • Staff will begin pre -work needed in advance of a General Plan Update. Work will include developing special studies for specific topic areas that will guide the General Plan Update. • The FY 2018/19 Community Development Block Grant (CDBG) Annual Action Plan will be based on the Federal appropriation. The CDBG program provides vital housing programs and services to low -and -moderate income families. Staff is looking to contract out day-to-day administration of CDBG. Engineering The Engineering Services Department in partnership with departments citywide strives to build a City where the infrastructure supports a community that is a great place to live, work, and play through strategic design, well planned maintenance, and fiscal and environmental sustainability. There are four sections in the Engineering Services Department. The Capital Project Management Section plans, designs, and manages the construction of City -funded public improvement projects. The Environmental Programs Section is working collaboratively for an environmentally safe, healthy and sustainable community today and for future generations. The Land Development and Transportation Section provides services to residents, developers, businesses, and schools related to the development and redevelopment of land along with operation and planning for traffic and transportation needs. This section also provides administration and clerical support for the department. The Rancho Cucamonga Municipal Utility (RCMU) Section is dedicated to the operation and administration of the City's electrical distribution system. This section also provides budget support for the department. Fiscal Year 2o18/19 Adopted Budget Page 40 FY 2018/19 Budget Highlights • Implementation of Phase III of AB1383 Mandatory Organics Recycling Program. • Review of City's Sharps Disposal Program. • Completion of Trash Study for submission to Regional Water Quality Control Board. • Expansion of RCMU's Electric and Dark Fiber Systems • Residential Smart Meter Upgrades for RCMU Customers. • Trail Improvements at Pacific Electric Trail Crossings and Along Cucamonga and Deer Creek Channels. • Construction of Midblock Pedestrian Beacon at Base Line Road and Lion Street. • Arterial and Local Street Pavement Rehabilitation. • Street Widening on Hermosa Avenue between Foothill Boulevard and Church Street. • Sidewalk Improvements on 9th Street (North Side) West of Vineyard Avenue. • Traffic signal flashing yellow upgrades along Milliken Avenue. Building and Safety 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 2018/19 Budget Highlights • Aerial Imagery is being tested and will be utilized in the next year to evaluate and inspect tall buildings and difficult -to -access construction features. Utilizing a drone, electronic plans and editing software will provide safe and accurate inspections in the future. • Additional funds were allocated to the Department for contract services for outside consultants to provide assistance in plan check and inspections as the robust economy continues into the new fiscal year. • The Department continues to train new and existing staff on technical code requirements. This training is critical to effectively implement changing State code amendments including accessibility and energy requirements. Fiscal Year 2o18/19 Adopted Budget Page 41 Public Works Services The Public Works Services Department's mission is to provide efficient stewardship of the City's public works infrastructure. The Department has 4 sections: Facilities: Serving 14 facilities and 8 Fire District facilities (> 1 million sq. ft.); Parks and Landscape: Maintaining 30 parks, Adult Sports Park and baseball stadium, 125 street front miles of landscape, > 100,000 trees, paseos and trails; Street/Fleet/Storm Drain: Care for 532 roadway miles and 4,171 catch basins and 197 vehicles, 146 On and Off road equipment, graffiti removal, and 205 signal -controlled intersections/crossings (four under construction FY 17/18 with four additional signals anticipated in FY 18/19); and Administration/Project Management: Manage departmental support services, contracts, safety and risk management, budget, and capital maintenance projects. FY 2018/19 Budget Highlights • Minimum wage impacts continue to be the largest reason for budget increases in Public Works budget due to the heavy dependence on contract labor-intensive services such as janitorial, security guard, and landscape maintenance services. • Public Works will continue to focus on the goal to reduce overall City water consumption. Parks staff have been working steadily on identifying areas where water can be reduced or eliminated in low traffic turf areas. • As part of the water saving effort, $550,000 has been set aside in LMDs 2 ($110,000) and 4R ($440,000) specifically for turf removals along with converting existing planter sections with low water use landscape plants and materials. • Work will continue into FY 2018/19 to complete a city-wide tree inventory that will improve the tree trimming process and improve the efficiency of the tree crew. • With the traffic signal infrastructure aging and numbers of vehicles hitting this infrastructure increasing, there are several requests in the budget to replace equipment such as traffic signal cabinets, batteries, controllers, signal monitors, uninterrupted power supplies, battery back- up systems, and illuminated street name signs. • Plans are underway for the construction of an urgently needed second warehouse at the Public Works Services Center which will match the existing warehouse, but will be designed to support solar panels on the roof. • The roof system will be replaced at Lions West in addition to repairs being made at Lions East, the Animal Care and Adoption Center, and the Cultural Arts Center. • Other projects include: replace the moveable room divider wall in Celebration Hall at the Cultural Center; waterproof/repair all existing exterior joints at the Civic Center; refurbish the equestrian main arena; install a perimeter fence at Los Amigos Park; and design/install new LED ballfield lights at Garcia Park. Public Safety Services "Government's first duty and highest obligation is Public Safety." Arnold Schwarzeneggar Fiscal Year 2o18/19 Adopted Budget Page 42 Police Department The Police Department is committed to providing the best law enforcement services possible and to help keep the City of Rancho Cucamonga among the safest cities in the state. This will be accomplished by focusing on several strategies to detect and deter criminal activity, maintaining a close relationship with the community we serve, and using innovative technologies to investigate crimes. We continue to evaluate the current technologies we have in place and look to expand those systems for added crime -fighting capabilities. The Automated License Plate Reader (ALPR) System has become an integral tool to identify and locate stolen vehicles and other vehicles used during the commission of a crime. The continued expansion of this system will provide broader coverage and will make it even more successful. The successes of the Public Safety Video Network (PSVN) at solving crime and limiting civil liability will continue to be evaluated and the system expanded to locations with the greatest need. We remain committed to working with our local schools to provide safe learning environments. Having dedicated school resource officers allows for effective and consistent responses to law enforcement -related issues at those schools. The Department maintains one of the most robust active shooter training programs in the nation. Ongoing training is provided not only to the City's first responders, but also to surrounding allied agencies, business owners and students. Strategies to address quality of life issues such as homelessness are carefully evaluated to be effective and comprehensive. Homeless issues are addressed through outreach to connect the homeless with available resources in an effort to decrease crimes associated with the homeless population. Our involvement with the community includes several events held throughout the year, such as our annual open house, Coffee with a Cop, Ron Ives Bicycle Rodeo and National Night Out. Crime prevention efforts that involve community partnerships include Neighborhood Watch, Crime Free Multi -Housing and regular Citizen Advisory Committee meetings. FY 2018119 Budget Highlights Utilize existing Automated License Plate Reader (ALPR) and Public Safety Video Network (PSVN) systems to help solve crime. Evaluate current and future deployments to maximize effectiveness Expanded collaboration with both internal and external partners to address public safety issues, and maintaining our active involvement within the community Fiscal Year 2018/19 Adopted Budget Page 43 • Grant monies will provide added patrols to parks and local trails, sex registrant and probation compliance checks, warrant service operations and targeted enforcement of recent crime trends • For FY 2018/19 the Rancho Cucamonga Police Department will add a fifth (5) School Resource Officer. This will better assist the existing four School Resource Officers to focus their efforts on each of the high school campuses in town, allowing the additional officer to focus efforts on the middle and elementary schools. • Staff will work with the Taking Back Our Community Coalition and the League of California Cities to raise public awareness of why crime is increasing in our state; provide facts and impacts of AB 109, Prop 47, and Prop 57; and advocate for State legislative changes to improve law enforcement's ability to respond to crime. Fire Department The Fire District is a subsidiary district of the City and has its own statutory funding with the City Council serving as the Fire District Board of Directors. Our mission is to serve the community through planning, promoting and demonstrating a readiness to respond to, and reduce, threats to life and property through the delivery of emergency and non -emergency services and programs in an efficient and effective manner. Three pillars establish the foundation for the Fire District's traditional and innovative services: Community Risk Reduction, Emergency Response and Emergency Management. Leading our risk reduction efforts, the Prevention Bureau reduces risk and eliminates hazards through fire prevention, inspection, wildland fire threat reduction and public education/community outreach. Additionally, firefighters deliver an efficient and effective emergency response through structural and wildland fire suppression, emergency medical services, hazardous materials response and technical rescue. The Emergency Management program reduces vulnerability to hazards, increases community disaster resiliency and provides timely economic recovery utilizing comprehensive mitigation, preparedness and response programs. The 2017 California Wildfire Season was the most destructive on record, and as a result the Fire District responded to more than 70 fire incidents throughout the State. As of May 2018, the District invoiced CalOES/USFS $2,157,000 to recover our out-of-pocket costs for FY 2017/18. Rancho Cucamonga was one of a few California agencies who joined other law enforcement, emergency medicine, and fire service personnel to develop an industry standard with the National Fire Protection Association for community response to active shooter and hostile events. NFPA 3000: Active Shooter/Hostile Event Response (ASHER) Program established a framework for first responders and communities to prepare for, respond to and recover from such horrific incidents. Rancho Cucamonga's whole -community approach to training first responders and civilians was a model for the development of this standard. Our emergency response and incident mitigation capabilities maintain a cutting edge through innovative, passionate and fiscally responsible program management, which further enhances the quality of life for those served by the District. Last year, the District responded to 16,339 incidents. The Fire District's goal is to deliver these services in an effective, efficient and professional manner while maintaining financial stability. Fiscal Year 2018/19 Adopted Budget Page 44 FY 2018119 Budget Hi_ghli_ghts In collaboration with Team RC, the District will begin construction of the new West Side Public Safety Facility to include the relocation of San Bernardino Road Fire Station (172) along with a Rancho Cucamonga Police Department Sub - Station. This will provide a fully functioning community -based facility on the northwest corner of San Bernardino Road and Vineyard Avenue. With modern design and construction, the facility is intended to meet the joint public safety mission for a minimum of fifty (50) years. • The District will complete the Banyan Fire Station 175 water conservation landscaping along with hardscape repairs and improvements. This project aligns with our sustainability efforts to conserve natural resources. The District will replace an aging Type 1 fire engine due to ongoing maintenance issues and in accordance with our apparatus replacement program. The District will continue to expand workforce and community -wide training in how to react to an active shooter or mass injury incident. This comprehensive public safety and community resiliency program helps "harden the target" and makes our community more impenetrable by terrorist acts. • The District continues to fund proposed operations and capital projects, while holding both Community Facilities District (CFD) assessments at current rates. Additionally, for the sixth (6th) consecutive year, Fire Prevention Permit and Inspection Fees continue to be suspended. Animal 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. 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, rabies control, animal licensing, enforcement of animal regulations, co -exiting with wildlife and community education. 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. Fiscal Year 2018/19 Adopted Budget Page 45 FY 2018119 Budget Mghli_ghts The Animal Center's budget continues to provide funding for high quality care to 5,000 homeless pets received each year. The animal care and veterinary budget is supplemented by the Animal Care Foundation's fundraising efforts to provide specialized surgeries, such as orthopedics, to help pets recover from injuries and be adopted into new homes. The Veterinary Services Division has budgeted to purchase dental equipment to provide in-house dentistry for senior dogs and cats. This will help increase the number of pets adopted and reduce the cost the Animal Center currently incurs when animals requiring dental care are sent to specialty hospitals. • The Animal Center's budget also includes funding for new iPad kiosks for the front lobby. The kiosks will let Animal Center guest check in for adoptions or general services and will give residents an additional tool to license their pet without having to wait in long lines. City Management/Community Improvement 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 500+ 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. The City Manager's Office supports a number of interdepartmental initiatives including Communications & Marketing, Community Improvement, Healthy RC, Legislative Affairs, and Performance Management through data based decision making. The Community Improvement Division also reports to the City Manager. FY 2018119 Budget Wghli_ghts • Begin implementing the Strategic Communications Plan, including small shifts in the City's traditional branding. • Continue Community Improvement's efforts to proactively respond to nuisance properties and vacant structures. • Host quarterly mental health symposiums and the City's second Healthy RC Youth Forum by increasing the division's sponsorship partnerships. Fiscal Year 2oi8/ig Adopted Budget Page 46 • Begin Solar RC 2.0, continuing to reduce the City's energy costs and reliance on traditional energy sources. • Develop and share metrics that highlight the implementation of facets of the Sustainable Community Action Plan. Through the Community Schools Model pilot program at Los Amigos Elementary School, work with community partners to make stronger families and healthier communities by supporting students and families with non- academic barriers like violence, hunger and homelessness. Administrative Services "Our belief is that if you get the culture right, most of the other stuff like great customer service or building a great long-term brand or empowering passionate employees and customers, will happen on its own." Tony Hsieh, Zappos Finance/Special Districts The Finance Department is comprised of five divisions, including Accounting and Financial Reporting, Budget Management, Business Licensing, Special Districts, and Treasury Management. For 30 consecutive years, the Department has received the Government Finle Officers Association's (GFOA) Certificate of Achievement for Excellenc69 Financial Reporting. This award recognizes excellence in financial reporting by state and local governments and is the highest form of 4enw en�reco nition in overnmental accountin and financial re ortin For�"9 9 g p 9 Rudthe last five years, the Department has received the GFOA's "Ro� Cit—mbr Distinguished Budget Presentation Award, which is the highest form of recognition in governmental budgeting. FY 2018119 Finance Budget Mghli_ghts In conjunction with the Department of Innovation & Technology (DoIT), facilitate the implementation of two new modules for the City's financial system: COGNOS Reporting and Contract Management. • Implementation of electronic routing of accounts payable invoices for approval. Human Resources/Risk Management The Human Resources Department oversees the City's human resources and risk management functions. The mission of the Human Resources Department is to recruit, develop, and retain a diverse, engaged, well -qualified and professional workforce that reflects the world -class standards of the community we serve, provide a safe and healthy working environment, and to lead City Departments in positive employee relations, talent acquisition, succession planning, and employee engagement. Fiscal Year 2oi8/19 Adopted Budget Page 47 FY 2018119 Human Resources Budqet Highlights • The Department will fully integrate all aspects of the New NEOGOV system to improve applicant tracking, onboarding of new employees, performance management and integrate the learning management system to better track safety training and improve the continuous learning environment the City works to maintain in order to provide world class service to the community. • The Department will continue to utilize technology and cross -departmental partnerships to improve the City's recruitment process and decrease it's time to hire statistics. • The Department will embark on a comprehensive update to the Illness and Injury Prevention Program (IIPP) that continues to put employee safety as our number one priority. • The Department is initiating a performance management system that will improve the City's current employee performance and goal setting system to make the process more forward - thinking, effective, and meaningful for employees and the organization. • The Department will continue to foster and facilitate employee development, organizational development, and succession planning through innovative and cooperative programs. In addition, HR is working on incorporating Learning Management System to assist in this area. • HR will continue to work with DoIT and Finance to refine and enhance the employee self- service tool in the existing HRIS system to allow employees better access to benefit and pay information. Department of Innovation and Technology The Department of Innovation and Technology manages the core technology platforms for the City of Rancho Cucamonga 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: 1) Data network design, operation and security; 2) Enterprise application management, including cloud and server based systems; 3) Voice -over -Internet -Protocol (VoIP) telephone system administration, management and service; 4) Procurement and management of electronic devices including desktop, mobile, and shared platforms; 5) Data science & visualization including Business Intelligence, mobile dashboard, and Geographic Information Systems platforms, including the Rancho Enterprise Geographic Information Systems (REGIS) team that develops regional GIS capabilities through business partnerships with other public agencies; and 6) Oversight of end -user cyber security. FY 2018119 DoIT Budqet Hi_ghli_ghts • Implementation of updated data backup services, enabling automated cloud storage and disaster recovery • Initiating a project to update the City's existing data center infrastructure • Completion of the Fire Training Center Backup Data Center facility in preparation for the data center infrastructure update • Updating the City's financial and human resources software platform to web -based HTML5 architecture • Continued pursuit of innovative strategies including the use of drones for site surveys and public safety missions, the use of mobile workforce platforms to improve efficiency, reduce response times, and accurately track performance data. Fiscal Year 2018/19 Adopted Budget Page 48 Procurement The Procurement Division is responsible for soliciting Requests for Quotes, Bids and Proposals for its internal customer base. Additionally, the processing of City Hall and off -site location mail is conducted in the Procurement Division. Under Municipal Code, the Procurement 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 2018119 Procurement Budget Hi_ghli_0 • Implementation of the revised Signing Authority thresholds, providing multi levels of staff approved signature authority. • Execution of the new bidding thresholds and procedures, allowing flexibility for departments on smaller scale procurements and professional services. Implementation of the online Procurement Requisition process, streamlining the process, providing electronic work flow approval and moving Team RC closer to a paperless work environment. Community and Cultural Services "You don't have to burn books to destroy a culture. Just get people to stop reading them." Ray Bradbury City Clerk 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 the citizens of Rancho Cucamonga 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 including records storage and destruction. The City Clerk's Office administers the coordination of City elections, including the filing of Candidate Disclosure Statements and Statements of Economic Interests, as required by law. FY 2018/19 Budget Highlights • Administer first "By District" election for the City of Rancho Cucamonga in November 2018 for two seats on the City Council (Districts 2 and 3), including candidate orientations/processing, State/Local Campaign Disclosure responsibilities, and City Council reorganization • Continue to implement electronic improvements to City Council and Board/Committee/Commission agenda compilation/publishing and related document management including training for Citywide staff on the new software and agenda process • Increase customer/citizen research methodologies by providing access to public records within the City's document imaging system via Weblink made available on the City's webpage Fiscal Year 2ol8/19 Adopted Budget Page 49 Implement and coordinate with departments, the City's new Records Management Manual involving records storage, retrieval, retention, and destruction; provide training on records management, including electronic documents and scanning of documents, while ensuring compliance with city, state and federal regulations 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. Programs and services offered at the Archibald Library and Paul A. Biane Library include: • Programs and information services for all ages, including weekly and special event programs, performing and cultural arts programs, Homework Center and Reading Enrichment Center. • Adult and family literacy services. • Public -access computers and free computer classes. • Enhanced interactive activities highlighting Science, Technology, Engineering and Mathematics (STEM), art and early learning development. The Library also offers outreach services, featuring bookmobile service to children and delivery service to homebound residence. A full -service Virtual Library provides 24/7 access to eBooks, research databases, online homework tutoring, downloadable music, language learning software and local history information. Sensory storytimes offer programs targeted specifically to special needs patrons and their families. The popular passport acceptance agency continues to meet a fast-growing demand for passport services in the community. FY 2018119 Budget Highlights • Refurbish bookmobile interior and new external wrap. • Further development of the Second Story interactive SECOND STORY Discovery Space and expand programming. wr= • Eliminate overdue fines and materials lending fees. • New eBook collection with reduced wait times • Mobile app for library catalog. • Increase materials collections, in both print and online formats, with new and updated titles at both Libraries. Community Services The Community Services Department 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 Fiscal Year 2018/19 Adopted Budget Page 50 Arts/Playhouse Operations, Seniors and Human and oversees park development activities including the planning, design, and renovation of parks and facilities. FY 2018/19 Budget Highlights Updated Communication System at the Lewis Family Playhouse - The Lewis Family Playhouse relies extensively on the use of wireless "Clear-Com" for means of communicating during a performance. With today's ever increasing technological advances the Cultural Center's need for reliable, effective, and long-term wireless communications is even more important today than it was at the buildings inception. The wireless units allow for them to move safely around the stage as needed and remain in constant contact, ensuring efficient operations and maintaining critical safety protocols. The installation of this system is designed to integrate directly into the installed hard -wired Clear-Com system that is still as dependable as it was when it was installed. Cultural Center Courtyard Redesign - After a series of meetings with Victoria Gardens Mall, City Staff and design consultants over the past several months have planned for a newly designed Courtyard are soon to be underway. The concepts aim to create a more inviting and usable space with shade and seating, a permanent stage for outdoor performances, an expanded Cultural Center Cafe, and a more visible Box Office windows are all part of the desired elements for the redesign. Exterior painting is also part of the project which will put a fresh new, contemporary look to the facility and complement the redesigned Courtyard. Additionally, plans to provide a covered work area behind the theatre are also being explored in the project. Central Park Master Plan Environmental Study — To accompany the recently approved Central Master Plan ReVision the City will be moving forward by conducting an Environmental Review on the remaining undeveloped 70 acres of the park. Having an approved environmental study for the entire 70 acres will help to expedite any future funded projects by making it possible to perform smaller, more specialized, and less time consuming environmental studies for each of the individual 3 to 10-acre projects within the Master Plan as they become possible. RC Sports Center— Construction of the new RC Sports Center is scheduled to be completed in summer 2018. The new RC Sports Center was strategically built as part of the Epicenter Sports Complex in Parking Lot G across the street from LoanMart Stadium on Rochester Avenue. The RC Sports Center will feature three indoor high school regulation size basketball courts which easily convert to volleyball courts; concession area with cafe seating; multi- purpose room used for team meetings and award ceremonies; staff area; and three outdoor covered basketball courts. The entire facility footprint is approximately 55,000 square feet. Programming at the Sports Center will include youth and adult basketball, youth volleyball, pee wee basketball, party packages, court rentals and drop -in play. • Senior Transportation — In the Spring of 2018, in conjunction with the YMCA, the Silver Fox Senior Transportation Program expanded, adding a third bus. This additional bus will allow for increase of the capacity of the program ridership and will also allow enough flexibility to add doctor's visits to the route. The additional bus will be 100% subsidized by the San Bernardino County Transportation Authority through Measure I funds received by the YMCA. Fiscal Year 2ol8/1g Adopted Budget Page 51 Awards Received "Nothing great was ever achieved without enthusiasm." Ralph Waldo Emerson Excellence is not an accident. Something great may happen once or twice on accident, however, excellence is a state or the quality of superiority, which people appreciate because in part they recognize the amount of work that went into achieving that state or quality. Aristotle once said that excellence is a habit and we then become what we repeatedly do. Passion plus discipline leads to excellent results. The budget for the City of Rancho Cucamonga is an example of an entire team working together under a common set of goals to produce a document which helps quantify the value of fiscal prudence and excellent public service that are two key values in the community. Accordingly, we like to recognize in this document some of the other awards the City team has received in the last year for their excellent work: • California Association of Public Information Officials Excellence in Communication Award of Merit for Most Effective Social/New Media Campaign • Community Partner Award from National Core Hope through Housing • Innovations in American Government Bright Idea award by Harvard Ash Center for Democratic Governance and Innovation • Southern California Association of Governments 2018 Sustainability Award for Sustainable Community Action Plan • American Planning Association Inland Empire Section Award for Sustainable Community Action Plan • Marketing from LERN • 2017 — Project of the Year award in the category of Recreation and Athletic Facilities from APWA for Los Amigos Park • 2017 — Award of Excellence for Los Amigos Park in the category of Park Planning and Development from CPRS • 2017 — Helen Putnam Award for Excellence for Los Amigos Park in the category of Enhancing Public Trust, Ethics and Community Involvement from the League of California Cities • 2017 — Digital Cities Survey Award, ranked 8t" among cities of same size • 2017 — Municipal Information Systems Association of California (MISAC) Innovation Award • 2017 — MISAC Quality Visual Information Achievement Award • 2017 — California Graphic Information Association (CGIA) Exemplary Systems Award • 2017 — Inland Empire Economic Partnerships Turning Red Tape into Red Carpet "Smart City" Award • 2017 — The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to the City of Rancho Cucamonga for its comprehensive annual financial report (CAFR) for the fiscal year • 2017 — The Government Finance Officers Association (GFOA) awarded a Distinguished Budget Presentation Award to the City of Rancho Cucamonga for its annual budget document for the fiscal year Fiscal Year 2018/19 Adopted Budget Page 52 2017 — Most Innovative Organization Award — Southern California Public Management Association for Human Resources (SCPMA-HR) • 2017 — Named by Wallethub one of the Safest Cities in America • 2017 — The Achievement of Excellence in Procurement, awarded by the National Procurement Institute Thank you to everyone who worked on these awards. John Wooden once said "Don't try to be better than anybody else, just be as good as you can be." Your excellence is contagious. Fiscal Summary The FY 2018/19 Budget is a product of past and continuing fiscal discipline enhanced by a recovering economy. The following is a summation of all FY 2018/19 City Budgets: City General Fund $ 83,944,400 Library Services $ 5,126,230 Fire Protection District $ 35,819,290 Special Funds including CIP $105,060,450 Summary "If you want to change the world, get over being a sugar cookie and keep moving forward." Admiral William H. McRaven, 2014 University of Texas Commencement Address. Rancho Cucamonga grew out of three (3) separate communities, Alta Loma, Etiwanda, and Cucamonga. Together, in the late 1970's, those communities incorporated as one because they wanted to control their own destiny and not be annexed by surrounding agencies or subject to the whim of unabated County planning decisions. Although not supported by all, the incorporation was approved by a majority and so was born "A World Class Community" built around a long- term plan and vision. Over 4 decades, the City evolved its plan but held fast to its core values and fundamental precepts. With long-term City Council stability, and only three (3) City Managers since incorporation, the foundations on which the organization was built have proven unshakeable to the economic storms of the day. Several years ago the political system was challenged by a lawsuit related to City Council Districts, but unlike most communities, the City responded as one. Districts were drawn which largely resembled the historical communities of interest (Alta Loma, Etiwanda, Cucamonga and the vineyard area of Terra Vista/Victoria) and placed on the ballot for voter review. With no organized opposition, the commUNITY responded with one voice and overwhelmingly approved the change. Five (5) City Council Districts were created, but one City Council is still committed to making decisions in the best interest of all. This year begins the first transition to districts and a test of our commitment to the values we have held to for 40+ years. Through the tech boom and bust, the real-estate downturns and the Great Recession, Rancho Cucamonga has weathered it all, never getting too high on the good years or too low in the bad years. Even when challenged with the loss of Redevelopment, a $100,000,000 million a year operation that helped build major portions of the City, we overcame the adversity and unfairness of it all, minimized layoffs and have moved the City forward into the 21st century. Today we have a groundbreaking wireless ordinance, a cutting edge public -private partnership for citywide high speed broadband, a successful and growing electric utility, substantial investments in solar power, Fiscal Year 2o18/19 Adopted Budget Page 53 and a green fleet. We are partnering with our school districts in community -schools partnerships, pushing to improve awareness and strategies on mental health for our teens, supporting our vulnerable seniors and special needs populations, and we have one of the finest outdoor shopping malls in the entire United States. "/ can accept failure, everyone fails at something. But I can't accept not trying." Michael Jordan The focus still remains, however, as it did in those early days after incorporation. Control our destiny. Don't be subject to the whims of others. Build a World -Class Community. City with a Plan. We are one commUNITY. We are one Rancho Cucamonga. Where it doesn't just happen. In addition to the City Council Goals, the key guiding principles for staff in developing and providing services, programs, goals, objectives, and a budget document that corresponds to all of those elements, are the Vision Statement, Mission Statement, and Values for all City employees. Collectively, the City employees are referred to as Team RC which reflects the value and emphasis the City places on teamwork as the desired mode for delivery of services. Team RC has adopted a Vision and Mission Statement, as well as Values, all of which have been approved by the City Council. The Vision Statement, Mission Statement, and Values are: Vision Statement Team RC exceeds expectations of those we serve with pride in the delivery of quality services and programs in an environment of employee excellence and innovation, empowered by inspired leadership, opportunity and a collaborative spirit. Mission Statement Team RC delivers superior service to all who live, work and play in our community. 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. Fiscal Year 2o18/19 Adopted Budget Page 54 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. Fiscal Year 2018/19 Adopted Budget Page 55 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 56 Attachment A RANCHO CUCAMONGA 2018 CITY COUNCIL GOALS These 2018 goals were developed and updated at the January 2018 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 2020, work with the Taking Back Our Community Coalition and the League of California Cities to raise public awareness of why crime is increasing in our state; provide facts and impacts of AB 109, Prop 47, and Prop 57; and advocate for State legislative changes to improve law enforcement's ability to respond to crime. City Manager's Office PS-2 By June 2018, 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 (prior year Council Goal) PS-3 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 (prior year Council Goal) PS-4 By July 2018, award a contract for the construction of the re -build of the San Bernardino Road Station (172), which will include a Police Department substation, at the new location at the northwest corner of Vineyard and San Bernardino Road. Fire (prior year Council Goal) PARKS AND RECREATION DEVELOPMENT Proceed with planning and development of major parks and recreational projects. PR-1 By 2019, complete the survey and environmental review, develop a site plan and establish a cost of development for the Central Park Trailhead as envisioned in the Central Park Master Plan. Community Services PR-2 By 2019, complete the survey and environmental review for the Central Park Master Plan. Community Services PR-3 By June 2018, 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, Library, City Manager's Office, and Planning (prior year Council Goal) PR-4 By July 2018, complete the survey and environmental review, develop a site plan, and establish a rough cost of development for Etiwanda Creek Park. Community Services (prior year Council Goal) PR-5 By June 2018, complete the construction and begin occupancy of the new community RC Sports Center; increase the City's disaster resiliency with the RCSC serving as the primary evacuation center during a catastrophic event. Community Services (prior year Council Goal) PR-6 By June 2018, conduct the public input process for a new Central Park Master Plan. Community Services (prior year Council Goal) Fiscal Year 2018/19 Adopted Budget Page 57 ENHANCING PREMIER COMMUNITY STATUS As the community matures, undertake programs and projects to enhance Rancho Cucamonga's position as the premier community in our region. EP-1 By 2020, transform the second floor of the Biane Library into an interactive discovery space [Second Story]. When the Library Foundation's $1.5M capital campaign hits the $750,000 fundraising trigger point, Library staff will consult an exhibit design company to begin the design phase. Library Services EP-2 By 2018, conduct a study on Planning, Building and Safety Fees to ensure that fees are covering costs and where needed, make adjustments accordingly, including reductions or increases, as appropriate. Administrative Services EP-3 By fall 2018, 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-4 By June 2018, 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) MID AND LONG-RANGE PLANNING Begin efforts to develop mid -range and long-term goals and vision for the City. ML-1 By June 2019, advocate for changes in SBCOG's function and operation including updating fee structure and to increase COG services for the West Valley. Engineering ML-2 By June 2019, enhance the efficiency and effectiveness of the City's weekly cash disbursement (A/P) cycle by implementing scanning and electronic routing of invoices for approval and payment within the City's financial system. Replace paper filing system with digital filing system. Finance and DoIT ML-3 By January 2018, develop and present to City Council a long term financial plan for the fiscal sustainability of the City's special districts (LMD's, SLD's, CFD's). Administrative Services (prior year Council Goal) ML-4 By December 2018, 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-5 By 2018, 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-6 By 2018, 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) ML-7 By June 2019, 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-8 By June 2018, building upon existing performance metrics, develop additional tools, such as business intelligence dashboards and interactive reporting, to visualize and interpret Citywide data in order to enhance understanding and decision making across applicable service categories. Department of Innovation & Technology (prior year Council Goal) ML-9 By December 2020, develop and implement a plan to significantly reduce the City's total water consumption using the 2013/14 consumption rates as the baseline. Public Works Services (prior year Council Goal) Fiscal Year 2o18/19 Adopted Budget Page 58 OTHER OBJECTIVES: Begin multi -year process of revising and/or implementing major City documents and systems, including: 00-1 None at the present time. Fiscal Year 2018/19 Adopted Budget Page 59 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 6o GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Rancho Cucamonga California For the Fiscal Year Beginning July 1, 2017 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, 2017. 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. Fiscal Year 2018/19 Adopted Budget Page 61 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 62 RANCHO CUCAMONGA CALIFORNIA GENERAL INFORMATION Fiscal Year 2o18/19 Adopted Budget Page 63 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/19 Adopted Budget Page 64 CITY OF RANCHO CUCAMONGA.) CALIFORNIA Fiscal Year 2018/19 Adopted Budget Name L. Dennis Michael Lynne Kennedy William J. Alexander Sam Spagnolo Diane Williams City Officials City Council Mayor Mayor Pro-Tem Council Member Council Member Council Member Administration and Department Heads City Manager Deputy City Manager/Civic and Cultural Services Deputy City Manager/Administrative Services Deputy City Manager/Economic and Community Development City Attorney Treasurer City Clerk Animal Services Director City Clerk Services Director Community Services Director Engineering Services Director/City Engineer Finance Director Fire Chief Human Resources Director Innovation and Technology Director Library Director Police Chief Public Works Services Director Term Expires 2018 2020 2018 2020 2018 John R. Gillison Elisa C. Cox Lori Sassoon Matt Burris James L. Markman James Frost Janice C. Reynolds Veronica Fincher Linda Troyan Jennifer Hunt-Gracia Jason Welday Tamara L. Layne Ivan Rojer Robert Neiuber Darryl Polk Julie Sowles Donny Mahoney Bill Wittkopf Fiscal Year 2018/19 Adopted Budget Page 65 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 66 City Clerk Administrative Services Admin/Procurement Finance Human Resources Innovation and TechnoloLv Building and CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Organization Chart t—itizens of Rancho Cucamonga City Council City Attornev City Manager City Treasurer Civic and Police Economic and Cultural Services I H Department I Community Fire Community District Services Animal Care Library and Services Services Community Records Improvement danaLyement Engineering I I I I Public Works Services Planning Services Fiscal Year 2018/19 Adopted Budget Page 67 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/19 Adopted Budget Page 68 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 (Is CITY OF RANCHO CUCAMONGA, CALIFORNIA Functional Units by Fund Type Fiscal Year 2018/19 Adopted Budget $11,034,340 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 SB1186 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 V6r 2 1%� Adopted Bud et $229,950,370 $116,182,030 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 1B - 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 SB 1 - TCEP $400 AD 84-1 Day Creek/Mello CFD 2001-01 Sports Complex REGIS Connect Municipal Utility Utility Public Benefit RCMU Capital Replacement Fund Fiber Optic Network Equipment Nehicle Replacement Computer Equip/Tech Replacement Fiscal Year 2o18/19 Adopted Budget Page 69 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/19 Adopted Budget Page 70 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Snapshot of the City of Rancho Cucamonga General Information: The City of Rancho Cucamonga currently has an estimated population of 176,671 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): 2007-173,916 2008-175,627 2009-177,051 2010-178,904 2011-169,498 2012-171,058 2013-172,299 2014-174,064 2015-175,251 2016-177,324 2017-177,589 2018-176,671 Number of Registered Voters (San Bernardino County Registrar of Voters): 85,833 Capital Asset Statistics (per June 30, 2017 CAFR): Police: Fire: Stations: 1 Patrol units: 65 Public Works: Streets (miles): 532 Streetlights: 16,792 Traffic signals: 226 Fire Stations: 7 Parks and Recreation: Parks: 32 Acreage: 346 Community centers: 6 Fiscal Year 2o18/19 Adopted Budget Page 71 CITY OF RANCHO CUCAMONGA, CALIFORNIA Population by Age 2010 (Census), 2018 (est), and 2023 (est) ation by Age 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 177,704 0-4 5.9% 5-9 6.1% 10 - 14 6.5% 15 - 24 13.5% 25 - 34 16.4% 35 - 44 14.1% 45 - 54 13.7% 55 - 64 12.5% 65 - 74 7.4% 75 - 84 2.8% 85 + 1.1% Total 185,777 0-4 6.0% 5-9 6.0% 10 - 14 6.2% 15 - 24 11.8% 25 - 34 16.3% 35 - 44 15.9% 45 - 54 12.5% 55 - 64 11.9% 65 - 74 8.7% 75 - 84 3.7% 85 + 1.1% Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2018 and 2023. Esri converted Census 2000 data into 2010 geography.) Fiscal Year 2018/19 Adopted Budget Page 72 CITY OF RANCHO CUCAMONGA, CALIFORNIA Educational Attainment Current Year ---------------------------------------- Total 120,720 Less than 9th Grade 3.4% 9th - 12th Grade, No Diploma 5.3% High School Graduate 17.0% GED/Alternative Credential 2.8% Some College, No Degree 26.6% Associate Degree 10.3% Bachelor's Degree 21.5% Graduate/Professional Degree 13.0% Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2018. Esri converted Census 2000 data into 2010 geography.) Fiscal Year 2018/19 Adopted Budget Page 73 CITY OF RANCHO CUCAMONGA, CALIFORNIA Principal Employers Current Year and Nine Years Ago* 2017 Number of Employer Employees' Rank Inland Empire Health Plan (IEHP) 2,200 1 Chaffey Community College 2,064 2 Etiwanda School District 1,706 3 Amphastar Pharmaceutical 1,217 4 Alta Loma School District 941 5 City of Rancho Cucamonga 882 6 Southern California Edison 800 7 Big Lots Distribution Center 600 8 Mercury Insurance Company 600 9 Central School District 554 10 West Coast Liquidators n/a n/a Frito-Lay, Inc. n/a n/a CMC Steel Fabricators n/a n/a 2008 Percent of Percent of Total Number of Total Employment Employees' Rank Employment 2.46% n/a n/a n/a 2.31% 1,763 1 2.27% 1.91% 1,198 2 1.54% 1.36% 880 5 1.13% 1.05% 942 4 1.21% 0.99% 954 3 1.23% 0.89% 800 6 1.03% 0.67% n/a n/a n/a 0.67% 606 7 0.78% 0.62% n/a n/a n/a n/a 565 8 0.73% n/a 561 9 0.72% n/a 517 10 0.67% Note: "Total Employment" as used above represents the total employment of all employers located within city limits. ' Includes full-time and part-time employees. *Only the top ten employers for each year presented have data displayed. If a company did not rank in the top ten employers for both years presented, then one of the two years will state "n/a". Source: June 30, 2017 Comprehensive Annual Financial Report Fiscal Year 2o18/19 Adopted Budget Page 74 CITY OF RANCHO CUCAMONGA, CALIFORNIA 2017 Business Name Anker Apple Bass Pro Shops Outdoor World Best Buy Chevron Circle K Costco Home Depot ICL Performance Products JC Penney Jeromes Living Spaces Furniture Lowes Macys Meadowbrook Meat Company Monoprice Parallon Supplies Chain Solutions Ralphs Ross Sears Target USA Gasoline Vector Resources W almart Walters Wholesale Electric Principal Sales Tax Remitters Current Year and Nine Years Ago Business Cateeory Electronics/Appliance Stores Electronics/Appliance Stores Sporting Goods/Bike Stores Electronics/Appliance Stores Service Stations Service Stations Discount Department Stores Building Materials Drug/Chemicals Department Stores Home Furnishings Home Furnishings Building Materials Department Stores Food Service Equip./Supplies Fulfillment Centers Medical Biotech Grocery Stores Liquor Family Apparel Department Stores Discount Department Stores Service Stations Electrical Equipment Discount Department Stores Plumbing/Electrical Supplies * Firms listed alphabetically Source: June 30, 2017 Comprehensive Annual Financial Report 2008 Business Name Business Cateeory Ameron International Contractors Apple Electronics/Appliance Stores Arco AM PM Mini Mart Service Stations Bass Pro Shops Sporting Goods/Bike Stores Best Buy Electronics/Appliance Stores Chevron Service Stations Circuit City Electronics/Appliance Stores Costco Discount Department Stores Dan Reshaw Mobil Service Stations Day Creek Arco Service Stations Home Depot Building Materials JC Penney Department Stores Kayo Oil Service Stations Living Spaces Furniture Home Furnishings Lowes Building Materials Macys Department Stores Novartis Animal Health Medical/Biotech Sears Department Stores Shell/Texaco Service Stations Southwire Energy/Utilities Tamco Heavy Industrial Target Discount Department Stores Walmart Discount Department Stores Walters Wholesale Electric Plumbing/Electrical Supplies West End Material Supply Building Materials Fiscal Year 2o18/19 Adopted Budget Page 75 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 76 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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., Public Works Services) is an organizational unit with divisions (e.g., City Facilities Maintenance). "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 Budget 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 2018/19 Adopted Budget Page 77 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 and 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 2018/19 Adopted Budget Page 78 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19: Special Revenue Funds: Park Improvement Animal Center Impact Fee SB 140 Capital Projects Funds: ADs 82-1, 86-2 Library Impact Fee Police Impact Fee Various Grant Funds CFDs 2000-01, 2003-01, 2004-01, 2006-01, 2006-02 The following Flow Chart describes the City's annual budget process. Fiscal Year 2o18/19 Adopted Budget Page 79 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 1 CITY MANAGER Submit Proposed Budget to City Council Budget Process FLOW CHART February DEPARTMENTS Early January 10 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 2018/19 Adopted Budget Page 8o RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Fiscal Year 2o18/19 Adopted Budget Page 81 CITY OF RANCHO CUCAMONGA, CALIFORNIA FINANCIAL SUMMARY - OPERATING BUDGET Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Description Actual Budget Budget Revenues By Category: Taxes $ 99,900,244 $103,597,090 $107,485,540 Licenses & Permits 4,001,819 4,210,180 4,314,650 Fines & Forfeitures 1,052,114 931,710 1,157,510 Use of Money & Property 981,529 965,060 1,133,950 Charges for Services 2,780,365 3,391,150 3,278,620 Intergovernmental 181,368 190,950 198,610 Other 4,108,802 4,681,230 4,445,790 Transfer In 2,556,030 2,736,120 2,855,720 Total Revenues $115,562,271 $120,703,490 $124,870,390 Expenditures By Department: Governance: City Council $ 106,651 $ 123,930 $ 126,720 City Clerk 1,862 1,910 1,970 City Treasurer 12,620 12,230 12,390 City Management 2,083,404 2,500,600 2,547,030 Total Governance $ 2,204,537 $ 2,638,670 $ 2,688,110 Public Safety: Fire District $ 26,801,776 $ 35,014,090 $ 35,819,290 Police 35,433,522 37,363,370 39,974,900 Animal Care Services 3,007,618 3,236,220 3,350,790 Total Public Safety $ 65,242,916 $ 75,613,680 $ 79,144,980 Civic and Cultural Services: Records Management $ 496,413 $ 512,000 $ 580,390 Community Services 4,571,035 5,223,800 5,232,070 Library Services 4,236,453 5,163,710 5,126,230 Total Civic and Cultural Services $ 9,303,901 $ 10,899,510 $ 10,938,690 Administrative Services: Administration/General Government $ 5,498,822 $ 7,436,020 $ 7,353,060 Finance 1,631,928 1,883,970 1,833,250 Human Resources 686,616 1,009,580 982,330 Innovation and Technology 3,152,659 3,723,860 3,841,150 Total Administrative Services $ 10,970,025 $ 14,053,430 $ 14,009,790 Economic and Community Development: Administration $ 480,976 $ 810,680 $ 792,280 Building and Safety Services 1,686,407 1,848,380 1,892,240 Engineering Services 1,892,152 2,421,460 2,509,100 Planning 1,682,568 1,829,760 1,656,030 Public Works Services 8,986,500 10,819,800 11,258,700 Total Economic and Community Development $ 14,728,603 $ 17,730,080 $ 18,108,350 Total Expenditures $102,449,982 $120,935,370 $124,889,920 Excess of Revenues Over (Under) Expenditures $ 13,112,289 $ (231,880) $ (19,530) See Notes to Financial Summary Fiscal Year 2018/19 Adopted Budget Page 82 CITY OF RANCHO CUCAMONGA, CALIFORNIA FINANCIAL SUMMARY - ALL FUNDS Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget Revenues By Category: Taxes $ 121,737,653 $ 126,631,900 $ 131,861,200 Licenses & Permits 4,247,792 4,469,240 4,573,710 Fines & Forfeitures 1,403,106 1,289,220 1,419,250 Use of Money & Property 4,761,448 5,628,210 7,253,240 Charges for Services 17,832,630 19,938,490 21,500,220 Intergovernmental 17,511,890 15,817,610 24,103,790 Development Fees 7,455,722 3,632,000 4,839,430 Other 11,493,047 22,959,250 8,392,860 Transfer In 7,071,337 7,438,890 7,773,100 Total Revenues $ 193,514,625 $ 207,804,810 $ 211,716,800 Expenditures By Department: Governance: City Council $ 106,651 $ 123,930 $ 126,720 City Clerk 1,862 1,910 1,970 City Treasurer 12,620 12,230 12,390 City Management 2,171,012 2,510,330 2,556,760 Total Governance $ 2,292,145 $ 2,648,400 $ 2,697,840 Public Safety: Police $ 39,631,318 $ 38,862,340 $ 44,782,690 Fire District 36,768,902 50,737,950 $ 50,163,500 Animal Care Services 3,007,618 3,236,220 3,350,790 Total Public Safety $ 79,407,838 $ 92,836,510 $ 98,296,980 Civic and Cultural Services: Records Management $ 496,413 $ 512,000 $ 580,390 Community Services 10,029,848 11,899,540 11,314,570 Library Services 5,128,681 5,393,080 5,153,970 Total Civic and Cultural Services $ 15,654,942 $ 17,804,620 $ 17,048,930 Administrative Services: Administration/General Government $ 12,425,127 $ 30,042,870 $ 14,811,110 Finance 5,286,505 20,158,070 5,387,030 Human Resources 686,616 1,009,580 982,330 Innovation and Technology 4,070,960 4,828,100 5,043,080 Total Administrative Services $ 22,469,208 $ 56,038,620 $ 26,223,550 Economic and Community Development: Administration $ 740,616 $ 1,057,200 $ 1,437,260 Building and Safety Services 1,693,257 1,892,740 1,932,690 Engineering Services 29,299,528 39,785,800 46,112,370 Planning 2,763,244 8,249,940 7,808,790 Public Works Services 23,766,016 27,097,640 28,391,960 Total Economic and Community Development $ 58,262,661 $ 78,083,320 $ 85,683,070 Total Expenditures $ 178,086,794 $ 247,411,470 $ 229,950,370 Excess of Revenues Over (Under) Expenditures $ 15,427,831 $ (39,606,660) $ (18,233,570) See Notes to Financial Summary Fiscal Year 2018/19 Adopted Budget Page 83 CITY OF RANCHO CUCAMONGA, CALIFORNIA NOTES TO FINANCIAL SUMMARY Fiscal Year 2018/19 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, and 283), and the Library Fund (Fund 290). Financial Summary — OperatinE Budget: 2016/17 Actual: Overall, revenues for the Operating Budget were slightly higher than anticipated and expenditures were less than anticipated. The primary cause of operating expenditures overall being less than anticipated was the prior period adjustment that was reflected as a reduction to expenditures for contributions made by the City General Fund ($1,774,000) and Fire District ($3,824,000) to the PARS Post -Employment Benefits Trust Programs in the prior year. Instead of being treated as an expenditure in the prior year, the contributions are now reflected as a restricted asset in the City's and Fire District's general ledgers. 2017/18 Adopted and 2018/19 Adopted: The City's goal is to adopt a balanced Operating Budget with the exception of the planned use of reserves. For FY 2017/18, the Library Fund included the planned use of reserves in the amount of $231,880 to fund the replacement of the Library's popular Bookmobile. All other Operating Budget funds were balanced for FY 2017/18. For FY 2018/19, the General Fund budget includes the planned use of reserves in the amount of $25,000 to fund dental/x-ray equipment for the Animal Center, and the Library Fund's budget includes the use of $24,580 in reserves to offset the cost of the opening day collection for the new cloudLibrary virtual book collection. The use of reserves by the General Fund and the Library Fund for FY 2018/19 is partially offset by an anticipated contribution to reserves in the amount of $30,050 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 are balanced for FY 2018/19. Financial Summary — All Funds: 2016/17 Actual: Revenues decreased overall by $12,852,660, with $3,709,808 of this decrease resulting from the prior year's one-time distribution from PASIS and $4,174,766 of the decrease resulting from a non- recurring transfer in from the RDASA to the Housing Successor Agency. Additionally, intergovernmental revenues decreased $6,736,353 due to prior year reimbursements from various governmental agencies for their share of operating and capital projects for general infrastructure improvements throughout the City. Use of money and property decreased $1,716,872 primarily due to the year end valuation of the City's portfolio to market value. These decreases were offset by an increase in development fees of $3,438,990 due to a surge in development activity. Expenditures decreased $4,259,988 from the prior year due primarily to the prior period adjustment noted above offset by increases in overall operational and capital costs. 2017/18 Adopted and 2018/19 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 2018/19 and includes the funding sources. Some of the larger items included in the CIP include the relocation of the San Bernardino Fire Station into a combined Public Safety Facility ($15,000,000); the first phase of the Etiwanda Grade Separation project ($7,850,000); and the first phase of the Rancho Cucamonga Fiber Optic Network ($2,000,000). Fiscal Year 2o18/19 Adopted Budget Page 84 i i/ r-_ o 0 0 0 0 0 0 0 0 0 0 0 0 0 o O O o 0 o C w C. M 7 01 V 00 O C1 ., ., ., ., ., O N r+ V1 -ItN 01 M � O l� N N N l% V• 00 .-. m ., ., .. .. ., ., O 00 -• kn --� l- l- C 00 rn � " .-• .. V1 d' V) 1D 01 M N O 01 V) _. 1D M D1 kn O 0 01 N M lr Vf O O M a n _.. 0o rn 00 " r V) V) M N C O VI O 01 V) N 00 I N V1 00 M l� l� kn V) 1 1 7 Vl I` F 00 O � 00 V t- - 00 N '. M V) r- - Vj C M 00 M M N rn 69 69 69 69 O O C. O 0 0 0 V1 00 r r r r C, V) -IT r r 00 O '• In U N C OMi In 00 'n n V� 00 o 69 69 69 6A V' O O C. O O C. O O O O O O C y O y O O 0 O 0 rn N N N O V 7 01 N [� d O ll 14 O O v1 f 'C M C. 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O ni " d C', o y> 0. ,E C ,O O .� v CQ > P.CR yti yF .awOU GAai E yOaUCL * « yti W W F W F CO W Fiscal Year 2018/19 Adopted Budget Page 85 City of Rancho Cucamonga, California Fiscal Year 2018/19 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, including 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 LMDs and SLDs, are summarized below and in the following schedule to identify 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 2018/19 are $135,820 for LMD #1, $299,540 for LMD #2 and $60,370 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. During FY 2018/19, the SLDs purchased most of the streetlights throughout the City from Southern California Edison which will greatly reduce annual utility costs. The budgeted contribution from the General Fund for FY 2018/19 is $188,420 for SLD #2 and $62,590 for SLD #7. 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 2018/19 is $214,250 is set to cover operations of the Heritage Community Park, Red Hill Community Park, and the Red Hill Water Feature. 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. Fiscal Year 2018/19 Adopted Budget Page 86 City of Rancho Cucamonga, California Fiscal Year 2018/19 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 2018/19 Budget includes a 3.6% increase in the annual assessments. 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 2018/19. Fiscal Year 2018/19 Adopted Budget Page 87 CITY OF RANCHO CUCAMONGA, CALIFORNIA LANDSCAPE MAINTENANCE DISTRICTS, STREET LIGHTING MAINTENANCE DISTRICTS, AND OTHER MAINTENANCE DISTRICTS CHANGES IN FUND BALANCE Fund # 130 131 132 133 134 135 136 137 138 139 140 141 151 152 153 154 155 156 157 158 838 847 848 868 Fund Balance Fund Name 6/30/2016 LANDSCAPE MAINTENANCE DISTRICTS LMD 41 GENERAL CITY LMD #2 VICTORIA LMD #3A HYSSOP LMD #313 MEDIANS LMD #4R TERRA VISTA LMD #5 ANDOVER LMD 46R CARYN COMMUNITY LMD #7 NORTH ETIWANDA LMD #8 SOUTH ETIWANDA LMD #9 LOWER ETIWANDA LMD # 10 RANCHO ETIWANDA LMD # 1 CAPITAL REPLACEMENT STREET LIGHTING DISTRICTS SLD #1 ARTERIAL SLD #2 RESIDENTIAL SLD #3 VICTORIA SLD #4 TERRA VISTA SLD #5 CARYN COMMUNITY SLD #6 INDUSTRIAL AREA 419,845 SLD #7 NORTH ETIWANDA (45,939) SLD #8 SOUTH ETIWANDA 2;U33,472' OTHER MAINTENANCE DISTRICTS ! AD 91-2 REDEMPTION -DAY CANYON 64,166.' PD 85 CAPITAL REPLACEMENT PD 85 REDEMPTION FUND 1,205,319 CFD 2000-03 PARK MAINTENANCE 471,10, FY 2016/17 Actual Support From Actual Fund Balance Revenues Other Funds Expenditures 6/30/2017 1,283,337 3,319,279 3,836 1,063,774 2,896,139 2,622 484,283 974,214 33,105 180,471 596,180 11 815,981 370,738 358,833 165,548 43,228 137,062 129,316 77,405 32,504 10 1,296,659 445,055 121,360 276,640 31,880 50,000 90,000 350,170 105,100 116,800 230,580 1,175,887 3,372,631 4,852 961,683 2,425,833 6,074 413,225 853,907 32,437 500,110 517,571 5,193 1,039,263 683,757 341,197 150,041 77,080 126,530 223,022 94,259 56,262 20,419 1,389,622 423,753 Fiscal Year 2o18/19 Adopted Budget Page 88 FY 2017/18 Estimated FY 2018/19 Estimated Estimated Support From Estimated Fund Balance Budgeted Support From Budgeted Fund Balance Revenues Other Funds Expenditures 6/30/2018 Revenues Other Funds Expenditures 6/30/2019 1,311,910 3,455,510 4,300 1,091,780 2,800,130 3,030 500,230 993,300 35,220 324,800 597,230 1,520 5,394,440 5,394,450 2,303,460 1,172,750 483,250 821,820 1,526,580 456,650 33,020 1,740 1,311,640 455,950 123,410 293,490 52,460 50,000 90,000 350,170 105,100 116,800 203,990 1,372,630 4,108,030 8,710 1,049,020 2,214,260 9,930 514,950 1,130,390 36,410 653,800 609,590 40,000 5,403,080 5,306,250 2,159,280 1,106,590 486,940 781,770 1,518,550 425,800 28,360 40,000 1,401,530 498,540 1,315,590 3,579,580 4,220 1,098,950 2,799,780 3,000 515,110 997,500 35,300 528,210 620,720 1,930 135,820 299,540 60,370 30,000 90,000 1,477,580 3,902,290 10,050 1,081,510 2,785,870 9,080 588,180 1,217,910 37,450 1,149,330 696,830 40,440 1,214,057 3,145,933 28,340 1,880,206 5,497,438 26,195 445,022 857,775 66,246 582,937 1,076,404 187,827 817,310 845,780 244,422 376,060 188,420 564,480 674,165 375,370 288,320 1,460,329 171,160 277,590 512,457 44,220 69,800 (129,871) 141,820 123,330 488,917 130,290 62,590 192,880 78,585 102,150 89,830 2,059,788 33,780 25,430 53,418 2,360 116,800 41,340 252,751 1,338,850 214,250 1,399,920 1,610,216 477,160 523,790 406,491 Fiscal Year 2018/19 Adopted Budget Page 89 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/19 Adopted Budget Page 90 RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Revenue Summaries Fiscal Year 2018/19 Adopted Budget Page 91 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 92 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget are estimated using historical information, expert analysis, data collected from the State Controller, the State Department of Finance, the League of California Cities, the San Bernardino County Auditor -Controller's Office, and numerous financial indicators. Utilizing historical revenue data, a general sense of the economic status of the local community, and other indicators noted above, the City's budget staff produce a financially conservative picture of the near future. Concurrent with the near -term revenue projections, City budget staff, using the same data and historical data noted above, keep a running five-year forward projection that we use in conjunction with our near -term estimates to help guide the agency's medium and long-term planning for expenditures. Major Revenues of Funds Operating Budget. The City's Operating Budget, which is comprised of the City General Fund, Fire District Operational Funds, and City Library Fund, is primarily supported by seven key revenue sources. These key revenue sources include: sales tax, vehicle license fees (VLF and Property Tax in Lieu of VLF), franchise fees, property tax, development fees, business licenses, and transient occupancy tax. Sales Tax. California sales tax is imposed on the total retail price of any tangible personal property (excluding a variety of state mandated exemptions), while use tax is imposed on the purchaser for eligible transactions when sales tax has not been collected. The sales and use tax rate in San Bernardino County is currently 7.75%, of which Rancho Cucamonga receives 1% from the California Department of Tax and Fee Administration (CDTFA) 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 $30.9 million for FY 2018/19, a $0.4 million or 1.3% increase over the FY 2017/18 budget. Vehicle license fees (VLF and Property Tax in lieu of VLF). The majority of this revenue source is Property Tax in lieu of VLF and is a result of the VLF for property tax swap of 2004 which was part of the state -local budget agreement. Growth in this revenue source is based on the increase in the City's assessed valuation of the properties within the City. This was a change from the growth factor used for VLF which was the change in the City's population. The City works closely with its property tax consultant, HdL Coren & Cone, to project the growth in the City's assessed valuation. Fiscal Year 2oi8/19 Adopted Budget Page 93 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Revenue and Resource Estimates SB89 of 2011 eliminated, effective July 1, 2011, Vehicle License Fee (VLF) revenue allocated under California Revenue and Taxation Code 11005 to cities. As a part of the Legislature's efforts to solve the state's chronic budget problems, the bill shifted all city VLF revenues to fund law enforcement grants that previously had been paid by a temporary state tax and — prior to that — by the state general fund. The League of California Cities challenged this action in court as a Constitutional violation. Unfortunately, in March 2013, the petition was denied. Staff will continue to track any new developments in this area regarding potential appeals, etc. Cities should expect zero VLF revenues on a go forward basis unless and until there is a change in law. The City receives a small amount of VLF in Excess from the State which is allocated under Revenue and Taxation Code Section 11001.5(b). Half of these revenues go to counties and half go to cities apportioned on a population basis. Overall revenues for vehicle license fees (VLF and Property Tax in lieu of VLF) are projected to be $19,229,430 which is a $1,116,130 or 6.1% increase from the FY 2017/18 budget. Franchise fees. The City receives franchise fees for gas, electric, refuse, cable, and towing service 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 be $6,963,600 which is a $410,540 or 6.3% increase from FY 2017/18. 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 each property tax dollar is approximately $0.0511, or 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 $0.1248, or 12.48 cents, for a total of $0.1759, or 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 4.34%. Property tax revenues for the City General Fund (including post -RDA property tax revenue) have increased overall by $305,000 or 4.0% from FY 2017/18, with property transfer taxes projected to decrease by $76,660 or 6.6%. The Library's property tax has increased by $230,660 or 5.5% from FY 2017/18 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 $654,720 or 2.7% from FY 2017/18, 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 Fiscal Year 2018/19 Adopted Budget Page 94 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Revenue and Resource Estimates 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) increased by $83,940 or 1.2% from FY 2017/18. 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 by $190,000 (excluding special services fees) or 5.2%, from FY 2017/18. 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 $50,140 or 1.9% from FY 2017/18. 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 2018/19 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 $768,350 or 20.6% from FY 2017/18. The revenues discussed above total $113,035,770 and represent 90.5% of the City's Operating Budget and 45.9% 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 $14,178,580, or 5.8%, of the City's overall budget. The amounts of the assessments have been calculated in accordance with the governing regulations and are assessed on a per parcel or per dwelling unit basis. Certain special districts have a provision for an annual CPI increase, but the majority of the special districts do not have such a provision. All revenues collected are legally restricted for use in the respective special districts only. Additional property tax revenues are reflected in the Fire Protection Capital Fund in the amount of $8,306,070, or 3.4%, 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 Fiscal Year 2018/19 Adopted Budget Page 95 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Revenue and Resource Estimates 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 $2,097,920, as well as for the City's Municipal Utility, in the amount of $13,365,320, which provides electrical service to a portion of the City. Together, these revenues represent 6.3% 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 $24,642,230, or 10.0%, of the City's overall budget. Other sources of revenue include interest earnings, reimbursements from other funds, and transfers in. Fiscal Year 2018/19 Adopted Budget Page 96 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 97 City of Rancho Cucamonga, California Revenue Summary by Category Operating Budget* Fiscal Year 2018/19 Adopted Budget Charges for services Intergovernmental Other 2.639 Use of Money & P 0.91 % Fines & Forfeitures 0.93% Licenses & Permit: 3.46% Taxes: Property Tax** Sales Tax Franchise Fees Transient Occupancy Tax Admissions Tax Subtotal -Taxes Licenses & Permits Fines & Forfeitures Use of Money & Property Charges for Services Intergovernmental Other Transfer In erIn $ 65,055,610 30,954,480 6,963,600 4,505,800 6,050 107,485,540 4,314,650 1,157,510 1,133,950 3,278,620 198,610 4,445,790 2,855,720 Total Operating Budget $ 124,870,390 *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 $19,135,120 for the City General Fund (Fund 001). Fiscal Year 2o18/19 Adopted Budget Page 98 City of Rancho Cucamonga Revenue Summary by Category Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 001 - GENERAL FUND TAXES $ 64,297,387 $ 67,669,100 $ 70,588,230 LICENSES & PERMITS 3,988,294 4,190,300 4,298,150 FINES & FORFEITURES 818,254 705,010 1,083,510 USE OF MONEY & PROPERTY 435,742 401,590 522,270 CHARGES FOR SERVICES 2,577,948 3,167,870 3,056,700 INTERGOVERNMENTAL 167,252 165,950 173,610 OTHER 2,574,058 2,827,270 2,546,400 TRANSFER IN 1,594,400 1,630,480 1,650,530 TOTAL 001 - GENERAL FUND $ 76,453,335 $ 80,757,570 $ 83,919,400 281 - FIRE FUND TAXES $ 24,281,467 $ 24,505,220 $ 25,159,940 LICENSES & PERMITS 13,525 19,880 16,500 FINES & FORFEITURES 80,104 66,700 74,000 USE OF MONEY & PROPERTY 471,468 409,380 502,400 CHARGES FOR SERVICES 1,026 5,820 3,320 OTHER 1,285,802 1,656,040 1,551,320 TOTAL 281 - FIRE FUND $ 26,133,392 $ 26,663,040 $ 27,307,480 282 - COMMUNITY FACILITIES DIST 85-1 TAXES $ 5,983,589 $ 5,984,420 $ 6,056,100 USE OF MONEY & PROPERTY 10,570 30,140 39,820 CHARGES FOR SERVICES 0 1,800 0 TRANSFER IN 0 16,090 0 TOTAL 282 - COMMUNITY FACILITIES DIST 85-1 $ 5,994,159 $ 6,032,450 $ 6,095,920 283 - COMMUNITY FACILITIES DIST 88-1 TAXES $ 1,221,109 $ 1,228,490 $ 1,240,750 USE OF MONEY & PROPERTY (6) 0 0 CHARGES FOR SERVICES 0 560 0 TRANSFER IN 961,630 1,089,550 1,205,190 TOTAL 283 - COMMUNITY FACILITIES DIST 88-1 $ 2,182,733 $ 2,318,600 $ 2,445,940 290 - LIBRARY FUND TAXES $ 4,116,692 $ 4,209,860 $ 4,440,520 FINES & FORFEITURES 153,756 160,000 0 USE OF MONEY & PROPERTY 63,755 123,950 69,460 CHARGES FOR SERVICES 201,391 215,100 218,600 INTERGOVERNMENTAL 14,116 25,000 25,000 OTHER 248,942 197,920 348,070 TOTAL 290 - LIBRARY FUND $ 4,798,652 $ 4,931,830 $ 5,101,650 TOTAL OPERATING BUDGET $ 115,562,271 $ 120,703,490 $ 124,870,390 Fiscal Year 2o18/19 Adopted Budget Page 99 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 001 - GENERAL FUND TAXES 4101 Property Taxes-CY Secured $ 4,094,393 $ 4,216,500 $ 4,506,200 4102 Property Taxes-CY Unsecured 166,482 172,430 183,230 4103 Property Taxes-PY Sec & Unsec 85,575 93,010 94,180 4104 Property Taxes-Penalties/Int. 165,520 320,060 182,170 4105 Property Taxes -Supplemental 104,839 109,410 115,380 4106 Property Taxes -Unitary 810,100 852,210 815,360 4107 Property Transfer Tax 986,255 1,161,890 1,085,230 4111 Property Tax In -Lieu of VLF 17,227,705 18,033,960 19,135,120 4113 Property Tax- Post RDA Res Blc 1,676,913 1,869,330 2,041,430 4120 Sales and Use Tax 28,759,131 30,001,810 30,400,000 4121 Prop 172-Half Cent Sales Tax 529,256 543,890 554,480 4125 Transient Occupancy Tax 3,282,360 3,737,450 4,505,800 4126 Admissions Tax 4,810 4,090 6,050 4130 Franchise Fee -Gas & Electric 2,327,912 2,510,470 2,532,790 4131 Franchise Fee-Resid. Refuse 1,063,765 1,030,610 1,070,210 4132 Franchise Fee -Comm. Refuse 1,511,376 1,478,320 1,536,870 4133 Franchise Fee -Cable 1,474,995 1,458,660 1,523,730 4135 Franchise Fee -Towing Services 26,000 75,000 300,000 TOTAL TAXES $ 64,297,387 $ 67,669,100 $ 70,588,230 LICENSES & PERMITS 4201 Business Licenses $ 2,598,497 $ 2,562,230 $ 2,610,400 4207 Building Permits 937,268 1,200,000 1,250,000 4208 Bldg Pmt-Strong Motion Fees 1,931 9,000 9,090 4209 Mobile Home Permit 6,106 2,500 6,160 4210 Bldg Permits-SB 1473(90% to CA) 467 780 1,760 4215 Animal Licenses 285,427 310,000 313,230 4216 Parking Permits 420 150 250 4220 Other Licenses & Permits 836 810 460 4231 Business Licenses-P/Y 15,250 11,090 11,300 4232 Business Licenses -Penalties 142,092 93,740 95,500 TOTAL LICENSES & PERMITS $ 3,988,294 $ 4,190,300 $ 4,298,150 FINES & FORFEITURES 4301 Vehicle Code Fines $ 6,573 $ 32,340 $ 0 4302 Parking Citations 260,662 233,730 459,470 4306 Vehicle Release Fees 218,638 170,110 266,700 4307 Citation Proof of Corr Fees 2,775 1,830 5,500 4308 General Ordinance Fines 201,319 161,690 194,390 4309 False Alarm Fees 57,050 54,220 68,060 4310 Loud Party Ordinance Fines 0 100 0 4313 Other Fines & Forfeitures 71,237 50,990 89,390 TOTAL FINES & FORFEITURES $ 818,254 $ 705,010 $ 1,083,510 USE OF MONEY & PROPERTY 4401 Interest Earnings $ 516,776 $ 325,860 $ 445,270 4402 Unrealized Gain (255,720) 0 0 Fiscal Year 2018/19 Adopted Budget Page too City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4419 Other Rental/Lease Income 25,728 25,660 26,930 4440 Sale of Fixed Assets 148,958 50,070 50,070 TOTAL USE OF MONEY & PROPERTY $ 435,742 $ 401,590 $ 522,270 CHARGES FOR SERVICE 4501 Plan Check Fees $ 968,976 $ 980,000 $ 1,030,000 4502 Building Plan Check (140) 0 0 4508 Planning Fees 714,651 700,000 750,000 4509 Planning- Special Services Fee 14,445 440,000 220,000 4510 Engineering Fees 633,846 760,000 800,000 4511 Engineering - Special Services 0 50,000 0 4517 Technology Fee -Permit (14) 0 0 4554 Park Maintenance Fees 177 0 0 4556 Sports Lighting Fees 14 600 590 4560 Fingerprint Fees 24,158 22,420 19,530 4563 Candidates Filing Fees 9,984 0 22,000 4564 Returned Item Charge 709 670 430 4570 Sale of Printed Materials 14,364 14,180 6,150 4571 Sale of Taxable Items 153 0 0 4580 Stadium Security Reimbursement (53) 0 0 4630 Animal Adoption Fees 124,246 130,000 130,000 4631 Animal Spay/Neuter Fees 9,442 9,000 17,000 4633 Animal Boarding Fees 12,144 11,000 11,000 4634 Animal Impound Fees 22,472 21,000 21,000 4636 Owner Surrender Fees 15,640 15,000 15,000 4638 Microchipping Fee 7,104 7,500 7,500 4640 Vaccination Services 5,628 6,500 6,500 4650 SB1186 Cert Access Spec Prog 0 0 0 TOTAL CHARGES FOR SERVICES $ 2,577,946 $ 3,167,870 $ 3,056,700 INTERGOVERNMENTAL 4701 Motor Vehicle In -Lieu Fees $ 78,510 $ 79,340 $ 94,310 4705 Off -Highway License Fees 6,000 0 0 4710 Homeowners Property Tax Relief 82,742 86,610 79,300 TOTAL INTERGOVERNMENTAL $ 167,252 $ 165,950 $ 173,610 OTHER 4901 Other Revenue $ 1,055,306 $ 713,880 $ 775,060 4905 Contributions/Fundraising 120,850 82,660 86,660 4911 Reimbursement from Other Funds 188,292 816,820 910,670 4913 State Mandate Reimbursement 124,013 0 63,820 4914 Non -Abated Reimbursements 78,023 146,750 146,750 4915 Bad Debt Recovery 0 3,220 1,610 4917 RDASA Admin Allowance 807,203 863,940 361,830 4918 Housing SA Admin Allowance 200,000 200,000 200,000 4941 Other Revenue - ActiveNet 370 0 0 TOTAL OTHER $ 2,574,057 $ 2,827,270 $ 2,546,400 TRANSFER IN Fiscal Year 2o18/19 Adopted Budget Page 1o1 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 8006 Transfer In-Fund006 37,140 39,170 71,850 8188 Transfer In -Fund 188 350,170 350,170 188,420 8705 Transfer In -Municipal Utility 1,207,090 1,241,140 1,390,260 TOTAL TRANSFER IN $ 1,594,400 $ 1,630,480 $ 1,650,530 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 4553 Fire Maintenance Fees TOTAL CHARGES FOR SERVICES $ 76,453,332 $ 80,757,570 $ 83,919,400 $ 15,614,616 $ 16,091,400 $ 17,185,110 629,932 693,360 693,290 300,052 460,240 330,230 111,690 165,390 122,920 292,664 408,710 322,100 581,035 590,210 573,550 182,090 168,130 171,240 6,569,388 5,927,780 5,761,500 $ 24,281,467 $ 24,505,220 $ 25,159,940 $ 13,525 $ 19,880 $ 16,500 $ 13,525 $ 19,880 $ 16,500 $ 3,562 $ 1,500 $ 4,000 3,744 3,200 8,000 72,798 62,000 62,000 $ 80,104 $ 66,700 $ 74,000 $ 655,074 (292,099) 92,932 15,562 $ 471,469 $ 0 0 0 0 1,026 $ 1,026 $ 314,080 0 95,300 0 $ 409,380 $ 3,500 140 280 900 1,000 $ 5,820 $ 404,510 0 97,890 0 $ 502,400 $ 1,000 140 280 900 1,000 $ 3,320 OTHER 4901 Other Revenue $ 29,324 $ 10,100 $ 10,600 4913 State Mandate Reimbursement 0 19,000 0 4914 Non -Abated Reimbursements 488,014 591,800 691,800 4916 Reimbursement from OPEB Trust 764,987 1,031,740 845,520 Fiscal Year 2o18/19 Adopted Budget Page 102 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4941 Other Revenue - ActiveNet 3,478 3,400 3,400 TOTAL OTHER $ 1,285,803 $ 1,656,040 $ 1,551,320 TOTAL 281 - FIRE FUND $ 26,133,394 $ 26,663,040 $ 27,307,480 282 - COMMUNITY FACILITIES DIST 85-1 TAXES 4101 Property Taxes-CY Secured $ 5,906,131 $ 5,940,580 $ 6,006,190 4103 Property Taxes-PY Sec & Unsec 58,348 36,220 30,610 4104 Property Taxes-Penalties/Int. 19,110 7,620 19,300 TOTAL TAXES $ 5,983,589 $ 5,984,420 $ 6,056,100 USE OF MONEY & PROPERTY 4401 Interest Earnings $ 36,454 $ 30,140 $ 39,820 4402 Unrealized Gain (25,884) 0 0 TOTAL USE OF MONEY & PROPERTY $ 10,570 $ 30,140 $ 39,820 CHARGES FOR SERVICES 4552 CFD Annexation Fees $ 0 $ 1,800 $ 0 TOTAL CHARGES FOR SERVICES $ 0 $ 1,800 $ 0 TRANSFER IN 8281 Transfer In -Fire Fund $ 0 $ 16,090 $ 0 TOTAL TRANSFER IN $ 0 $ 16,090 $ 0 TOTAL 282 - COMMUNITY FACILITIES DIST 85-1 $ 5,994,159 $ 6,032,450 $ 6,095,920 283 - COMMUNITY FACILITIES DIST 88-1 TAXES 4101 Property Taxes-CY Secured $ 1,209,190 $ 1,217,140 $ 1,230,760 4103 Property Taxes-PY Sec & Unsec 9,880 9,290 8,020 4104 Property Taxes-Penalties/Int. 2,040 2,060 1,970 TOTAL TAXES $ 1,221,110 $ 1,228,490 $ 1,240,750 USE OF MONEY & PROPERTY 4402 Unrealized Gain $ (6) $ 0 $ 0 TOTAL USE OF MONEY & PROPERTY $ (6) $ 0 $ 0 CHARGES FOR SERVICES 4552 CFD Annexation Fees $ 0 $ 560 $ 0 TOTAL CHARGES FOR SERVICES $ 0 $ 560 $ 0 TRANSFER IN 8281 Transfer In -Fire Fund $ 961,630 $ 1,089,550 $ 1,205,190 TOTAL TRANSFER IN $ 961,630 $ 1,089,550 $ 1,205,190 TOTAL 283 - COMMUNITY FACILITIES DIST 88-1 $ 2,182,734 $ 2,318,600 $ 2,445,940 290 - LIBRARY FUND Fiscal Year 2018/19 Adopted Budget Page 103 City of Rancho Cucamonga Revenue Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TAXES 4101 Property Taxes-CY Secured $ 3,715,778 $ 3,863,750 $ 4,085,350 4102 Property Taxes-CY Unsecured 91,388 94,650 100,220 4103 Property Taxes-PY Sec & Unsec 46,976 51,060 51,510 4104 Property Taxes-Penalties/Int. 26,724 0 0 4105 Property Taxes -Supplemental 57,551 60,060 63,100 4113 Property Tax- Post RDA Res Bic 178,275 140,340 140,340 TOTAL TAXES $ 4,116,692 $ 4,209,860 $ 4,440,520 FINES & FORFEITURES 4312 Library Fines and Fees $ 153,756 $ 160,000 $ 0 TOTAL FINES & FORFEITURES $ 153,756 $ 160,000 $ 0 USE OF MONEY & PROPERTY 4401 Interest Earnings $ 47,865 $ 41,950 $ 67,460 4402 Unrealized Gain (43,474) 0 0 4410 Media Rentals 59,364 80,000 0 4419 Other Rental/Lease Income 0 2,000 2,000 TOTAL USE OF MONEY & PROPERTY $ 63,755 $ 123,950 $ 69,460 CHARGES FOR SERVICES 4515 Information Service Fees $ 216 $ 600 $ 100 4565 Passport Processing Fees 141,273 120,000 120,000 4567 Passport Photo Fees 32,864 30,000 24,000 4570 Sale of Printed Materials 27,038 24,000 24,000 4591 Recreation Fees - ActiveNet 0 0 10,000 4690 Contract Classes -Library 0 25,500 25,500 4691 Program Revenue -Library 0 15,000 15,000 TOTAL CHARGES FOR SERVICES $ 201,391 $ 215,100 $ 218,600 INTERGOVERNMENTAL 4740 Grant Income $ 14,116 $ 25,000 $ 25,000 TOTAL INTERGOVERNMENTAL $ 14,116 $ 25,000 $ 25,000 OTHER 4901 Other Revenue $ 462 $ 420 $ 125,940 4907 Private Contributions Library 150,000 130,000 137,000 4909 RC Library Foundation Support 98,500 65,000 65,000 4911 Reimbursement from Other Funds 0 2,500 2,500 4914 Non -Abated Reimbursements 0 0 17,630 4941 Other Revenue - ActiveNet (20) 0 0 TOTAL OTHER $ 248,942 $ 197,920 $ 348,070 TOTAL 290 - LIBRARY FUND $ 4,798,652 $ 4,931,830 $ 5,101,650 TOTAL OPERATING BUDGET $ 115,562,271 $ 120,703,490 $ 124,870,390 Fiscal Year 2o18/19 Adopted Budget Page 104 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 105 Intergovernm 11.38% Charges for Services 10.16% Use of Mon Propert 3.43% Fines & Fo 0.67' City of Rancho Cucamonga, California Revenue Summary by Category All Funds Fiscal Year 2018/19 Adopted Budget Licenses & Permits 2.16% Other Taxes $ 131,861,200 Licenses & Permits 4,573,710 Fines & Forfeitures 1,419,250 Use of Money & Property 7,253,240 Charges for Services 21,500,220 Intergovernmental 24,103,790 Development Fees 4,839,430 Other 8,392,860 Transfer In 7,773,100 Total All Funds Budget $ 211,716,800 Fiscal Year 2018/19 Adopted Budget Page 1o6 City of Rancho Cucamonga Revenue Summary by Category All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA TAXES $ 83,877,652 $ 87,468,950 $ 91,098,340 LICENSES & PERMITS 4,234,267 4,449,360 4,557,210 FINES & FORFEITURES 1,323,002 1,222,520 1,345,250 USE OF MONEY & PROPERTY 4,092,584 4,733,850 6,227,950 CHARGES FOR SERVICES 17,831,268 19,929,310 21,495,900 INTERGOVERNMENTAL 17,511,890 15,817,610 24,103,790 DEVELOPMENT FEES 7,455,722 3,632,000 4,839,430 OTHER 10,205,379 21,295,770 6,824,540 TRANSFER IN 6,105,947 6,333,250 6,567,910 TOTAL CITY OF RANCHO CUCAMONGA $ 152,637,711 $ 164,882,620 $ 167,060,320 R.C. FIRE PROTECTION DISTRICT TAXES $ 37,860,001 $ 39,162,950 $ 40,762,860 LICENSES & PERMITS 13,525 19,880 16,500 FINES & FORFEITURES 80,104 66,700 74,000 USE OF MONEY & PROPERTY 668,864 894,360 1,025,290 CHARGES FOR SERVICES 1,362 9,180 4,320 OTHER 1,287,668 1,663,480 1,568,320 TRANSFER IN 965,390 1,105,640 1,205,190 TOTAL R.C. FIRE PROTECTION DISTRICT $ 40,876,914 $ 42,922,190 $ 44,656,480 TOTAL ALL FUNDS BUDGET $ 193,514,625 $ 207,804,810 $ 211,716,800 Fiscal Year 2o18/19 Adopted Budget Page ion City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2016/17 Actual 2017/18 Adopted Budget 2018/19 Adopted Budget CITY OF RANCHO CUCAMONGA 001 - GENERAL FUND 4101 Property Taxes-CY Secured $ 4,094,393 $ 4,216,500 $ 4,506,200 4102 Property Taxes-CY Unsecured 166,482 172,430 183,230 4103 Property Taxes-PY Sec & Unsec 85,575 93,010 94,180 4104 Property Taxes-Penalties/Int. 165,520 320,060 182,170 4105 Property Taxes -Supplemental 104,839 109,410 115,380 4106 Property Taxes -Unitary 810,100 852,210 815,360 4107 Property Transfer Tax 986,255 1,161,890 1,085,230 4111 Property Tax In -Lieu of VLF 17,227,705 18,033,960 19,135,120 4113 Property Tax- Post RDA Res Blc 1,676,913 1,869,330 2,041,430 4120 Sales and Use Tax 28,759,131 30,001,810 30,400,000 4121 Prop 172-Half Cent Sales Tax 529,256 543,890 554,480 4125 Transient Occupancy Tax 3,282,360 3,737,450 4,505,800 4126 Admissions Tax 4,810 4,090 6,050 4130 Franchise Fee -Gas & Electric 2,327,912 2,510,470 2,532,790 4131 Franchise Fee-Resid. Refuse 1,063,765 1,030,610 1,070,210 4132 Franchise Fee -Comm. Refuse 1,511,376 1,478,320 1,536,870 4133 Franchise Fee -Cable 1,474,995 1,458,660 1,523,730 4135 Franchise Fee -Towing Services 26,000 75,000 300,000 4201 Business Licenses 2,598,497 2,562,230 2,610,400 4207 Building Permits 937,268 1,200,000 1,250,000 4208 Bldg Pmt-Strong Motion Fees 1,931 9,000 9,090 4209 Mobile Home Permit 6,106 2,500 6,160 4210 Bldg Permits-SB 1473(90% to CA) 467 780 1,760 4215 Animal Licenses 285,427 310,000 313,230 4216 Parking Permits 420 150 250 4220 Other Licenses & Permits 836 810 460 4231 Business Licenses-P/Y 15,250 11,090 11,300 4232 Business Licenses -Penalties 142,092 93,740 95,500 4301 Vehicle Code Fines 6,573 32,340 0 4302 Parking Citations 260,662 233,730 459,470 4306 Vehicle Release Fees 218,638 170,110 266,700 4307 Citation Proof of Corr Fees 2,775 1,830 5,500 4308 General Ordinance Fines 201,319 161,690 194,390 4309 False Alarm Fees 57,050 54,220 68,060 4310 Loud Party Ordinance Fines 0 100 0 4313 Other Fines & Forfeitures 71,237 50,990 89,390 4401 Interest Earnings 516,776 325,860 445,270 4402 Unrealized Gain (255,720) 0 0 4419 Other Rental/Lease Income 25,728 25,660 26,930 4440 Sale of Fixed Assets 148,958 50,070 50,070 4501 Plan Check Fees 968,976 980,000 1,030,000 4502 Building Plan Check (140) 0 0 4508 Planning Fees 714,651 700,000 750,000 4509 Planning- Special Services Fee 14,445 440,000 220,000 4510 Engineering Fees 633,846 760,000 800,000 4511 Engineering - Special Services 0 50,000 0 4517 Technology Fee -Permit (14) 0 0 Fiscal Year 2o18/19 Adopted Budget Page 1o8 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4554 Park Maintenance Fees 177 0 0 4556 Sports Lighting Fees 14 600 590 4560 Fingerprint Fees 24,158 22,420 19,530 4563 Candidates Filing Fees 9,984 0 22,000 4564 Returned Item Charge 709 670 430 4570 Sale of Printed Materials 14,364 14,180 6,150 4571 Sale of Taxable Items 153 0 0 4580 Stadium Security Reimbursement (53) 0 0 4630 Animal Adoption Fees 124,246 130,000 130,000 4631 Animal Spay/Neuter Fees 9,442 9,000 17,000 4633 Animal Boarding Fees 12,144 11,000 11,000 4634 Animal Impound Fees 22,472 21,000 21,000 4636 Owner Surrender Fees 15,640 15,000 15,000 4638 Microchipping Fee 7,104 7,500 7,500 4640 Vaccination Services 5,628 6,500 6,500 4701 Motor Vehicle In -Lieu Fees 78,510 79,340 94,310 4705 Off -Highway License Fees 6,000 0 0 4710 Homeowners Property Tax Relief 82,742 86,610 79,300 4901 Other Revenue 1,055,306 713,880 775,060 4905 Contributions/Fundraising 120,850 82,660 86,660 4911 Reimbursement from Other Funds 188,292 816,820 910,670 4913 State Mandate Reimbursement 124,013 0 63,820 4914 Non -Abated Reimbursements 78,023 146,750 146,750 4915 Bad Debt Recovery 0 3,220 1,610 4917 RDASA Admin Allowance 807,203 863,940 361,830 4918 Housing SA Admin Allowance 200,000 200,000 200,000 4941 Other Revenue - ActiveNet 370 0 0 8006 Transfer In -Fund 006 37,140 39,170 71,850 8188 Transfer In -Fund 188 350,170 350,170 188,420 8705 Transfer In -Municipal Utility 1,207,090 1,241,140 1,390,260 TOTAL 001 - GENERAL FUND $ 76,453,332 $ 80,757,570 $ 83,919,400 003 - REIMB ST/COUNTY PARKING CIT 4303 Parking Cit Surcharge -State $ 8,892 $ 9,960 $ 9,070 4304 Parking Cit Surchrge-County 6,669 7,470 6,870 4305 Parking Cit Surcharge-Cnty Crt 26,676 29,880 27,600 4402 Unrealized Gain (146) 0 0 4901 Other Revenue 40,953 44,360 79,130 TOTAL 003 - REIMB ST/COUNTY PARKING CIT $ 83,044 $ 91,670 $ 122,670 006 - CVWD REIMBURSEMENTS 4402 Unrealized Gain $ (5,461) $ 0 $ 0 4745 Other Intergov'tl Reimbursemnt 396,315 325,000 350,000 4901 Other Revenue 118 0 0 TOTAL 006 - CVWD REIMBURSEMENTS $ 390,972 $ 325,000 $ 350,000 008 - CNTY OF S. B. REIMBURSEMENTS 4402 Unrealized Gain $ (146) $ 0 $ 0 4745 Other Intergov'tl Reimbursemnt 91,105 93,300 0 Fiscal Year 2oi8/19 Adopted Budget Page log City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4914 Non -Abated Reimbursements 0 2,750 0 TOTAL 008 - CNTY OF S. B. REIMBURSEMENTS $ 90,959 $ 96,050 $ 0 016 - COMM DEV TECHNICAL SRVCS FUND 4401 Interest Earnings $ 25,421 $ 24,820 $ 287,700 4402 Unrealized Gain (18,434) 0 0 4518 General Plan Update Fee 25,594 30,790 30,790 TOTAL 016 - COMM DEV TECHNICAL SRVCS FUND $ 32,581 $ 55,610 $ 318,490 017 - LAW ENFORCEMENT RESERVE 4401 Interest Earnings $ 98,517 $ 92,910 $ 96,270 4402 Unrealized Gain (71,418) 0 0 TOTAL 017 - LAW ENFORCEMENT RESERVE $ 27,099 $ 92,910 $ 96,270 018 - TRAFFIC SAFETY 4301 Vehicle Code Fines $ 308,755 $ 310,200 $ 218,200 4401 Interest Earnings (378) 0 0 8001 Transfer In -General Fund 115,230 58,920 179,230 TOTAL 018 - TRAFFIC SAFETY $ 423,607 $ 369,120 $ 397,430 019 - INFO TECHNOLOGY -DEVELOPMENT 4401 Interest Earnings $ 6,179 $ 6,410 $ 8,440 4402 Unrealized Gain (4,696) 0 0 4519 Information Technology Revenue 131,317 158,000 158,000 TOTAL 019 - INFO TECHNOLOGY -DEVELOPMENT $ 132,800 $ 164,410 $ 166,440 020 - CITY TECHNOLOGY FEE FUND 4401 Interest Earnings 930 970 1,320 4402 Unrealized Gain (575) 0 0 4517 Technology Fee -Permit 152,490 182,000 182,000 TOTAL 020 - CITY TECHNOLOGY FEE FUND $ 152,845 $ 182,970 $ 183,320 022 - 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 1,589 1,400 1,980 4402 Unrealized Gain (1,158) 0 0 4901 Other Revenue 1,120 1,120 1,120 TOTAL 022 - MOBILE HOME PARK PROGRAM $ 19,617 $ 20,580 $ 21,160 023 - SB1186 CERT ACCESS SPEC PROG 4401 Interest Earnings $ 353 $ 350 $ 580 4402 Unrealized Gain (246) 0 0 4650 SB1186 Cert Access Spec Prog 8,072 7,730 18,550 TOTAL 023 - SB1186 CERT ACCESS SPEC PROG $ 8,179 $ 8,080 $ 19,130 025 - CAPITAL RESERVE 4401 Interest Earnings $ 750,239 $ 746,260 $ 893,010 4402 Unrealized Gain (473,000) 0 0 Page 110 Fiscal Year 2o18/19 Adopted Budget City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4911 Reimbursement from Other Funds 186,868 0 0 8001 Transfer In -General Fund 1,000,000 1,025,000 1,140,000 TOTAL 025 - CAPITAL RESERVE $ 1,464,107 $ 1,771,260 $ 2,033,010 073 - BENEFITS CONTINGENCY 4401 Interest Earnings $ 46,846 $ 45,360 $ 37,380 4402 Unrealized Gain (28,547) 0 0 TOTAL 073 - BENEFITS CONTINGENCY $ 18,299 $ 45,360 $ 37,380 100 - ASSESSMENT DISTRICTS ADMIN 4401 Interest Earnings $ 7,801 $ 6,400 $ 10,270 4402 Unrealized Gain (6,055) 0 0 4901 Other Revenue 990,768 951,600 879,240 TOTAL 100 - ASSESSMENT DISTRICTS ADMIN $ 992,514 $ 958,000 $ 889,510 101 - AD 93-1 MASI COMMERCE CENTER 4401 Interest Earnings $ 329 $ 130 $ 170 4402 Unrealized Gain (73) 0 0 TOTAL 101 - AD 93-1 MASI COMMERCE CENTER $ 256 $ 130 $ 170 105 - AB2766 AIR QUALITY IMPROVEMENT 4401 Interest Earnings $ 11,799 $ 8,820 $ 19,600 4402 Unrealized Gain (8,697) 0 0 4740 Grant Income 313,349 1,696,970 837,150 TOTAL 105 - AB2766 AIR QUALITY IMPROVEMENT $ 316,451 $ 1,705,790 $ 856,750 110 - BEAUTIFICATION 4401 Interest Earnings $ 12,317 $ 9,440 $ 12,000 4402 Unrealized Gain (9,125) 0 0 4801 Beautification Fees 200 0 0 TOTAL 110 - BEAUTIFICATION $ 3,392 $ 9,440 $ 12,000 111 - PARK LAND ACQUISITION 4401 Interest Earnings $ 3,961 $ 1,990 $ 19,860 4402 Unrealized Gain (5,801) 0 0 4818 Park Land Acq Impact Fee 1,072,996 130,000 180,000 TOTAL 111 - PARK LAND ACQUISITION $ 1,071,156 $ 131,990 $ 199,860 112 - DRAINAGE FAC/GENERAL 4401 Interest Earnings $ 24,125 $ 17,440 $ 41,300 4402 Unrealized Gain (18,668) 0 0 4806 Storm Drain Fees 488,542 100,000 500,000 TOTAL 112 - DRAINAGE FAC/GENERAL $ 493,999 $ 117,440 $ 541,300 113 - COMMUNITY/REC CENTER DEVELPMNT 4401 Interest Earnings $ 1,455 $ 710 $ 7,710 4402 Unrealized Gain (2,234) 0 0 4822 Community/Rec Ctr Impact Fee 422,182 50,000 70,000 Fiscal Year 2oi8/19 Adopted Budget Page ill City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TOTAL 113 - COMMUNITY/REC CENTER DEVELPMNT $ 421,403 $ 50,710 $ 77,710 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 4401 Interest Earnings $ 4,998 $ 4,980 $ 6,390 4402 Unrealized Gain (3,560) 0 0 4807 Secondary Regional Fee 113,935 75,000 75,000 TOTAL 114 - DRAINAGE-ETIWANDA/SAN SEVAINE $ 115,373 $ 79,980 $ 81,390 115 - HENDERSON/WARDMAN DRAINAGE 4402 Unrealized Gain $ (8,526) $ 0 $ 0 TOTAL 115 - HENDERSON/WARDMAN DRAINAGE $ (8,526) $ 0 $ 0 116 - ETIWANDA DRAINAGE 4401 Interest Earnings $ 25,609 $ 24,650 $ 30,620 4402 Unrealized Gain (18,304) 0 0 4807 Secondary Regional Fee 135,501 75,000 75,000 TOTAL 116 - ETIWANDA DRAINAGE $ 142,806 $ 99,650 $ 105,620 118 - UPPER ETIWANDA DRAINAGE 4401 Interest Earnings $ 6,840 $ 6,560 $ 8,600 4402 Unrealized Gain (4,939) 0 0 TOTAL 118 - UPPER ETIWANDA DRAINAGE $ 1,901 $ 6,560 $ 8,600 119 - PARK IMPROVEMENT 4401 Interest Earnings $ 2,149 $ 1,020 $ 11,210 4402 Unrealized Gain (3,284) 0 0 4819 Park Improvement Impact Fee 618,821 70,000 100,000 TOTAL 119 - PARK IMPROVEMENT $ 617,686 $ 71,020 $ 111,210 120 - PARK DEVELOPMENT 4401 Interest Earnings $ 154,185 $ 145,210 $ 183,920 4402 Unrealized Gain (112,176) 0 0 TOTAL 120 - PARK DEVELOPMENT $ 42,009 $ 145,210 $ 183,920 122 - SOUTH ETIWANDA DRAINAGE 4401 Interest Earnings $ 7,723 $ 7,560 $ 12,380 4402 Unrealized Gain (5,582) 0 0 TOTAL 122 - SOUTH ETIWANDA DRAINAGE $ 2,141 $ 7,560 $ 12,380 123 - LIBRARY IMPACT FEE 4401 Interest Earnings $ 3,539 $ 3,260 $ 7,060 4402 Unrealized Gain (2,949) 0 0 4814 Library Impact Fee 183,164 50,000 50,000 TOTAL 123 - LIBRARY IMPACT FEE $ 183,754 $ 53,260 $ 57,060 124 - TRANSPORTATION 4401 Interest Earnings $ 261,157 $ 245,840 $ 352,200 4402 Unrealized Gain (192,777) 0 0 4820 Regional Transportation Fee 1,637,423 1,140,000 1,140,000 Fiscal Year 2018/19 Adopted Budget Page 112 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4821 Local Transportation Fee 2,626,844 1,860,000 2,500,000 4901 Other Revenue (334,094) 0 0 TOTAL 124 - TRANSPORTATION $ 3,998,553 $ 3,245,840 $ 3,992,200 125 - ANIMAL CENTER IMPACT FEE 4401 Interest Earnings $ 739 $ 730 $ 1,480 4402 Unrealized Gain (599) 0 0 4815 Animal Center Impact Fee 34,364 15,000 15,000 TOTAL 125 - ANIMAL CENTER IMPACT FEE $ 34,504 $ 15,730 $ 16,480 126 - LOWER ETIWANDA DRAINAGE 4401 Interest Earnings $ 7,283 $ 6,980 $ 9,150 4402 Unrealized Gain (5,255) 0 0 TOTAL 126 - LOWER ETIWANDA DRAINAGE $ 2,028 $ 6,980 $ 9,150 127 - POLICE IMPACT FEE 4401 Interest Earnings $ 1,876 $ 1,720 $ 4,640 4402 Unrealized Gain (1,537) 0 0 4816 Police Impact Fee 120,240 40,000 40,000 TOTAL 127 - POLICE IMPACT FEE $ 120,579 $ 41,720 $ 44,640 128 - ETIWANDA NO. EQUESTRIAN FACIL. 4401 Interest Earnings $ 8,100 $ 7,950 $ 10,420 4402 Unrealized Gain (5,849) 0 0 TOTAL 128 - ETIWANDA NO. EQUESTRIAN FACIL. $ 2,251 $ 7,950 $ 10,420 129 - UNDERGROUND UTILITIES 4401 Interest Earnings $ 139,637 $ 137,750 $ 167,740 4402 Unrealized Gain (100,207) 0 0 4813 Underground Utilities Fee 0 25,000 90,000 TOTAL 129 - UNDERGROUND UTILITIES $ 39,430 $ 162,750 $ 257,740 130 - LMD #1 GENERAL CITY 4101 Property Taxes-CY Secured $ 1,229,600 $ 1,228,530 $ 1,232,090 4102 Property Taxes-CY Unsecured 93 0 0 4103 Property Taxes-PY Sec & Unsec 11,650 11,900 11,900 4104 Property Taxes-Penalties/Int. 2,958 2,000 2,000 4401 Interest Earnings 11,495 10,000 16,850 4402 Unrealized Gain (10,050) 0 0 4419 Other Rental/Lease Income 26,632 24,910 24,910 4554 Park Maintenance Fees 5,806 4,450 4,450 4555 Sports Field User Grp Rentals 487 1,000 1,000 4556 Sports Lighting Fees 4,120 22,290 22,290 4901 Other Revenue 108 100 100 4941 Other Revenue - ActiveNet 437 0 0 8001 Transfer In -General Fund 121,360 123,410 135,820 TOTAL 130 - LMD #1 GENERAL CITY $ 1,404,696 $ 1,428,590 $ 1,451,410 131 - LMD #2 VICTORIA Fiscal Year 2018/19 Adopted Budget Page 113 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4101 Property Taxes-CY Secured $ 3,284,024 $ 3,372,930 $ 3,496,470 4103 Property Taxes-PY Sec & Unsec 21,704 29,730 29,730 4104 Property Taxes-Penalties/Int. 6,778 5,000 5,000 4401 Interest Earnings 37,567 31,760 46,380 4402 Unrealized Gain (33,656) 0 0 4554 Park Maintenance Fees 2,003 2,000 2,000 4555 Sports Field User Grp Rentals 859 0 0 8001 Transfer In -General Fund 276,640 293,490 299,540 TOTAL 131 - LMD #2 VICTORIA $ 3,595,919 $ 3,734,910 $ 3,879,120 132 - LMD #3A HYSSOP 4101 Property Taxes-CY Secured $ 3,724 $ 3,730 $ 3,690 4401 Interest Earnings 439 440 530 4402 Unrealized Gain (327) 0 0 TOTAL 132 - LMD #3A HYSSOP $ 3,836 $ 4,170 $ 4,220 133 - LMD #313 MEDIANS 4101 Property Taxes-CY Secured $ 812,347 $ 813,720 $ 820,370 4103 Property Taxes-PY Sec & Unsec 15,364 9,730 9,730 4104 Property Taxes-Penalties/Int. 4,949 970 970 4216 Parking Permits 226,955 240,000 240,000 4401 Interest Earnings 19,705 17,790 27,540 4402 Unrealized Gain (15,718) 0 0 4901 Other Revenue 171 340 340 TOTAL 133 - LMD #313 MEDIANS $ 1,063,773 $ 1,082,550 $ 1,098,950 134 - LMD #4R TERRA VISTA 4101 Property Taxes-CY Secured $ 2,875,015 $ 2,714,850 $ 2,713,340 4103 Property Taxes-PY Sec & Unsec 8,127 12,500 12,500 4104 Property Taxes-Penalties/Int. 1,523 1,250 1,250 4401 Interest Earnings 53,793 47,960 70,110 4402 Unrealized Gain (43,404) 0 0 4554 Park Maintenance Fees 995 2,080 2,080 4555 Sports Field User Grp Rentals 90 500 500 TOTAL 134 - LMD #411 TERRA VISTA $ 2,896,139 $ 2,779,140 $ 2,799,780 135 - LMD #5 ANDOVER 4101 Property Taxes-CY Secured $ 2,493 $ 2,470 $ 2,470 4401 Interest Earnings 467 440 530 4402 Unrealized Gain (338) 0 0 TOTAL 135 - LMD #5 ANDOVER $ 2,622 $ 2,910 $ 3,000 136 - LMD #6R CARYN COMMUNITY 4101 Property Taxes-CY Secured $ 479,101 $ 490,090 $ 504,780 4103 Property Taxes-PY Sec & Unsec 3,445 3,500 3,500 4104 Property Taxes-Penalties/Int. 1,212 350 350 4401 Interest Earnings 4,071 3,410 6,480 4402 Unrealized Gain (3,546) 0 0 8001 Transfer In -General Fund 31,880 52,460 60,370 Fiscal Year 2o18/19 Adopted Budget Page 114 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget TOTAL 136 - LMD #6R CARYN COMMUNITY 137 - LMD #7 NORTH ETIWANDA 4101 Property Taxes-CY Secured 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 4556 Sports Lighting Fees 8868 Transfer In -Fund 868 TOTAL 137 - LMD #7 NORTH ETIWANDA 138 - LMD #8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain TOTAL 138 - LMD #8 SOUTH ETIWANDA 139 - LMD #9 LOWER ETIWANDA 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 TOTAL 139 - LMD #9 LOWER ETIWANDA 140 - LMD #10 RANCHO ETIWANDA 4101 Property Taxes-CY Secured 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 4556 Sports Lighting Fees 4901 Other Revenue 4941 Other Revenue - ActiveNet TOTAL 140 - LMD #10 RANCHO ETIWANDA 141 - LMD 1 CAPITAL REPLACEMENT FUND 4401 Interest Earnings 2017/ 18 2018/19 2016/17 Adopted Adopted Actual Budget Budget $ 516,163 $ 549,810 $ 575,480 $ 934,191 $ 934,130 $ 937,780 7,069 9,610 9,610 1,486 2,250 2,250 11,220 9,130 16,070 (9,583) 0 0 27,028 25,660 25,660 1,525 540 540 (166) 0 0 1,445 5,590 5,590 50,000 50,000 30,000 $ 1,024,215 $ 1,036,910 $ 1,027,500 $ 32,671 $ 33,840 $ 33,920 228 350 350 26 30 30 788 720 1,000 (608) 0 0 $ 33,105 $ 34,940 $ 35,300 $ 171,363 $ 300,150 $ 507,940 562 1,000 1,000 82 380 380 19,570 17,820 16,390 (14,777) 0 0 2,588 2,000 2,000 1,083 500 500 $ 180,471 $ 321,850 $ 528,210 $ 556,912 $ 549,620 $ 573,200 5,340 5,500 5,500 892 1,250 1,250 12,492 11,340 16,000 (9,977) 0 0 25,641 7,500 7,500 920 4,740 4,740 637 2,000 2,000 2,105 7,030 7,030 0 3,500 3,500 1,217 0 0 $ 596,179 $ 592,480 $ 620,720 $ 401 $ 480 $ 1,930 Fiscal Year 2018/19 Adopted Budget Page 115 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 4402 Unrealized Gain 8130 Transfer In -Fund 130 TOTAL 141 - LMD 1 CAPITAL REPLACEMENT FUND 150 - GENERAL CITY STREET LIGHTS 4401 Interest Earnings 4402 Unrealized Gain 8151 Transfer In -Fund 151 8152 Transfer In -Fund 152 8153 Transfer In -Fund 153 8154 Transfer In -Fund 154 8155 Transfer In -Fund 155 8156 Transfer In -Fund 156 8157 Transfer In -Fund 157 8158 Transfer In -Fund 158 TOTAL 150 - GENERAL CITY STREET LIGHTS 151 - SLD #1 ARTERIAL 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4808 Developer Energizing Fee 4930 Advances from Other Funds TOTAL 151 - SLD #1 ARTERIAL 152 - SLD #2 RESIDENTIAL 4101 Property Taxes-CY Secured 4102 Property Taxes-CY Unsecured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4402 Unrealized Gain 4808 Developer Energizing Fee 4930 Advances from Other Funds 8001 Transfer In -General Fund TOTAL 152 - SLD #2 RESIDENTIAL 153 - SLD #3 VICTORIA 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4930 Advances from Other Funds TOTAL 153 - SLD #3 VICTORIA 154 - SLD #4 TERRA VISTA 2017/18 2016/17 Adopted Actual Budget 2018/19 Adopted Budget (390) 0 0 90,000 90,000 90,000 $ 90,011 $ 90,480 $ 91,930 $ 820 $ 830 $ 1,080 (594) 0 0 0 0 47,880 0 0 46,870 0 0 18,580 0 0 8,620 0 0 4,090 0 0 6,410 0 0 12,980 0 0 4,570 $ 226 $ 830 $ 151,080 $ 806,874 $ 805,570 $ 808,040 36 0 0 6,634 5,500 5,500 1,712 1,250 1,250 4,032 2,380 1,520 (3,741) 0 0 435 1,000 1,000 0 4,216,730 0 $ 815,982 $ 5,032,430 $ 817,310 $ 368,262 $ 368,300 $ 371,030 81 0 0 3,196 3,480 3,480 1,074 550 550 (2,314) 0 0 440 1,000 1,000 0 4,586,160 0 350,170 350,170 188,420 $ 720,909 $ 5,309,660 $ 564,480 $ 352,101 $ 351,930 $ 352,870 2,396 3,510 3,510 760 350 350 14,348 13,590 18,640 (10,772) 0 0 0 1,765,020 0 $ 358,833 $ 2,134,400 $ 375,370 Fiscal Year 2o18/19 Adopted Budget Page 116 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4930 Advances from Other Funds TOTAL 154 - SLD #4 TERRA VISTA 155 - SLD #5 CARYN COMMUNITY 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4930 Advances from Other Funds TOTAL 155 - SLD #5 CARYN COMMUNITY 156 - SLD #6 INDUSTRIAL AREA 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4930 Advances from Other Funds TOTAL 156 - SLD #6 INDUSTRIAL AREA 157 - SLD #7 NORTH ETIWANDA 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4808 Developer Energizing Fee 4930 Advances from Other Funds 8001 Transfer In -General Fund 8174 Transfer In -Fund 174 TOTAL 157 - SLD #7 NORTH ETIWANDA 158 - SLD #8 SOUTH ETIWANDA 4101 Property Taxes-CY Secured 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4808 Developer Energizing Fee 4930 Advances from Other Funds TOTAL 158 - SLD #8 SOUTH ETIWANDA 170 - GAS TAX 2105/PROPI I I 4401 Interest Earnings 4402 Unrealized Gain 2017/18 2016/17 Adopted Actual Budget 2018/19 Adopted Budget $ 163,349 $ 162,370 $ 162,300 528 1,600 1,600 102 160 160 6,384 5,100 7,100 (4,815) 0 0 0 918,680 0 $ 165,548 $ 1,087,910 $ 171,160 $ 43,835 $ 43,710 $ 43,710 314 440 440 111 70 70 (1,033) 0 0 0 401,470 0 $ 43,227 $ 445,690 $ 44,220 $ 132,885 $ 133,530 $ 134,590 2,246 750 750 724 130 130 4,925 4,540 6,350 (3,718) 0 0 0 623,010 0 $ 137,062 $ 761,960 $ 141,820 $ 126,489 $ 127,870 $ 128,590 2,908 1,300 1,300 232 400 400 (656) 0 0 342 0 0 0 1,277,650 0 0 105,100 62,590 105,100 0 0 $ 234,415 $ 1,512,320 $ 192,880 $ 70,187 $ 70,250 $ 70,250 263 700 700 37 100 100 24,259 23,640 30,670 (17,635) 0 0 293 0 430 0 316,500 0 $ 77,404 $ 411,190 $ 102,150 $ 38,330 $ 0 $ 0 (28,650) 0 0 Fiscal Year 2018/19 Adopted Budget Page 117 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4720 Gas Tax 2105-Prop 111 984,721 0 0 4745 Other Intergov'tl Reimbursemnt 314 0 0 TOTAL 170 - GAS TAX 2105/PROP111 $ 994,715 $ 0 $ 0 172 - GAS TAX 2106-2107 4401 Interest Earnings $ 5,613 $ 0 $ 0 4402 Unrealized Gain (6,907) 0 0 4721 State Gas Tax-2106 604,924 0 0 4722 State Gas Tax-2107 1,248,467 0 0 4723 State Gas Tax-2107.5 10,000 0 0 TOTAL 172 - GAS TAX 2106-2107 $ 1,862,097 $ 0 $ 0 174 - GAS TAX R&T7360 4401 Interest Earnings $ 42,609 $ 80,190 $ 122,670 4402 Unrealized Gain (30,999) 0 0 4720 Gas Tax 2105-Prop 111 0 1,018,610 1,037,580 4721 State Gas Tax-2106 0 620,010 618,540 4722 State Gas Tax-2107 0 1,315,890 1,288,030 4723 State Gas Tax-2107.5 0 10,000 10,000 4725 Gas Tax R&T7360 467,753 704,660 678,620 4727 State GF Loan Repmt-HUTA 0 200,520 201,590 TOTAL 174 - GAS TAX R&T7360 $ 479,363 $ 3,949,880 $ 3,957,030 176 - MEASURE I 1990-2010 4401 Interest Earnings $ 5,607 $ 3,370 $ 6,350 4402 Unrealized Gain (4,199) 0 0 TOTAL 176 - MEASURE 11990-2010 $ 1,408 $ 3,370 $ 6,350 177 - MEASURE 12010-2040 4401 Interest Earnings $ 54,937 $ 57,160 $ 55,060 4402 Unrealized Gain (43,868) 0 0 4715 Measure I Local St Allotment 2,970,566 3,029,740 3,128,210 TOTAL 177 - MEASURE I 2010-2040 $ 2,981,635 $ 3,086,900 $ 3,183,270 178 - SB 140 4402 Unrealized Gain $ (302) $ 0 $ 0 TOTAL 178 - SB 140 $ (302) $ 0 $ 0 179 - ROAD MAINT & REHAB ACCT 4401 Interest Earnings $ 0 $ 0 $ 4,630 4726 Road Maint & Rehab Acct Rev 0 1,010,620 2,944,660 TOTAL 179 - ROAD MAINT & REHAB ACCT $ 0 $ 1,010,620 $ 2,949,290 181 - SB 1 - TCEP 4740 Grant Income $ 0 $ 0 $ 7,850,000 TOTAL 181 - SB 1 - TCEP $ 0 $ 0 $ 7,850,000 182 - AB 2928 TRAFFIC CONGEST RELIEF 4402 Unrealized Gain $ (2,547) $ 0 $ 0 Fiscal Year 2o18/19 Adopted Budget Page 118 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TOTAL 182 - AB 2928 TRAFFIC CONGEST RELIEF $ (2,547) $ 0 $ 0 188 - INTEGRATED WASTE MANAGEMENT 4134 Integrated Waste Mgmt Fee $ 1,134,367 $ 1,254,470 $ 1,296,330 4220 Other Licenses & Permits 952 1,000 1,000 4401 Interest Earnings 33,010 31,830 45,520 4402 Unrealized Gain (25,838) 0 0 4590 Administrative Fee-C&D Program 27,033 33,000 33,000 4901 Other Revenue 436,915 525,000 325,000 4923 Misc. Other Financing Sources 317,548 0 0 TOTAL 188 - INTEGRATED WASTE MANAGEMENT $ 1,923,987 $ 1,845,300 $ 1,700,850 190 - PROP 42-TRAFFIC CONGESTION MIT 4401 Interest Earnings $ 2,448 $ 2,430 $ 3,180 4402 Unrealized Gain (1,772) 0 0 TOTAL 190 - PROP 42-TRAFFIC CONGESTION MIT $ 676 $ 2,430 $ 3,180 194 - PROPOSITION 1B STATE FUNDING 4401 Interest Earnings $ 2,901 $ 2,850 $ 3,730 4402 Unrealized Gain (2,087) 0 0 TOTAL 194 - PROPOSITION 1B STATE FUNDING $ 814 $ 2,850 $ 3,730 195 - STATE ASSET SEIZURE 4401 Interest Earnings $ 1,509 $ 1,570 $ 1,210 4402 Unrealized Gain (1,045) 0 0 4740 Grant Income 13,629 0 0 TOTAL 195 - STATE ASSET SEIZURE $ 14,093 $ 1,570 $ 1,210 196 - CA ASSET SEIZURE 15% 4401 Interest Earnings $ 63 $ 90 $ 100 4402 Unrealized Gain (49) 0 0 4740 Grant Income 2,405 0 0 TOTAL 196 - CA ASSET SEIZURE 15% $ 2,419 $ 90 $ 100 197 - FEDERAL ASSET SEIZURE 4401 Interest Earnings $ (13) $ 190 $ 0 4402 Unrealized Gain (98) 0 0 TOTAL 197 - FEDERAL ASSET SEIZURE $ (111) $ 190 $ 0 198 - CITYWIDE INFRASTRUCTURE IMPRV 4401 Interest Earnings $ 330,026 $ 295,070 $ 378,480 4402 Unrealized Gain (231,396) 0 0 4740 Grant Income 30,064 0 0 4745 Other Intergov'tl Reimbursemnt 3,761,699 1,250,000 1,250,000 4823 Traffic Mitigation Fee 0 0 2,000 4901 Other Revenue 568,942 0 0 TOTAL 198 - CITYWIDE INFRASTRUCTURE IMPRV $ 4,459,335 $ 1,545,070 $ 1,630,480 204 - COMMUNITY DEVELOPMENT BLK GRNT Page 119 Fiscal Year 2o18/19 Adopted Budget City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4402 Unrealized Gain $ (2,441) $ 0 $ 0 4740 Grant Income 678,206 835,300 1,780,140 4741 Program Income 169,811 350,000 350,000 TOTAL 204 - COMMUNITY DEVELOPMENT BLK GRNT $ 845,576 $ 1,185,300 $ 2,130,140 209 - FEDERAL SAFETEA-LU 4401 Interest Earnings $ 6,364 $ 0 $ 480 4402 Unrealized Gain (51) 0 0 4740 Grant Income 833,891 2,127,750 600,000 TOTAL 209 - FEDERAL SAFETEA-LU $ 840,204 $ 2,127,750 $ 600,480 211 - PROP 1B - SLPP 4401 Interest Earnings $ (162) $ 0 $ 50 4402 Unrealized Gain (24) 0 0 4740 Grant Income 0 19,920 19,920 TOTAL 211 - PROP 111 - SLPP $ (186) $ 19,920 $ 19,970 214 - PEDESTRIAN GRANT/ART 3 4740 Grant Income 0 0 43,000 TOTAL 214 - PEDESTRIAN GRANT/ART 3 $ 0 $ 0 $ 43,000 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 4402 Unrealized Gain $ (141) $ 0 $ 0 4740 Grant Income 52,440 9,730 9,730 4905 Contributions/Fundraising 10,000 9,510 9,510 4914 Non -Abated Reimbursements 460 360 360 TOTAL 218 - PUBLIC RESRCE GRNTS/HEALTHY RC $ 62,759 $ 19,600 $ 19,600 225 - CA RECYC/LITTER REDUCTION GRNT 4402 Unrealized Gain $ (341) $ 0 $ 0 4740 Grant Income 67,817 50,070 70,840 4901 Other Revenue 1,500 0 0 TOTAL 225 - CA RECYC/LITTER REDUCTION GRNT $ 68,976 $ 50,070 $ 70,840 226 - USED OIL RECYCLING GRANT 4402 Unrealized Gain $ (54) $ 0 $ 0 4740 Grant Income 15,294 0 0 TOTAL 226 - USED OIL RECYCLING GRANT $ 15,240 $ 0 $ 0 227 - USED OIL RECYCLING PROGRAM 4401 Interest Earnings $ 154 $ 230 $ 530 4402 Unrealized Gain (278) 0 0 4740 Grant Income 49,811 40,260 47,000 TOTAL 227 - USED OIL RECYCLING PROGRAM $ 49,687 $ 40,490 $ 47,530 234 - SAFE ROUTES TO SCHOOL PROGRAM 4740 Grant Income 29,822 178,070 145,610 TOTAL 234 - SAFE ROUTES TO SCHOOL PROGRAM $ 29,822 $ 178,070 $ 145,610 Fiscal Year 2018/19 Adopted Budget Page 120 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 235 - PROP 84 PARK BOND ACT 4740 Grant Income $ 3,507,772 $ 0 $ 0 TOTAL 235 - PROP 84 PARK BOND ACT $ 3,507,772 $ 0 $ 0 239 - FEDERAL GRANT FUNDS-DREIER 4402 Unrealized Gain $ (97) $ 0 $ 0 TOTAL 239 - FEDERAL GRANT FUNDS-DREIER $ (97) $ 0 $ 0 250 - RECREATION SERVICES 4401 Interest Earnings $ 31,988 $ 29,420 $ 35,040 4402 Unrealized Gain (25,285) 0 0 4419 Other Rental/Lease Income 155,581 702,770 727,500 4439 Other Rental/Lease Inc.-ANet 575,829 0 0 4520 Recreation Fees 59,190 2,103,960 2,013,850 4571 Sale of Taxable Items (628) 26,000 26,000 4581 Ticket Sales 46,547 50,950 55,570 4586 Advertising Revenue 500 2,500 2,500 4588 Theatre Rental Ticket Sales (5,550) 0 0 4591 Recreation Fees - ActiveNet 1,824,935 0 0 4592 Sale of Tax Items - ActiveNet 621 0 0 4596 Advertising Revenue -ActiveNet 360 0 0 4901 Other Revenue 29,917 136,760 186,630 4905 Contributions/Fundraising 108,461 106,040 116,690 4914 Non -Abated Reimbursements 0 17,890 0 4941 Other Revenue - ActiveNet 164,537 0 0 4946 Fee Revenue - ActiveNet (26,786) 0 0 TOTAL 250 - RECREATION SERVICES $ 2,940,217 $ 3,176,290 $ 3,163,780 255 - VG CULTURAL CENTER 4401 Interest Earnings $ 5,912 $ 5,510 $ 7,280 4402 Unrealized Gain (4,818) 0 0 4419 Other Rental/Lease Income 128,173 351,250 361,500 4439 Other Rental/Lease Inc.-ANet 148,003 0 0 4520 Recreation Fees 0 63,520 61,070 4522 Processing Fees 55,301 56,180 80,840 4523 Web Sales Fees 4,377 0 0 4571 Sale of Taxable Items 2,769 1,300 1,300 4581 Ticket Sales 785,198 787,000 748,530 4586 Advertising Revenue 2,250 11,500 14,750 4588 Theatre Rental Ticket Sales 6,075 0 0 4591 Recreation Fees - ActiveNet 38,707 0 0 4596 Advertising Revenue -ActiveNet 3,000 0 0 4901 Other Revenue 45,605 52,500 72,500 4905 Contributions/Fundraising 125,063 133,750 137,000 4941 Other Revenue - ActiveNet 16,511 0 0 TOTAL 255 - VG CULTURAL CENTER $ 1,362,126 $ 1,462,510 $ 1,484,770 272 - FREEDOM COURTYARD RSRC GRANTS 4401 Interest Earnings $ 0 $ 30 $ 40 Fiscal Year 2o18/19 Adopted Budget Page 121 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 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 4104 Property Taxes-Penalties/Int. 4105 Property Taxes -Supplemental 4113 Property Tax- Post RDA Res Blc 4312 Library Fines and Fees 4401 Interest Earnings 4402 Unrealized Gain 4410 Media Rentals 4419 Other Rental/Lease Income 4515 Information Service Fees 4565 Passport Processing Fees 4567 Passport Photo Fees 4570 Sale of Printed Materials 4591 Recreation Fees - ActiveNet 4690 Contract Classes -Library 4691 Program Revenue -Library 4740 Grant Income 4901 Other Revenue 4907 Private Contributions Library 4909 RC Library Foundation Support 4911 Reimbursement from Other Funds 4914 Non -Abated Reimbursements 4941 Other Revenue - ActiveNet 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) 299 - LIBRARY DEVELOPMENT FUND 4401 Interest Earnings 4402 Unrealized Gain 4575 Exhibit Sales TOTAL 299 - LIBRARY DEVELOPMENT FUND 301 - THE BIG READ LIBRARY GRANT 4402 Unrealized Gain 2017/ 18 2016/17 Adopted Actual Budget 2018/19 Adopted Budget $ 0 $ 30 $ 40 $ 3,715,778 $ 3,863,750 $ 4,085,350 91,388 94,650 100,220 46,976 51,060 51,510 26,724 0 0 57,551 60,060 63,100 178,275 140,340 140,340 153,756 160,000 0 47,865 41,950 67,460 (43,474) 0 0 59,364 80,000 0 0 2,000 2,000 216 600 100 141,273 120,000 120,000 32,864 30,000 24,000 27,038 24,000 24,000 0 0 10,000 0 25,500 25,500 0 15,000 15,000 14,116 25,000 25,000 462 420 125,940 150,000 130,000 137,000 98,500 65,000 65,000 0 2,500 2,500 0 0 17,630 (20) 0 0 $ 4,798,652 $ 4,931,830 $ 5,101,650 $ (896) $ 0 $ 0 $ 3,046 $ 2,560 $ 3,840 (2,160) 0 0 6,706 71,950 0 $ 7,592 $ 74,510 $ 3,840 $ 423 $ 520 $ 960 (264) 0 0 18,627 20,000 20,000 $ 18,786 $ 20,520 $ 20,960 $ (224) $ 0 $ 0 Fiscal Year 2018/19 Adopted Budget Page 122 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4740 Grant Income 3,491 0 0 TOTAL 301 - THE BIG READ LIBRARY GRANT $ 3,267 $ 0 $ 0 302 - LIBRARY SERVICES & TECH. ACT 4402 Unrealized Gain $ (316) $ 0 $ 0 TOTAL 302 - LIBRARY SERVICES & TECH. ACT $ (316) $ 0 $ 0 310 - PUBLIC LIBRARY BOND ACT-2000 4402 Unrealized Gain (267) 0 0 4740 Grant Income 267 0 0 329 - LIBRARY CAPITAL FUND 4401 Interest Earnings $ 12,617 $ 14,460 $ 14,200 4402 Unrealized Gain (11,466) 0 0 TOTAL 329 - LIBRARY CAPITAL FUND $ 1,151 $ 14,460 $ 14,200 354 - COP'S PROGRAM GRANT -STATE 4402 Unrealized Gain $ (5,576) $ 0 $ 0 4740 Grant Income 352,710 200,000 200,000 TOTAL 354 - COP'S PROGRAM GRANT -STATE $ 347,134 $ 200,000 $ 200,000 361 - JUSTICE ASSISTANCE GRANT(JAG) 4402 Unrealized Gain $ (435) $ 0 $ 0 4740 Grant Income 25,507 47,000 47,000 TOTAL 361 - JUSTICE ASSISTANCE GRANT(JAG) $ 25,072 $ 47,000 $ 47,000 370 - OTS-"DRINK,DRIVE,LOSE" GRANT 4402 Unrealized Gain (122) 0 0 4740 Grant Income 122 0 0 373 - COPS SECURE OUR SCHOOLS GRANT 4402 Unrealized Gain $ (97) $ 0 $ 0 TOTAL 373 - COPS SECURE OUR SCHOOLS GRANT $ (97) $ 0 $ 0 380 - HOMELAND SECURITY GRANT -FIRE 4402 Unrealized Gain $ (243) $ 0 $ 0 4740 Grant Income 33,124 0 0 TOTAL 380 - HOMELAND SECURITY GRANT -FIRE $ 32,881 $ 0 $ 0 381 - HOMELAND SECURITY GRANT -POLICE 4740 Grant Income 18,877 68,070 15,530 TOTAL 381 - HOMELAND SECURITY GRANT -POLICE $ 18,877 $ 68,070 $ 15,530 383 - EMERGENCY MGMT PERFORMNCE GRNT 4401 Interest Earnings $ 2 $ 0 $ 0 4740 Grant Income 33,218 33,220 27,030 TOTAL 383 - EMERGENCY MGMT PERFORMNCE GRNT $ 33,220 $ 33,220 $ 27,030 396 - HOUSING SUCCESSOR AGENCY 4401 Interest Earnings $ 865,274 $ 80,960 $ 94,660 4402 Unrealized Gain (72,169) 0 0 Fiscal Year 2o18/19 Adopted Budget Page 123 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4441 Sale of Land Held for Resale 530,000 0 0 4901 Other Revenue 85,751 12,000 12,000 TOTAL 396 - HOUSING SUCCESSOR AGENCY $ 1,408,856 $ 92,960 $ 106,660 600 - AD 82-1 6TH ST INDUSTRIAL 4401 Interest Earnings $ 158 $ 160 $ 210 4402 Unrealized Gain (97) 0 0 TOTAL 600 - AD 82-1 6TH ST INDUSTRIAL $ 61 $ 160 $ 210 602 - AD 84-1 DAY CREEK/MELLO 4401 Interest Earnings $ 13,428 $ 13,160 $ 17,260 4402 Unrealized Gain (9,708) 0 0 TOTAL 602 - AD 84-1 DAY CREEKIMELLO $ 3,720 $ 13,160 $ 17,260 612 - CFD 2001-01 4401 Interest Earnings $ 5,959 $ 5,840 $ 7,650 4402 Unrealized Gain (4,296) 0 0 TOTAL 612 - CFD 2001-01 $ 1,663 $ 5,840 $ 7,650 614 - CFD 2003-01 PROJECT FUND 4401 Interest Earnings $ 161 $ 0 $ 0 4402 Unrealized Gain (35) 0 0 TOTAL 614 - CFD 2003-01 PROJECT FUND $ 126 $ 0 $ 0 615 - CFD 2003-01 CULTURAL CENTER 4401 Interest Earnings $ 175 $ 0 $ 0 TOTAL 615 - CFD 2003-01 CULTURAL CENTER $ 175 $ 0 $ 0 617 - CFD 2004-01 RANCHO ETIWANDA ES 4401 Interest Earnings $ 72 $ 60 $ 80 4402 Unrealized Gain (24) 0 0 TOTAL 617 - CFD 2004-01 RANCHO ETIWANDA ES $ 48 $ 60 $ 80 680 - CFD 2006-01 VINTNER'S GROVE 4401 Interest Earnings $ 0 $ 30 $ 30 TOTAL 680 - CFD 2006-01 VINTNER'S GROVE $ 0 $ 30 $ 30 681 - CFD 2006-02 AMADOR ON ROUTE 66 4401 Interest Earnings $ 63 $ 80 $ 100 4402 Unrealized Gain (49) 0 0 TOTAL 681 - CFD 2006-02 AMADOR ON ROUTE 66 $ 14 $ 80 $ 100 700 - SPORTS COMPLEX 4126 Admissions Tax $ 127,934 $ 90,000 $ 90,000 4402 Unrealized Gain (9,815) 0 0 4411 Special Event Rental 36,500 4,000 7,000 4419 Other Rental/Lease Income 50,146 178,920 178,920 4426 Stadium Lease -Minimum Rent 98,000 103,000 100,000 4431 Special Event Rental-ActiveNet 930 0 0 Fiscal Year 2018/19 Adopted Budget Page 124 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 4439 Other Rental/Lease Inc.-ANet 26,755 0 42,500 4520 Recreation Fees 89,214 103,350 85,260 4554 Park Maintenance Fees 4,041 0 4,410 4556 Sports Lighting Fees 912 3,220 3,220 4562 Maintenance Fees 56,775 0 6,250 4580 Stadium Security Reimbursement 37,565 34,150 34,150 4583 Baseball Security Reimb. 27,713 47,320 47,320 4585 Parking Fees -Sports Complex 2,000 0 0 4901 Other Revenue 174 0 1,500 4914 Non -Abated Reimbursements 23,340 0 0 4941 Other Revenue - ActiveNet 2,284 0 0 8001 Transfer In -General Fund 1,429,627 2,050,490 2,067,420 TOTAL 700 - SPORTS COMPLEX $ 2,004,095 $ 2,614,450 $ 2,667,950 702 - REGIS CONNECT 4401 Interest Earnings $ 697 $ 400 $ 320 4402 Unrealized Gain (608) 0 0 4670 REGIS Connect Service Fees 114,120 105,280 105,280 TOTAL 702 - REGIS CONNECT $ 114,209 $ 105,680 $ 105,600 705 - MUNICIPAL UTILITY 4401 Interest Earnings 123,698 112,450 212,300 4402 Unrealized Gain (91,091) 0 0 4601 Monthly Srvc Fee -Electric Util 559,515 590,000 525,000 4602 Commodity Fee -Electric Util. 10,146,049 10,912,000 12,000,000 4603 New Srvc Activation Fee-Util. 25,808 15,000 35,000 4604 Dist Line Ext Fee-Elec Utility 18,952 200,000 250,000 4605 Wholesale Energy Sales & Cntrt 230,816 150,000 450,000 4608 Standby Demand Fee 91,320 91,320 91,320 4610 Late Fee -Electric Utility 10,767 10,000 14,000 4621 Med Supp Assist (Contra -Rev) (50) 0 0 4622 Economic Dev (Contra -Revenue) (116,792) 0 0 4735 ARB-Cap and Trade Revenue 481,522 320,000 325,000 4901 Other Revenue 22,766 10,000 0 4915 Bad Debt Recovery 111 0 0 TOTAL 705 - MUNICIPAL UTILITY $ 11,503,391 $ 12,410,770 $ 13,902,620 706 - UTILITY PUBLIC BENEFIT FUND 4401 Interest Earnings $ 8,529 $ 6,310 $ 6,780 4402 Unrealized Gain (6,379) 0 0 4609 Public Benefit Fund-Elec Util 265,268 300,000 300,000 4901 Other Revenue 549 0 0 TOTAL 706 - UTILITY PUBLIC BENEFIT FUND $ 267,967 $ 306,310 $ 306,780 708 - RCMU CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 54,366 $ 52,530 $ 69,390 4402 Unrealized Gain (35,250) 0 0 TOTAL 708 - RCMU CAPITAL REPLACEMENT FUND $ 19,116 $ 52,530 $ 69,390 Fiscal Year 2o18/19 Adopted Budget Page 125 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 711 - FIBER OPTIC NETWORK 4402 Unrealized Gain (108) 0 0 4419 Other Rental/Lease Income 23,750 39,670 75,000 4446 Fiber License Revenue 0 0 275,000 4911 Reimbursement from Other Funds 0 7,280 4,950 4921 Long -Term Debt Proceeds 0 2,150,000 2,100,000 4951 Contributions from City 4,560,732 0 0 TOTAL 711 - FIBER OPTIC NETWORK $ 4,584,374 $ 2,196,950 $ 2,454,950 712 - EQUIPNEHICLE REPLACEMENT 4401 Interest Earnings $ 51,388 $ 57,560 $ 34,650 4402 Unrealized Gain (39,245) 0 0 4540 Intragovernmental User Fees 0 0 300,000 8105 TRANSFER IN - FUND 105 30,000 0 0 TOTAL 712 - EQUIPNEHICLE REPLACEMENT $ 42,143 $ 57,560 $ 334,650 714 - COMP EQUIP/TECH REPLCMENT FUND 4401 Interest Earnings $ 28,235 $ 27,960 $ 18,340 4402 Unrealized Gain (21,468) 0 0 4419 Other Rental/Lease Income 82,386 0 0 4540 Intragovernmental User Fees 261,190 349,180 421,550 8001 Transfer In -General Fund 396,740 0 0 8020 Transfer In -Fund 020 167,420 182,940 182,940 TOTAL 714 - COMP EQUIP/TECH REPLCMENT FUND $ 914,503 $ 560,080 $ 622,830 838 - AD 91-2 REDEMPTION -DAY CANYON 4101 Property Taxes-CY Secured $ 32,167 $ 31,870 $ 32,580 4103 Property Taxes-PY Sec & Unsec 277 500 500 4104 Property Taxes-Penalties/Int. 42 150 150 4401 Interest Earnings 456 570 550 4402 Unrealized Gain (438) 0 0 TOTAL 838 - AD 91-2 REDEMPTION -DAY CANYON $ 32,504 $ 33,090 $ 33,780 847 - PD 85 CAPITAL REPLACEMENT FUND 4401 Interest Earnings $ 468 $ 690 $ 2,360 4402 Unrealized Gain (457) 0 0 8848 Transfer In -Fund 848 116,800 116,800 116,800 TOTAL 847 - PD 85 CAPITAL REPLACEMENT FUND $ 116,811 $ 117,490 $ 119,160 848 - PD 85 REDEMPTION FUND 4101 Property Taxes-CY Secured $ 1,147,391 $ 1,123,840 $ 1,149,560 4102 Property Taxes-CY Unsecured 78 0 0 4103 Property Taxes-PY Sec & Unsec 11,152 11,500 11,500 4104 Property Taxes-Penalties/Int. 3,809 2,500 2,500 4401 Interest Earnings 13,936 13,790 20,970 4402 Unrealized Gain (11,528) 0 0 4419 Other Rental/Lease Income 116,394 107,450 107,450 4554 Park Maintenance Fees 4,765 6,500 6,500 4555 Sports Field User Grp Rentals (599) 650 650 Fiscal Year 2018/19 Adopted Budget Page 126 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 4556 Sports Lighting Fees 4901 Other Revenue 8001 Transfer In -General Fund TOTAL 848 - PD 85 REDEMPTION FUND 868 - CFD 2000-03 PARK MAINTENANCE 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 TOTAL 868 - CFD 2000-03 PARK MAINTENANCE TOTAL CITY OF RANCHO CUCAMONGA R.C. FIRE PROTECTION DISTRICT 281 - FIRE 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 4110 Homeowners Exemption 4112 Property Tax- Post RDA 4211 Fire Permits 4309 False Alarm Fees 4313 Other Fines & Forfeitures 4316 Weed Abatement 4401 Interest Earnings 4402 Unrealized Gain 4419 Other Rental/Lease Income 4440 Sale of Fixed Assets 4501 Plan Check Fees 4546 FSD Fees 4548 D.U.I. Recovery 4549 Hazmat Recovery 4553 Fire Maintenance Fees 4901 Other Revenue 4913 State Mandate Reimbursement 4914 Non -Abated Reimbursements 4916 Reimbursement from OPEB Trust 4941 Other Revenue - ActiveNet TOTAL 281 - FIRE FUND 282 - COMMUNITY FACILITIES DIST 85-1 4101 Property Taxes-CY Secured 2017/18 2016/17 Adopted Actual Budget 2018/19 Adopted Budget 10,930 39,220 39,220 331 500 500 .D 1,JG /,GJ7 .D 1,JV7,7`FV .D 1,JJJ,IVV $ 442,098 $ 445,130 $ 466,600 1,755 3,600 3,600 237 1,250 1,250 4,957 4,160 5,710 (4,361) 0 0 200 0 0 169 0 0 $ 445,055 $ 454,140 $ 477,160 $ 152,637,710 $ 164,882,620 $ 167,060,320 $ 15,614,616 $ 16,091,400 $ 17,185,110 629,932 693,360 693,290 300,052 460,240 330,230 111,690 165,390 122,920 292,664 408,710 322,100 581,035 590,210 573,550 182,090 168,130 171,240 6,569,388 5,927,780 5,761,500 13,525 19,880 16,500 3,562 1,500 4,000 3,744 3,200 8,000 72,798 62,000 62,000 655,074 314,080 404,510 (292,099) 0 0 92,932 95,300 97,890 15,562 0 0 0 3,500 1,000 0 140 140 0 280 280 0 900 900 1,026 1,000 1,000 29,324 10,100 10,600 0 19,000 0 488,014 591,800 691,800 764,987 A.9[, 1,031,740 I AAA 845,520 7 A.. $ 5,906,131 $ 5,940,580 $ 6,006,190 Fiscal Year 2018/19 Adopted Budget Page 127 City of Rancho Cucamonga Revenue Detail All Funds Fiscal Year 2018/19 Adopted Budget 4103 Property Taxes-PY Sec & Unsec 4104 Property Taxes-Penalties/Int. 4401 Interest Earnings 4402 Unrealized Gain 4552 CFD Annexation Fees 8281 Transfer In -Fire Fund 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. 4402 Unrealized Gain 4552 CFD Annexation Fees 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 8714 Transfer In -Fund 714 TOTAL 288 - FIRE PROTECTION CAPITAL FUND TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 58,348 36,220 30,610 19,110 7,620 19,300 36,454 30,140 39,820 (25,884) 0 0 0 1,800 0 0 16,090 0 $ 5,994,159 $ 6,032,450 $ 6,095,920 $ 1,209,190 $ 1,217,140 $ 1,230,760 9,880 9,290 8,020 2,040 2,060 1,970 (6) 0 0 0 560 0 961,630 1,089,550 1,205,190 $ 2,182,734 $ 2,318,600 $ 2,445,940 $ 315 $ 300 $ 350 (208) 0 0 336 1,000 1,000 $ 443 $ 1,300 $ 1,350 $ 6,357,388 $ 7,444,820 $ 8,306,070 16,447 0 0 527,924 454,540 482,720 (341,200) 0 0 1,866 7,440 17,000 3,760 0 0 $ 6,566,185 $ 0 7,906,800 $ 0, 8,805,790 AA LCL non A, -.11-C Ail- I- $ 193,514,625 $ 207,804,810 $ 211,716,800 Fiscal Year 2018/19 Adopted Budget Page 128 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2018/19 Adopted Budget 2016/17 Actual 2017/18 Adopted Budget 2018/19 Adopted Budget CITY OF RANCHO CUCAMONGA GENERAL FUND 001 - GENERAL FUND $ 76,453,334 $ 80,757,570 $ 83,919,400 TOTAL GENERAL FUND $ 76,453,334 $ 80,757,570 $ 83,919,400 OTHER GENERAL FUNDS 003 - REIMB ST/COUNTY PARKING CIT $ 83,044 $ 91,670 $ 122,670 006 - CVWD REIMBURSEMENTS 390,973 325,000 350,000 008 - CNTY OF S. B. REIMBURSEMENTS 90,959 96,050 0 016 - COMM DEV TECHNICAL SRVCS FUND 32,581 55,610 318,490 017 - LAW ENFORCEMENT RESERVE 27,099 92,910 96,270 018 - TRAFFIC SAFETY 423,607 369,120 397,430 019 - INFO TECHNOLOGY -DEVELOPMENT 132,800 164,410 166,440 020 - CITY TECHNOLOGY FEE FUND 152,844 182,970 183,320 022 - MOBILE HOME PARK PROGRAM 19,617 20,580 21,160 023 - SB1186 CERT ACCESS SPEC PROG 8,179 8,080 19,130 025 - CAPITAL RESERVE 1,464,108 1,771,260 2,033,010 073 - BENEFITS CONTINGENCY 18,299 45,360 37,380 TOTAL OTHER GENERAL FUNDS $ 2,844,110 $ 3,223,020 $ 3,745,300 SPECIAL REVENUE 100 - ASSESSMENT DISTRICTS ADMIN $ 992,514 $ 958,000 $ 889,510 101 - AD 93-1 MASI COMMERCE CENTER 256 130 170 105 - AB2766 AIR QUALITY IMPROVEMENT 316,451 1,705,790 856,750 110 - BEAUTIFICATION 3,392 9,440 12,000 111 - PARK LAND ACQUISITION 1,071,156 131,990 199,860 112 - DRAINAGE FAC/GENERAL 493,999 117,440 541,300 113 - COMMUNITY/REC CENTER DEVELPMNT 421,403 50,710 77,710 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 115,372 79,980 81,390 115 - HENDERSON/WARDMAN DRAINAGE (8,526) 0 0 116 - ETIWANDA DRAINAGE 142,806 99,650 105,620 118 - UPPER ETIWANDA DRAINAGE 1,901 6,560 8,600 119 - PARK IMPROVEMENT 617,686 71,020 111,210 120 - PARK DEVELOPMENT 42,009 145,210 183,920 122 - SOUTH ETIWANDA DRAINAGE 2,141 7,560 12,380 123 - LIBRARY IMPACT FEE 183,754 53,260 57,060 124 - TRANSPORTATION 3,998,553 3,245,840 3,992,200 125 - ANIMAL CENTER IMPACT FEE 34,505 15,730 16,480 126 - LOWER ETIWANDA DRAINAGE 2,027 6,980 9,150 127 - POLICE IMPACT FEE 120,578 41,720 44,640 128 - ETIWANDA NO. EQUESTRIAN FACIL. 2,251 7,950 10,420 129 - UNDERGROUND UTILITIES 39,430 162,750 257,740 130 - LMD #1 GENERAL CITY 1,404,697 1,428,590 1,451,410 131 - LMD #2 VICTORIA 3,595,919 3,734,910 3,879,120 132 - LMD #3A HYSSOP 3,836 4,170 4,220 133 - LMD #313 MEDIANS 1,063,774 1,082,550 1,098,950 134 - LMD #4R TERRA VISTA 2,896,139 2,779,140 2,799,780 135 - LMD #5 ANDOVER 2,622 2,910 3,000 136 - LMD #6R CARYN COMMUNITY 516,163 549,810 575,480 137 - LMD #7 NORTH ETIWANDA 1,024,214 1,036,910 1,027,500 Fiscal Year 2018/19 Adopted Budget Page 129 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 138 - LMD #8 SOUTH ETIWANDA 33,105 34,940 35,300 139 - LMD #9 LOWER ETIWANDA 180,471 321,850 528,210 140 - LMD #10 RANCHO ETIWANDA 596,180 592,480 620,720 141 - LMD 1 CAPITAL REPLACEMENT FUND 90,011 90,480 91,930 150 - GENERAL CITY STREET LIGHTS 226 830 151,080 151 - SLD 91 ARTERIAL 815,981 5,032,430 817,310 152 - SLD #2 RESIDENTIAL 720,908 5,309,660 564,480 153 - SLD #3 VICTORIA 358,833 2,134,400 375,370 154 - SLD #4 TERRA VISTA 165,548 1,087,910 171,160 155 - SLD #5 CARYN COMMUNITY 43,228 445,690 44,220 156 - SLD #6 INDUSTRIAL AREA 137,062 761,960 141,820 157 - SLD #7 NORTH ETIWANDA 234,416 1,512,320 192,880 158 - SLD #8 SOUTH ETIWANDA 77,405 411,190 102,150 170 - GAS TAX 2105/PROP111 994,715 0 0 172 - GAS TAX 2106-2107 1,862,096 0 0 174 - GAS TAX R&T7360 479,363 3,949,880 3,957,030 176 - MEASURE 1 1990-2010 1,408 3,370 6,350 177 - MEASURE 12010-2040 2,981,634 3,086,900 3,183,270 178 - SB 140 (302) 0 0 179 - ROAD MAINT & REHAB ACCT 0 1,010,620 2,949,290 181 - SB 1 - TCEP 0 0 7,850,000 182 - AB 2928 TRAFFIC CONGEST RELIEF (2,547) 0 0 188 - INTEGRATED WASTE MANAGEMENT 1,923,987 1,845,300 1,700,850 190 - PROP 42-TRAFFIC CONGESTION MIT 677 2,430 3,180 194 - PROPOSITION I STATE FUNDING 814 2,850 3,730 195 - STATE ASSET SEIZURE 14,092 1,570 1,210 196 - CA ASSET SEIZURE 15% 2,420 90 100 197 - FEDERAL ASSET SEIZURE (111) 190 0 198 - CITYWIDE INFRASTRUCTURE IMPRV 4,459,335 1,545,070 1,630,480 204 - COMMUNITY DEVELOPMENT BLK GRNT 845,577 1,185,300 2,130,140 209 - FEDERAL SAFETEA-LU 840,204 2,127,750 600,480 211 - PROP 113 - SLPP (186) 19,920 19,970 214 - PEDESTRIAN GRANT/ART 3 0 0 43,000 218 - PUBLIC RESRCE GRNTS/HEALTHY RC 62,759 19,600 19,600 225 - CA RECYC/LITTER REDUCTION GRNT 68,976 50,070 70,840 226 - USED OIL RECYCLING GRANT 15,240 0 0 227 - USED OIL RECYCLING PROGRAM 49,687 40,490 47,530 234 - SAFE ROUTES TO SCHOOL PROGRAM 29,822 178,070 145,610 235 - PROP 84 PARK BOND ACT 3,507,772 0 0 239 - FEDERAL GRANT FUNDS-DREIER (97) 0 0 250 - RECREATION SERVICES 2,940,218 3,176,290 3,163,780 255 - VG CULTURAL CENTER 1,362,127 1,462,510 1,484,770 272 - FREEDOM COURTYARD RSRC GRANTS 0 30 40 290 - LIBRARY FUND 4,798,653 4,931,830 5,101,650 291 - CA STATE LIBRARY 73,907 0 30,000 292 - STAFF INNOVATION FD (CA ST LB) 7,591 74,510 3,840 299 - LIBRARY DEVELOPMENT FUND 18,786 20,520 20,960 301 - THE BIG READ LIBRARY GRANT 3,267 0 0 302 - LIBRARY SERVICES & TECH. ACT (316) 0 0 329 - LIBRARY CAPITAL FUND 1,151 14,460 14,200 354 - COP'S PROGRAM GRANT -STATE 347,133 200,000 200,000 Fiscal Year 2018/19 Adopted Budget Page 130 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2018/19 Adopted Budget 361 - JUSTICE ASSISTANCE GRANT(JAG) 373 - COPS SECURE OUR SCHOOLS 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 600 - AD 82-1 6TH ST INDUSTRIAL 602 - AD 84-1 DAY CREEK/MELLO 612 - CFD 2001-01 614 - CFD 2003-01 PROJECT FUND 615 - CFD 2003-01 CULTURAL CENTER 617 - CFD 2004-01 RANCHO ETIWANDA ES 680 - CFD 2006-01 VINTNER'S GROVE 681 - CFD 2006-02 AMADOR ON ROUTE 66 TOTAL CAPITAL PROJECTS ENTERPRISE FUNDS 700 - SPORTS COMPLEX 702 - REGIS CONNECT 705 - MUNICIPAL UTILITY 706 - UTILITY PUBLIC BENEFIT FUND 708 - RCMU CAPITAL REPLACEMENT FUND 711 - FIBER OPTIC NETWORK 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 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 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 25,072 47,000 47,000 (97) 0 0 32,881 0 0 18,877 68,070 15,530 33,220 33,220 27,030 1,408,856 92,960 106,660 32,504 33,090 33,780 116,810 117,490 119,160 1,527,239 1,509,940 1,553,100 AA,; ncs a5a Ian A77 16n $ 53,884,665 $ 62,578,370 $ 58,905,520 $ 61 $ 160 $ 210 3,719 13,160 17,260 1,663 5,840 7,650 125 0 0 175 0 0 48 60 80 0 30 30 15 80 100 $ 5,806 $ 19,330 $ 25,330 $ 2,004,094 $ 2,614,450 $ 2,667,950 114,209 105,680 105,600 11,503,392 12,410, 770 13,902,620 267,967 306,310 306,780 19,116 52,530 69,390 4,584,374 2,196,950 2,454,950 $ 18,493,152 $ 17,686,690 $ 19,507,290 $ 42,143 $ 57,560 $ 334,650 914,503 560,080 622,830 $ 956,646 $ 617,640 $ 957,480 $ 152,637,713 $ 164,882,620 $ 167,060,320 $ 26,133,393 $ 26,663,040 $ 27,307,480 5,994,159 6,032,450 6,095,920 2,182,734 2,318,600 2,445,940 443 1,300 1,350 6,566,187 7,906,800 8,805,790 S 40.876.916 $ 42.922.190 $ 44,656,480 Fiscal Year 2o18/19 Adopted Budget Page 131 City of Rancho Cucamonga Revenues by Fund Fiscal Year 2018/19 Adopted Budget TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS 2017/18 2016/17 Adopted Actual Budget 2018/19 Adopted Budget $ 40,876,916 $ 42,922,190 $ 44,656,480 $ 193,514,629 $ 207,804,810 $ 211,716,800 Fiscal Year 2018/19 Adopted Budget Page 132 RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Expenditure Summaries Fiscal Year 2018/19 Adopted Budget Page 133 Building & Safety Services 1.52% Econ. and Comm.1 Dev. \ 0.63% Innovation & Technology 3.08% Human Resources 0.79% Finance. 1.47% Administrative Services 5.89% Library Services 4.10% City of Rancho Cucamonga, California Expenditure Summary by Department Operating Budget* Fiscal Year 2018/19 Adopted Budget Engineering Services \ 2.01 % Community Services-/ 1 4.19% Records Management 0.46% Public Works Services 9.01 % Governance 2.15% Fire District Animal Care and 28.68% Services 2.68% . Police 32.01 % Governance $ 2,688,110 Police 39,974,900 Fire District 35,819,290 Animal Care and Services 3,350,790 Records Management 580,390 Community Services 5,232,070 Library Services 5,126,230 Administrative Services 7,353,060 Finance 1,833,250 Human Resources 982,330 Innovation & Technology 3,841,150 Econ. and Comm. Dev. 792,280 Building & Safety Services 1,892,240 Engineering Services 2,509,100 Planning 1,656,030 Public Works Services 11,258,700 Total Operating Budget $ 124,889,920 *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 2o18/19 Adopted Budget Page 134 City of Rancho Cucamonga Expenditure Summary by Category Operating Budget Fiscal Year 2018/19 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 TRANSFER OUT TOTAL FIRE FUND 282 -COMMUNITY FACILITIES DIST 85-1 PERSONNEL SERVICES OPERATIONS & MAINTENANCE TOTAL COMMUNITY FACILITIES DIST 85-1 283 -COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES OPERATIONS & MAINTENANCE 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 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget $ 24,219,804 $ 28,062,120 $ 28,424,160 47,450,307 53,769,440 56,058,520 916,849 0 533,000 33,677 41,960 108,250 (5,161,110) (5,378,980) (5,527,170) � non nnn A nc� n�n A IA'7 LAn 1 .11..1111 W $ 16,688,487 $ 19,386,440 $ 19,489,380 1,146,493 5,765,180 6,212,250 118,650 405,780 400,660 1 1nC cAn 1 "fnc inn $ 4,922,750 $ 5,160,990 $ 5,323,730 779,242 871,460 742,140 $ 5,701,992 $ 6,032,450 $ 6,065,870 $ 1,975,020 $ 2,089,960 $ 2,217,280 209,503 228,640 228,660 $ 2,184,523 $ 2,318,600 $ 2,445,940 $ 2,961,267 $ 3,495,260 $ 3,543,130 1,168,457 1,387,800 1,483,310 97,542 267,000 98,000 9,187 13,650 1,790 0 0 0 $ 4,236,453 $ 5,163,710 $ 5,126,230 $ 102,449,982 $ 120,935,370 $ 124,889,920 Fiscal Year 2o18/19 Adopted Budget Page 135 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2016/17 Actual 2017/18 Adopted Budget 2018/19 Adopted Budget 001-GENERAL FUND PERSONNEL SERVICES 5000 - Regular Salaries $ 14,906,521 $ 17,091,340 $ 17,280,240 5005 - Overtime Salaries 366,856 374,680 363,760 5010 - Part Time Salaries 2,375,327 2,317,040 2,355,260 Fringe Benefits 6,942,800 8,286,340 8,425,050 5060 - Tuition Reimbursement 27,062 35,000 30,000 5061 - Employee Development 126,655 210,500 170,000 5065 - Coffee Fund 3,607 5,000 5,000 5093 - Other Funds -Salary Reimbursmnt (529,024) (257,780) (205,150) TOTAL PERSONNEL SERVICES $ 24,219,804 $ 28,062,120 $ 28,424,160 OPERATIONS & MAINTENANCE 5100 - Travel and Meetings $ 224,523 $ 389,620 $ 429,000 5102 - Training 213,823 330,670 320,590 5105 - Mileage 4,277 6,930 7,880 5150 - Office Supplies & Equipment 190,103 245,150 231,030 5151 - Postage 86,385 88,160 98,410 5152 - Computer Software 20,118 26,180 16,180 5160 - Membership Dues 144,544 161,040 169,010 5161 - Publications & Subscriptions 67,437 19,430 29,440 5165 - Licenses, Permits & Fees 188,436 208,350 204,500 5200 - Operations & Maintenance 1,395,789 1,708,800 1,712,140 5201 - O & M/Volunteer Program 20,000 20,000 20,000 5204 - O & M/Facilities 484,216 479,870 478,000 5207 - O & M/Capital Supplies 11,761 0 0 5210 - O & M/Crime Prevention 21,116 26,000 23,000 5215 - O & M/Computer Equipment 61,648 24,600 27,940 5217 - Technical Investigative Costs 49,712 100,210 148,900 5220 - Cellular Technology 137,708 151,780 149,200 5250 - Vehicle Operations & Maint. 352,209 515,850 450,850 5251 - Depreciation - Vehicles 0 0 250,900 5252 - Emergency Equipment & Veh Rntl 16,160 35,000 38,300 5253 - Vehicle Collision Repair 27,445 125,000 100,000 5255 - Gasoline 409,515 490,000 490,000 5256 - Diesel Fuel 3,811 20,000 15,000 5257 - CNG Fuel 13,786 14,400 13,400 5260 - O&M/Animal Care 117,521 123,330 123,330 5262 - O&M/Community & Info Programs 6,825 5,500 5,500 5263 - O&M/Field Services 4,135 5,000 5,000 5264 - O&M/Veterinarian Services 138,072 137,000 149,000 5265 - O&M/Kitten Nursery 33,406 23,000 23,000 5280 - Equip Operations & Maint 22,093 30,430 30,480 5281 - Depreciation - Equipment 0 0 49,100 Fiscal Year 2o18/19 Adopted Budget Page 136 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 5283 - Depreciation -Computer Equip 5285 - Safety Gear & Equipment 5298 - Operating Cntra Acct (FS only) 5300 - Contract Services 5303 - Contract Serv/Reimbursable 5304 - Contract Serv/Facilities 5310 - Tree Maintenance 5312 - Legal Services 5320 - Hazardous Waste Removal 5360 - Contract Serv/Animal Care 5362 - Contract Serv/Comm & Info Prgm 5363 - Contract Serv/Field Services 5364 - Contract Serv/Vet Services 5365 - Cont Srv-Spay/Neuter Program 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5405 - Internet Services 5410 - Property Insurance 5510 - Property Tax Admin. Fee 5725 - Other Expenditures 5901 - Bad Debt Expense -Other 5999 - Prior Period Adjustment TOTAL OPERATIONS & MAINTENANCE CAPITAL OUTLAY 5602 - Capital Outlay -Bldg & Imprvmnt 5603 - Capital Outlay -Equipment 5606 - Capital Outlay-Furn/Fixtures 5650 - Capital Project 5699 - Capital Proj Contra Acct (FS) TOTAL CAPITAL OUTLAY DEBT SERVICE 5700 - Interest Expense 5701 - Principal Repayments 5703 - Capital Lease Payment TOTAL DEBT SERVICE COST ALLOCATION 5990 - Cost Allocation Plan Offset TOTAL COST ALLOCATION 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 261,190 349,180 421,550 39,904 46,000 46,000 11,973 0 0 39,476,974 42,079,310 44,376,070 34,120 518,420 240,200 1,571,522 1,716,600 1,714,400 566,645 665,000 665,000 486,571 404,920 430,000 14,774 24,320 24,320 17,567 26,820 14,820 338 2,490 2,490 13,577 16,500 16,500 96,245 73,400 81,400 14,425 15,000 15,000 225,898 32,840 42,690 105,289 101,150 101,150 405,724 442,020 470,620 1,058,417 1,294,970 1,119,500 62,533 119,340 119,340 184,604 214,030 233,660 104,573 115,830 114,730 6,714 0 0 (3,449) 0 0 (1.772.193) 0 0 47,450,3U9 $ -)3, 769,44U 56,U52S,SlU $ 7,936 $ 0 $ 0 128,033 0 25,000 0 0 8,000 792,853 0 500,000 (11,973) 0 0 $ 916,849 $ 0 $ 533,000 $ 23,996 $ 21,760 $ 13,700 0 0 92,750 9,681 20,200 1,800 $ 33,677 $ 41,960 $ 108,250 $ (5,161,110) $ (5,378,980) $ (5,527,170) $ (5,161,110) $ (5,378,980) $ (5,527,170) Fiscal Year 2018/19 Adopted Budget Page 137 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TRANSFER OUT 9018 - Transfer Out - Traffic Safety $ 115,230 $ 58,920 $ 179,230 9025 - Transfer Out -Capital Reserve 1,000,000 1,025,000 1,140,000 9130 - Transfer Out-LMD1 121,360 123,410 135,820 9131 - Transfer Out-LMD2 276,640 293,490 299,540 9136 - Transfer Out-LMD6R 31,880 52,460 60,370 9152 - Transfer Out-SLD2 350,170 350,170 188,420 9157 - Transfer Out-SLD7 0 105,100 62,590 9700 - Transfer Out -Sports Complex 1,429,627 2,050,490 2,067,420 9714 - Transfer Out - Comptr Eq Rplc 396,740 0 0 9848 - Transfer Out -Fund 848 230,580 203,990 214,250 TOTAL TRANSFER OUT $ 3,952,227 $ 4,263,030 $ 4,347,640 TOTAL GENERAL FUND $ 71,411,756 $ 80,757,570 $ 83,944,400 281-FIRE FUND PERSONNEL SERVICES 5000 - Regular Salaries $ 12,491,892 $ 13,372,010 $ 13,572,200 5005 - Overtime Salaries 3,350,530 4,058,020 3,929,050 5010 - Part Time Salaries 197,133 148,020 145,310 Fringe Benefits 7,577,621 9,082,560 9,400,860 5060 - Tuition Reimbursement 2,300 10,000 10,000 5082 - Reimb Personnel from CFD 85-1 (4,922,750) (5,160,990) (5,323,730) 5083 - Reimb Personnel from CFD 88-1 (1,975,020) (2,089,960) (2,217,280) 5093 - Other Funds -Salary Reimbursmnt (33,218) (33,220) (27,030) TOTAL PERSONNEL SERVICES $ 16,688,488 $ 19,386,440 $ 19,489,380 OPERATIONS & MAINTENANCE 5100 - Travel and Meetings $ 21,758 $ 29,670 $ 30,490 5102 - Training 84,177 164,590 159,520 5105 - Mileage 899 750 0 5150 - Office Supplies & Equipment 22,811 34,430 33,570 5151 - Postage 0 300 300 5152 - Computer Software 1,359 640 640 5155 - Public Relations/Educ Material 36,020 36,750 36,750 5160 - Membership Dues 4,699 8,460 8,640 5161 - Publications & Subscriptions 4,809 5,130 5,410 5165 - Licenses, Permits & Fees 5,961 6,760 8,470 5200 - Operations & Maintenance 267,556 310,490 322,460 5204 - O & M/Facilities 0 110,000 102,000 5215 - O & M/Computer Equipment 0 1,700 0 5220 - Cellular Technology 33,246 40,300 52,200 5250 - Vehicle Operations & Maint. 137,873 139,860 209,800 5252 - Emergency Equipment & Veh Rntl 0 2,500 1,500 Fiscal Year 2018/19 Adopted Budget Page 138 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5255 - Gasoline 16,016 35,770 52,930 5256 - Diesel Fuel 54,673 80,000 123,800 5258 - Propane 0 0 10,000 5280 - Equip Operations & Maint 13,954 31,500 44,500 5285 - Safety Gear & Equipment 73,672 79,430 82,600 5290 - Specialized Tools & Equipment 32,051 42,070 47,000 5291 - Equipment Supplies & Repairs 28,258 33,150 30,350 5300 - Contract Services 920,338 1,014,600 1,029,090 5304 - Contract Serv/Facilities 0 241,500 256,500 5312 - Legal Services 34,618 50,000 50,000 5320 - Hazardous Waste Removal 1,650 2,500 2,500 5321 - Fire Incident Costs 109 2,500 3,500 5400 - Telephone Utilities 22,906 33,170 26,320 5401 - Gas Utilities 7,416 9,030 11,110 5402 - Water Utilities 16,839 15,810 18,460 5403 - Electric Utilities 58,488 75,450 94,970 5410 - Property Insurance 75,648 75,650 89,850 5411 - Other Insurance 4,325 4,760 4,750 5416 - General Liability Insurance 226,303 222,250 253,600 5417 - General Liability Claims 1,400 0 0 5500 - Assessment Administration 21,708 42,520 87,300 5501 - Admin./General Overhead 2,189,380 2,264,880 2,365,500 5510 - Property Tax Admin. Fee 192,714 175,190 212,100 5720 - Misc Contributions to City 332,754 341,120 343,770 5725 - Other Expenditures 8,152 0 0 5901 - Bad Debt Expense -Other 2,421 0 0 5999 - Prior Period Adjustment (3,810,468) 0 0 TOTAL OPERATIONS & MAINTENANCE $ 1,146,493 $ 5,765,180 $ 6,212,250 DEBT SERVICE 5700 - Interest Expense $ 115,247 $ 91,980 $ 77,830 5701 - Principal Repayments 684,866 308,010 322,150 5703 - Capital Lease Payment 3,403 5,790 680 5704 - Long Term Debt Repymt Contra (684,866) 0 0 TOTAL DEBT SERVICE $ 118,650 $ 405,780 $ 400,660 TRANSFER OUT 9282 - Transfer Out-CFD 85-1 9283 - Transfer Out-CFD 88-1 TOTAL TRANSFER OUT TOTAL FIRE FUND 282-COMMUNITY FACILITIES DIST 85-1 $ 0 $ 16,090 $ 0 961,630 1,089,550 1,205,190 $ 961,630 $ 1,105,640 $ 1,205,190 $ 18,915,261 $ 26,663,040 $ 27,307,480 Fiscal Year 2018/19 Adopted Budget Page 139 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2018/19 Adopted Budget PERSONNEL SERVICES 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 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 TOTAL OPERATIONS & MAINTENANCE TOTAL COMMUNITY FACILITIES DIST 85-1 283-COMMUNITY FACILITIES DIST 88-1 PERSONNEL SERVICES Fringe Benefits 5081 - Reimb Personnel to Fire Fund TOTAL PERSONNEL SERVICES 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 0 0 0 $ 4,922,750 $ 5,160,990 $ 5,323,730 $ 4,922,750 $ 5,160,990 $ 5,323,730 $ 0 $ 1,120 $ 0 54 140 0 40 80 0 0 480 0 3,278 3,910 2,960 13,080 16,140 10,000 68,410 69,940 0 7,288 17,160 0 26,725 43,800 0 2,245 6,000 0 17,260 15,640 15,640 1,111 3,130 0 330,193 355,100 367,400 14,287 18,920 11,780 5,174 6,360 5,930 14,588 10,580 10,580 42,040 51,240 52,470 2,200 0 0 231,270 251,720 265,380 $ 779,243 $ 871,460 $ 742,140 $ 5,701,993 $ 6,032,450 $ 6,065,870 0 $ 1,975,020 $ $ 1,975,020 $ 0 0 2.099.960 % 2.217.280 2,U89'96U s 2,21 /,L2SU OPERATIONS & MAINTENANCE 5165 - Licenses, Permits & Fees $ 1,240 $ 1,280 $ 1,310 5200 - Operations & Maintenance 3,519 4,000 4,000 5300 - Contract Services 80,861 87,190 86,880 5400 - Telephone Utilities 11,124 11,190 5,440 5401 - Gas Utilities 1,431 1,970 2,070 5402 - Water Utilities 3,685 5,040 5,240 5403 - Electric Utilities 11,624 13,560 15,180 5501 - Admin./General Overhead 96,020 104,410 108,540 Fiscal Year 2o18/19 Adopted Budget Page 140 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TOTAL OPERATIONS & MAINTENANCE $ 209,504 $ 228,640 $ 228,660 TOTAL COMMUNITY FACILITIES DIST 88-1 $ 2,184,524 $ 2,318,600 $ 2,445,940 290-LIBRARY FUND PERSONNEL SERVICES 5000 - Regular Salaries $ 1,459,737 $ 1,679,340 $ 1,747,630 5005 - Overtime Salaries 433 0 0 5010 - Part Time Salaries 754,645 933,510 878,200 TOTAL PERSONNEL SERVICES $ 2,214.815 $ 1612.850 $ 2,625,830 OPERATIONS & MAINTENANCE Fringe Benefits 746,452 882,410 917,300 5100 - Travel and Meetings $ 22,428 $ 31,050 $ 26,450 5102 - Training 1,948 6,000 6,000 5105 - Mileage 868 1,000 1,000 5150 - Office Supplies & Equipment 16,957 22,550 20,750 5152 - Computer Software 2,088 5,800 3,000 5160 - Membership Dues 4,973 6,380 6,700 5200 - Operations & Maintenance 626,415 735,870 870,990 5207 - O & M/Capital Supplies 19,840 40,000 40,000 5215 - O & M/Computer Equipment 2,007 66,000 23,400 5220 - Cellular Technology 465 1,010 1,010 5298 - Operating Cntra Acct (FS only) 4,667 0 0 5300 - Contract Services 313,619 305,800 254,160 5400 - Telephone Utilities 11,295 10,500 10,500 5402 - Water Utilities 4,853 5,040 5,040 5403 - Electric Utilities 58,034 65,000 65,000 5405 - Internet Services 0 0 54,930 5501 - Admin./General Overhead 78,000 85,800 94,380 TOTAL OPERATIONS & MAINTENANCE $ 1,914,909 $ 2,270,210 $ 2,400,610 CAPITAL OUTLAY 5603 - Capital Outlay -Equipment $ 72,729 $ 0 $ 0 5604 - Capital Outlay -Vehicles 0 250,000 0 5605 - Capital Outlay -Computer Equip 0 9,000 0 5606 - Capital Outlay-Furn/Fixtures 29,481 8,000 8,000 5607 - Cap Outlay-Impry Oth Than Bldg 0 0 90,000 5699 - Capital Proj Contra Acct (FS) (4,667) 0 0 TOTAL CAPITAL OUTLAY $ 97,543 $ 267,000 $ 98,000 DEBT SERVICE 5700 - Interest Expense $ 370 $ 0 $ 0 5703 - Capital Lease Payment 8,817 13,650 1,790 Fiscal Year 2o18/19 Adopted Budget Page 141 City of Rancho Cucamonga Expenditure Detail Operating Budget Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TOTAL DEBT SERVICE $ 9,187 $ 13,650 $ 1,790 TOTAL LIBRARY FUND $ 4,236,454 $ 5,163,710 $ 5,126,230 TOTAL OPERATING BUDGET $ 102,449,988 $ 120,935,370 $ 124,889,920 Fiscal Year 2o18/19 Adopted Budget Page 142 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 143 City of Rancho Cucamonga, California Expenditure Summary by Department All Funds Fiscal Year 2018/19 Adopted Budget Public Works Services 12.35% Planning 3.40% Engineering Services 20.05% Building and Safety. Services 0.84% Econ. and Comm. 0.63% Innovation and — Technology 2.19% Human Resources 0.43% -finance Administrative 2.34% Services 6.44% Governance 1.17% Police 19.47% Fire District 21.81 % Animal Care and Services 1.46% Records Management 0.25% \- CommunityServices Library Services 4.92% 2.24% Governance $ 2,697,840 Police 44,782,690 Fire District 50,163,500 Animal Care and Services 3,350,790 Records Management 580,390 Community Services 11,314,570 Library Services 5,153,970 Administrative Services 14,811,110 Finance 5,387,030 Human Resources 982,330 Innovation and Technology 5,043,080 Econ. and Comm. Dev. 1,437,260 Building and Safety Services 1,932,690 Engineering Services 46,112,370 Planning 7,808,790 Public Works Services 28,391,960 Total All Funds Budget $ 229,950,370 Fiscal Year 2018/19 Adopted Budget Page 144 City of Rancho Cucamonga Expenditure Summary by Category All Funds Fiscal Year 2018/19 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 TRANSFER OUT TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS 2017/18 2016/17 Adopted Actual Budget $ 41,106,939 $ 80,021,094 16,338,142 106,802 (5,161,110) 6,109,707 $ 138,521,574 $ 2018/19 Adopted Budget 46,064,450 $ 46,521,420 98,553,090 87,554,930 49,846,160 43,659,000 1,288,770 1,037,810 (5,378,980) (5,527,170) A Izz 1)1;n 1� S1�7 01 n I L•1 �11I �L' S I � � II7�:7 F] V1111J $ 23,586,257 $ 26,637,390 $ 27,030,390 2,906,999 7,512,900 7,803,620 11,991,683 15,043,020 13,696,610 118,650 405,780 400,660 961,630 1,105,640 1,205,190 $ 39,565,219 $ 50,704,730 $ 50,136,470 $ 178,086,793 $ 247,411,470 $ 229,950,370 Fiscal Year 2o18/19 Adopted Budget Page 145 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA 001-GENERAL FUND 5000 - Regular Salaries $ 14,906,521 $ 17,091,340 $ 17,280,240 5005 - Overtime Salaries 366,856 374,680 363,760 5010 - Part Time Salaries 2,375,327 2,317,040 2,355,260 Fringe Benefits 6,942,800 8,286,340 8,425,050 5060 - Tuition Reimbursement 27,062 35,000 30,000 5061 - Employee Development 126,655 210,500 170,000 5065 - Coffee Fund 3,607 5,000 5,000 5093 - Other Funds -Salary Reimbursmnt (529,024) (257,780) (205,150) 5100 - Travel and Meetings 224,523 389,620 429,000 5102 - Training 213,823 330,670 320,590 5105 - Mileage 4,277 6,930 7,880 5150 - Office Supplies & Equipment 190,103 245,150 231,030 5151 -Postage 86,385 88,160 98,410 5152 - Computer Software 20,118 26,180 16,180 5160 - Membership Dues 144,544 161,040 169,010 5161 - Publications & Subscriptions 67,437 19,430 29,440 5165 - Licenses, Permits & Fees 188,436 208,350 204,500 5200 - Operations & Maintenance 1,395,789 1,708,800 1,712,140 5201 - O & M/Volunteer Program 20,000 20,000 20,000 5204 - O & M/Facilities 484,216 479,870 478,000 5207 - O & M/Capital Supplies 11,761 0 0 5210 - O & M/Crime Prevention 21,116 26,000 23,000 5215 - O & M/Computer Equipment 61,648 24,600 27,940 5217 - Technical Investigative Costs 49,712 100,210 148,900 5220 - Cellular Technology 137,708 151,780 149,200 5250 - Vehicle Operations & Maint. 352,209 515,850 450,850 5251 - Depreciation - Vehicles 0 0 250,900 5252 - Emergency Equipment & Veh Rntl 16,160 35,000 38,300 5253 - Vehicle Collision Repair 27,445 125,000 100,000 5255 - Gasoline 409,515 490,000 490,000 5256 - Diesel Fuel 3,811 20,000 15,000 5257 - CNG Fuel 13,786 14,400 13,400 5260 - O&M/Animal Care 117,521 123,330 123,330 5262 - O&M/Community & Info Programs 6,825 5,500 5,500 5263 - O&M/Field Services 4,135 5,000 5,000 5264 - O&M/Veterinarian Services 138,072 137,000 149,000 5265 - O&M/Kitten Nursery 33,406 23,000 23,000 5280 - Equip Operations & Maint 22,093 30,430 30,480 5281 - Depreciation - Equipment 0 0 49,100 5283 - Depreciation -Computer Equip 261,190 349,180 421,550 5285 - Safety Gear & Equipment 39,904 46,000 46,000 5298 - Operating Cntra Acct (FS only) 11,973 0 0 5300 - Contract Services 39,476,974 42,079,310 44,376,070 5303 - Contract Serv/Reimbursable 34,120 518,420 240,200 Fiscal Year 2018/19 Adopted Budget Page 146 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5304 - Contract Serv/Facilities 1,571,522 1,716,600 1,714,400 5310 - Tree Maintenance 566,645 665,000 665,000 5312 - Legal Services 486,571 404,920 430,000 5320 - Hazardous Waste Removal 14,774 24,320 24,320 5360 - Contract Serv/Animal Care 17,567 26,820 14,820 5362 - Contract Serv/Comm & Info Prgm 338 2,490 2,490 5363 - Contract Serv/Field Services 13,577 16,500 16,500 5364 - Contract ServNet Services 96,245 73,400 81,400 5365 - Cont Srv-Spay/Neuter Program 14,425 15,000 15,000 5400 - Telephone Utilities 225,898 32,840 42,690 5401 - Gas Utilities 105,289 101,150 101,150 5402 - Water Utilities 405,724 442,020 470,620 5403 - Electric Utilities 1,058,417 1,294,970 1,119,500 5405 - Internet Services 62,533 119,340 119,340 5410 - Property Insurance 184,604 214,030 233,660 5510 - Property Tax Admin. Fee 104,573 115,830 114,730 5602 - Capital Outlay -Bldg & Imprvmnt 7,936 0 0 5603 - Capital Outlay -Equipment 128,033 0 25,000 5606 - Capital Outlay-Furn/Fixtures 0 0 8,000 5650 - Capital Project 792,853 0 500,000 5699 - Capital Proj Contra Acct (FS) (11,973) 0 0 5700 - Interest Expense 23,996 21,760 13,700 5701 - Principal Repayments 0 0 92,750 5703 - Capital Lease Payment 9,681 20,200 1,800 5725 - Other Expenditures 6,714 0 0 5901 - Bad Debt Expense -Other (3,449) 0 0 5990 - Cost Allocation Plan Offset (5,161,110) (5,378,980) (5,527,170) 5999 - Prior Period Adjustment (1,772,393) 0 0 9018 - Transfer Out - Traffic Safety 115,230 58,920 179,230 9025 - Transfer Out -Capital Reserve 1,000,000 1,025,000 1,140,000 9130 - Transfer Out-LMD1 121,360 123,410 135,820 9131 - Transfer Out-LMD2 276,640 293,490 299,540 9136 - Transfer Out-LMD6R 31,880 52,460 60,370 9152 - Transfer Out-SLD2 350,170 350,170 188,420 9157 - Transfer Out-SLD7 0 105,100 62,590 9700 - Transfer Out -Sports Complex 1,429,627 2,050,490 2,067,420 9714 - Transfer Out - Comptr Eq Rplc 396,740 0 0 9848 - Transfer Out -Fund 848 230,580 203,990 214,250 TOTAL GENERAL FUND $ 71,411,756 $ 80,757,570 $ 83,944,400 003-REIMB ST/COUNTY PARKING CIT 5200 - Operations & Maintenance $ 83,190 $ 91,670 $ 122,670 TOTAL REIMB ST/COUNTY PARKING CIT $ 83,190 $ 91,670 $ 122,670 006-CVWD REIMBURSEMENTS 5000 - Regular Salaries $ 77,531 $ 93,220 $ 95,650 Fiscal Year 2o18/19 Adopted Budget Page 147 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget Fringe Benefits 5200 - Operations & Maintenance 5250 - Vehicle Operations & Maint. 5252 - Emergency Equipment & Veh Rntl 5280 - Equip Operations & Maint 9001 - Transfer Out -General Fund TOTAL CVWD REIMBURSEMENTS 008-CNTY OF S. B. REIMBURSEMENTS 5300 - Contract Services TOTAL CNTY OF S. B. REIMBURSEMENTS 016-COMM DEV TECHNICAL SRVCS FUND 5100 - Travel and Meetings 5102 - Training 5152 - Computer Software 5200 - Operations & Maintenance 5215 - O & M/Computer Equipment 5298 - Operating Cntra Acct (FS only) 5300 - Contract Services 5603 - Capital Outlay -Equipment 5605 - Capital Outlay -Computer Equip 5699 - Capital Proj Contra Acct (FS) TOTAL COMM DEV TECHNICAL SRVCS FUND 017-LAW ENFORCEMENT RESERVE 5152 - Computer Software 5300 - Contract Services 5501 - Admin./General Overhead 5603 - Capital Outlay -Equipment 5605 - Capital Outlay -Computer Equip 5650 - Capital Project TOTAL LAW ENFORCEMENT RESERVE 018-TRAFFIC SAFETY 5300 - Contract Services 5501 - Admin./General Overhead TOTAL TRAFFIC SAFETY 019-INFO TECHNOLOGY -DEVELOPMENT 5501 - Admin./General Overhead TOTAL INFO TECHNOLOGY -DEVELOPMENT 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 35,088 43,810 44,940 47,804 48,700 51,300 5,069 10,000 10,000 0 1,000 1,000 246 500 500 37,140 39,170 71,850 $ 202,878 $ 236,400 $ 275,240 $ 88,372 $ 0 $ 0 $ 88,372 $ 0 $ 0 $ 0 $ 1,400 $ 1,400 0 0 500 0 6,000 0 6,713 3,000 3,000 0 2,000 0 5,564 0 0 79,914 51,000 404,000 0 0 15,000 5,564 0 38,000 (5,564) 0 0 $ 92,191 $ 63,400 $ 461,900 $ 0 $ 135,000 $ 0 0 50,000 0 2,240 5,210 5,580 2,827 267,000 334,000 21,885 0 0 0 150,000 3,600,000 $ 26,952 $ 607,210 $ 3,939,580 $ 419,504 $ 4,120 421,624 1) $ 134,250 $ % 1.i4.2JU a 365,000 $ 393,000 4,430 3,740 369.430 $ 396,740 124,760 $ 105,450 124,76U 1) IUJ,4JU Fiscal Year 2018/19 Adopted Budget Page 148 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 020-CITY TECHNOLOGY FEE FUND 5501 - Admin./General Overhead 9714 - Transfer Out - Comptr Eq Rplc TOTAL CITY TECHNOLOGY FEE FUND 022-MOBILE HOME PARK PROGRAM 5200 - Operations & Maintenance 5300 - Contract Services 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 5005 - Overtime Salaries 5200 - Operations & Maintenance 5207 - O & M/Capital Supplies 5215 - O & M/Computer Equipment 5298 - Operating Cntra Acct (FS only) 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 5602 - Capital Outlay -Bldg & Imprvmnt 5606 - Capital Outlay-Furn/Fixtures 5607 - Cap Outlay-Impry Oth Than Bldg 5650 - Capital Project 5699 - Capital Proj Contra Acct (FS) 5930 - Advances to Other Funds TOTAL CAPITAL RESERVE 073-BENEFITS CONTINGENCY 5000 - Regular Salaries 5501 - Admin./General Overhead TOTAL BENEFITS CONTINGENCY 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget $ 30 $ 180 $ 140 167,420 182,940 182,940 $ 167,450 $ 183,120 $ 183,080 $ 3,150 $ 5,150 $ 3,150 0 31,000 31,000 3,650 3,860 390 $ 6,800 $ 40,010 $ 34,540 $ 0 $ 700 $ 780 0 3,600 3,600 50 50 1,530 $ 50 $ 4,350 $ 5,910 $ 5,857 $ 20,000 $ 10,000 27,938 0 0 28,788 22,000 10,000 9,139 0 0 18,481 0 0 39,626 60,000 75,440 40,297 0 0 152,046 0 0 1,019 20,000 20,000 21,347 29,700 35,070 280,751 337,820 356,670 255,903 500,000 500,000 30,240 36,330 36,700 696,588 858,500 775,780 146,356 0 0 400,044 30,000 0 1,510,233 2,266,390 2,783,000 (18,481) 0 0 0 14,105,220 0 $ 3,646,172 $ 18,285,960 $ 4,602,660 $ 1,559,756 $ 897,300 $ 897,300 5,630 7,020 9,270 $ 1,565,386 $ 904,320 $ 906,570 Fiscal Year 2018/19 Adopted Budget Page 149 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 100-ASSESSMENT DISTRICTS ADMIN 5000 - Regular Salaries $ 139,822 $ 146,360 $ 170,370 Fringe Benefits 62,736 68,190 79,510 5100 - Travel and Meetings 2,032 6,500 9,250 5102 - Training 1,507 6,000 3,000 5105 - Mileage 55 300 300 5150 - Office Supplies & Equipment 403 1,500 1,500 5151 - Postage 2,186 21,000 10,000 5200 - Operations & Maintenance 10,983 33,690 34,690 5220 - Cellular Technology 76 0 0 5300 - Contract Services 105,965 158,000 146,910 5501 - Admin./General Overhead 537,400 516,460 470,570 TOTAL ASSESSMENT DISTRICTS ADMIN $ 863,165 $ 958,000 $ 926,100 101-AD 93-1 MASI COMMERCE CENTER 5501 - Admin./General Overhead $ 0 $ 0 $ 220 TOTAL AD 93-1 MASI COMMERCE CENTER $ 0 $ 0 $ 220 105-AB2766 AIR QUALITY IMPROVEMENT 5200 - Operations & Maintenance $ 16,574 $ 21,160 $ 20,000 5300 - Contract Services 1,350 1,410 1,410 5501 - Admin./General Overhead 560 1,790 430 5603 - Capital Outlay -Equipment 0 20,000 20,000 5604 - Capital Outlay -Vehicles 0 535,000 0 5650 - Capital Project 21,802 1,459,470 611,160 9712 - T/O Equipment/Vehicle Replacem 30,000 0 0 TOTAL AB2766 AIR QUALITY IMPROVEMENT $ 70,286 $ 2,038,830 $ 653,000 110-BEAUTIFICATION 5501 - Admin./General Overhead $ 860 $ 850 $ 270 5650 - Capital Project 0 500,000 537,000 TOTAL BEAUTIFICATION $ 860 $ 500,850 $ 537,270 111-PARK LAND ACQUISITION 5501 - Admin./General Overhead $ 0 $ 0 $ 290 TOTAL PARK LAND ACQUISITION $ 0 $ 0 $ 290 112-DRAINAGE FAC/GENERAL 5000 - Regular Salaries $ 38,475 $ 30,470 $ 32,710 Fringe Benefits 17,415 14,320 15,370 5298 - Operating Cntra Acct (FS only) 70,279 0 0 5300 - Contract Services 0 50,000 50,000 5501 - Admin./General Overhead 6,720 7,600 6,430 5650 - Capital Project 76,579 905,000 100,000 Fiscal Year 2018/19 Adopted Budget Page 150 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 5699 - Capital Proj Contra Acct (FS) TOTAL DRAINAGE FAC/GENERAL 113-COMMUNITY/REC CENTER DEVELPMNT 5501 - Admin./General Overhead TOTAL COMMUNITY/REC CENTER DEVELPMNT 114-DRAINAGE-ETIWANDA/SAN SEVAINE 5298 - Operating Cntra Acct (FS only) 5300 - Contract Services 5501 - Admin./General Overhead 5650 - Capital Project 5699 - Capital Proj Contra Acct (FS) TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE 115-HENDERSON/WARDMAN DRAINAGE 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget (70,279) 0 0 $ 139,189 $ 1,007,390 $ 204,510 $ 0 $ 0 $ 110 $ 0 $ 0 $ 110 $ 147,584 $ 0 $ 0 0 25,000 25,000 430 400 390 147,584 0 0 (147,584) 0 0 148.014 S 25.400 $ 25,390 5501 - Admin./General Overhead $ 300 $ 0 $ 250 TOTAL HENDERSON/WARDMAN DRAINAGE $ 300 $ 0 $ 250 116-ETIWANDA DRAINAGE 5000 - Regular Salaries $ 17,517 $ 20,460 $ 20,920 Fringe Benefits 7,929 9,620 9,830 5298 - Operating Cntra Acct (FS only) 258,899 0 0 5300 - Contract Services 0 150,000 150,000 5501 - Admin./General Overhead 1,640 4,120 4,190 5650 - Capital Project 258,899 100,000 100,000 5699 - Capital Proj Contra Acct (FS) (258,899) 0 0 TOTAL ETIWANDA DRAINAGE $ 285,985 $ 284,200 $ 284,940 118-UPPER ETIWANDA DRAINAGE 5300 - Contract Services $ 0 $ 25,000 $ 25,000 5501 - Admin./General Overhead 160 380 380 TOTAL UPPER ETIWANDA DRAINAGE $ 160 $ 25,380 $ 25,380 120-PARK DEVELOPMENT 5000 - Regular Salaries $ 77,383 $ 78,220 $ 64,010 5010 - Part Time Salaries 0 0 16,810 Fringe Benefits 35,027 36,760 30,320 5100 - Travel and Meetings 1,341 2,100 2,300 5102 - Training 0 500 500 5150 - Office Supplies & Equipment 0 200 200 5152 - Computer Software 309 0 0 5160 - Membership Dues 145 240 240 5161 - Publications & Subscriptions 0 0 150 Fiscal Year 2o18/19 Adopted Budget Page 151 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 5200 - Operations & Maintenance 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 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 445 500 600 32,577 5,000 5,000 10,790 3,570 15,680 79,526 0 170,000 629,787 1,343,890 405,000 R67330 $ 1.470.980 $ 710.810 $ 250 $ 180 $ 160 $ 250 $ 180 $ 160 5000 - Regular Salaries $ 528,228 $ 607,860 $ 437,020 Fringe Benefits 238,600 285,190 205,060 5298 - Operating Cntra Acct (FS only) 405,736 0 0 5501 - Admin./General Overhead 76,740 81,150 83,150 5650 - Capital Project 1,583,001 2,185,940 5,006,750 5699 - Capital Proj Contra Acct (FS) (405,736) 0 0 5720 - Misc Contributions to City 61,630 61,630 59,760 TOTAL TRANSPORTATION $ 2,488,199 $ 3,221,770 $ 5,791,740 126-LOWER ETIWANDA DRAINAGE 5300 - Contract Services $ 0 $ 25,000 $ 25,000 5501 - Admin./General Overhead 170 390 390 TOTAL LOWER ETIWANDA DRAINAGE $ 170 $ 25,390 $ 25,390 128-ETIWANDA NO. EQUESTRIAN FACIL. 5501 - Admin./General Overhead $ 190 $ 190 $ 170 TOTAL ETIWANDA NO. EQUESTRIAN FACIL. $ 190 $ 190 $ 170 129-UNDERGROUND UTILITIES 5298 - Operating Cntra Acct (FS only) $ 628,658 $ 0 $ 0 5501 - Admin./General Overhead 17,730 3,310 3,180 5650 - Capital Project 1,124,591 130,000 75,000 5699 - Capital Proj Contra Acct (FS) (628,658) 0 0 TOTAL UNDERGROUND UTILITIES $ 1,142,321 $ 133,310 $ 78,180 130-LMD #1 GENERAL CITY 5000 - Regular Salaries $ 16,380 $ 17,230 $ 17,090 5010 - Part Time Salaries 3,391 5,000 5,000 Fringe Benefits 7,724 8,990 9,030 5200 - Operations & Maintenance 36,219 65,000 70,100 5204 - O & M/Facilities 0 2,300 2,300 5250 - Vehicle Operations & Maint. 1,092 2,000 2,000 Fiscal Year 2018/19 Adopted Budget Page 152 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5252 - Emergency Equipment & Veh Rntl 0 2,800 2,800 5280 - Equip Operations & Maint 1,914 2,000 2,000 5300 - Contract Services 487,325 578,960 636,320 5304 - Contract Serv/Facilities 5,539 7,600 7,600 5310 - Tree Maintenance 49,888 52,500 52,500 5400 - Telephone Utilities 2,094 2,790 2,790 5402 - Water Utilities 303,382 290,000 342,760 5403 - Electric Utilities 61,648 87,100 82,470 5500 - Assessment Administration 65,870 66,090 56,230 5501 - Admin./General Overhead 43,420 40,960 45,930 5607 - Cap Outlay-Impry Oth Than Bldg 0 40,500 50,000 5720 - Misc Contributions to City 0 660 660 9141 - Transfer Out -Fund 141 90,000 90,000 90,000 TOTAL LMD #1 GENERAL CITY $ 1,175,886 $ 1,362,480 $ 1,477,580 131-LMD #2 VICTORIA 5000 - Regular Salaries $ 499,946 $ 553,780 $ 544,690 5005 - Overtime Salaries 0 1,090 1,090 5010 - Part Time Salaries 55,411 90,220 90,220 Fringe Benefits 230,244 274,010 273,240 5200 - Operations & Maintenance 53,051 75,850 86,150 5250 - Vehicle Operations & Maint. 4,712 5,000 5,000 5252 - Emergency Equipment & Veh Rntl 0 200 200 5300 - Contract Services 1,143,561 1,317,630 1,365,910 5310 - Tree Maintenance 130,560 163,340 163,340 5400 - Telephone Utilities 303 440 0 5402 - Water Utilities 654,773 752,410 776,530 5403 - Electric Utilities 66,061 95,590 90,520 5500 - Assessment Administration 34,870 36,060 31,390 5501 - Admin./General Overhead 269,020 265,170 280,010 5504 - Interfund Allocation 70,000 75,180 78,000 5603 - Capital Outlay -Equipment 0 17,000 6,000 5607 - Cap Outlay-Impry Oth Than Bldg 138,600 13,200 0 5650 - Capital Project 21,520 400,000 110,000 TOTAL LMD #2 VICTORIA $ 3,372,632 $ 4,136,170 $ 3,902,290 132-LMD #3A HYSSOP 5200 - Operations & Maintenance $ 194 $ 500 $ 1,250 5300 - Contract Services 2,502 4,780 5,030 5310 - Tree Maintenance 0 0 900 5402 - Water Utilities 935 1,000 1,320 5403 - Electric Utilities 531 940 900 5500 - Assessment Administration 50 50 50 5501 - Admin./General Overhead 640 1,300 600 Fiscal Year 2o18/19 Adopted Budget Page 153 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TOTAL LMD #3A HYSSOP $ 4,852 $ 8,570 $ 10,050 133-LMD #3B MEDIANS 5000 - Regular Salaries $ 58,913 $ 75,550 $ 75,330 5010 - Part Time Salaries 16,593 21,600 21,600 Fringe Benefits 28,791 39,280 39,630 5152 - Computer Software 495 500 500 5200 - Operations & Maintenance 3,857 10,500 15,700 5204 - O & M/Facilities 12,980 11,500 11,500 5300 - Contract Services 362,144 531,700 525,660 5304 - Contract Serv/Facilities 106,402 120,300 145,800 5310 - Tree Maintenance 22,261 23,410 26,210 5400 - Telephone Utilities 591 760 760 5402 - Water Utilities 108,632 110,960 120,470 5403 - Electric Utilities 41,272 58,720 55,600 5500 - Assessment Administration 6,270 6,570 5,580 5501 - Admin./General Overhead 30,410 35,570 37,170 5603 - Capital Outlay -Equipment 162,072 0 0 TOTAL LMD #3B MEDIANS $ 961,683 $ 1,046,920 $ 1,081,510 134-LMD #4R TERRA VISTA 5000 - Regular Salaries $ 581,390 $ 676,020 $ 662,520 5005 - Overtime Salaries 0 1,050 1,050 5010 - Part Time Salaries 38,353 47,280 47,280 Fringe Benefits 266,416 325,300 319,170 5200 - Operations & Maintenance 76,013 93,050 99,750 5250 - Vehicle Operations & Maint. 1,103 6,000 6,000 5252 - Emergency Equipment & Veh Rntl 0 1,700 1,700 5280 - Equip Operations & Maint 3,632 3,750 3,750 5298 - Operating Cntra Acct (FS only) 89,356 0 0 5300 - Contract Services 485,365 445,580 501,340 5310 - Tree Maintenance 71,365 74,970 74,970 5400 - Telephone Utilities 627 820 0 5402 - Water Utilities 289,035 325,000 342,470 5403 - Electric Utilities 22,810 34,320 32,500 5500 - Assessment Administration 22,990 22,080 18,770 5501 - Admin./General Overhead 213,750 221,990 228,600 5603 - Capital Outlay -Equipment 0 17,000 6,000 5607 - Cap Outlay-Impry Oth Than Bldg 15,666 0 0 5650 - Capital Project 337,318 440,000 440,000 5699 - Capital Proj Contra Acct (FS) (89,356) 0 0 TOTAL LMD #4R TERRA VISTA $ 2,425,833 $ 2,735,910 $ 2,785,870 135-LMD #5 ANDOVER 5000 - Regular Salaries $ 1,813 $ 1,850 $ 1,850 Fiscal Year 2018/19 Adopted Budget Page 154 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2016/17 Adopted Actual Budget 5010 - Part Time Salaries 412 840 Fringe Benefits 862 1,020 5200 - Operations & Maintenance 420 800 5250 - Vehicle Operations & Maint. 0 70 5300 - Contract Services 655 1,630 5402 - Water Utilities 583 710 5403 - Electric Utilities 319 510 5500 - Assessment Administration 220 250 5501 - Admin./General Overhead 790 2,290 TOTAL LMD #5 ANDOVER 191,19 11u 11701--wWT.I•/`►[Ke7ua0H11►["" 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 111111 /. 0Ilu I IJF;I;oI 3K ,',VW K�J►� 1►� 11A1_Y_11'1 137-LMD #7 NORTH ETIWANDA 5000 - Regular Salaries 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5204 - O & M/Facilities 5252 - Emergency Equipment & Veh Rml 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 5720 - Misc Contributions to City TOTAL LMD #7 NORTH ETIWANDA n,Vi4 a 12,379 $ 5,469 5,941 0 194,021 27,000 122,298 6,608 7,020 32,490 a 41 118,096 $ 10,028 54,138 19,685 0 0 303,462 489 7,090 591 219,499 22,539 15,430 82,860 0 a aJs,yu i a 9,970 $ 12,760 $ 5,860 10,900 200 233,220 28,350 175,970 9,630 7,030 31,690 128,920 $ 13,160 62,680 33,700 1,500 2,200 395,810 2,750 7,450 820 356,470 29,180 16,910 84,600 680 iwsIIINsIUMI 2018/19 Adopted Budget 840 1,040 1,300 70 1,590 800 490 220 880 9.080 11,580 5,440 11,900 200 293,450 34,850 182,300 9,130 5,980 33,350 J i5 tS.1 iS V 127,110 13,160 62,170 39,800 1,500 2,200 446,190 2,750 25,090 820 364,960 27,640 14,430 89,410 680 I WA WJVna 138-LMD #8 SOUTH ETIWANDA 5000 - Regular Salaries $ 3,797 $ 3,940 $ 3,320 Fringe Benefits 1,654 1,790 1,560 Fiscal Year 2018/19 Adopted Budget Page 155 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5200 - Operations & Maintenance 814 1,000 2,250 5300 - Contract Services 7,840 9,780 10,180 5310 - Tree Maintenance 4,300 3,720 3,720 5402 - Water Utilities 4,442 6,050 6,390 5403 - Electric Utilities 891 1,520 1,450 5500 - Assessment Administration 1,050 1,110 950 5501 - Admin./General Overhead 7,650 7,650 7,630 TOTAL LMD #8 SOUTH ETIWANDA $ 32,438 $ 36,560 $ 37,450 139-LMD #9 LOWER ETIWANDA 5000 - Regular Salaries $ 174,451 $ 204,090 $ 201,390 5010 - Part Time Salaries 14,452 21,200 21,200 Fringe Benefits 79,907 99,420 98,640 5200 - Operations & Maintenance 13,579 29,860 30,510 5220 - Cellular Technology 912 1,370 2,740 5252 - Emergency Equipment & Veh Rntl 0 1,200 1,200 5300 - Contract Services 77,538 123,030 132,160 5310 - Tree Maintenance 30,650 32,630 33,930 5402 - Water Utilities 51,298 51,140 56,580 5403 - Electric Utilities 6,702 10,120 9,590 5500 - Assessment Administration 9,100 8,010 6,890 5501 - Admin./General Overhead 41,520 53,780 53,500 5603 - Capital Outlay -Equipment 0 9,400 1,000 5607 - Cap Outlay-Impry Oth Than Bldg 0 15,000 0 5650 - Capital Project 0 0 500,000 TOTAL LMD #9 LOWER ETIWANDA 140-LMD #10 RANCHO ETIWANDA $ 500,109 $ 660,250 $ 1,149,330 5000 - Regular Salaries $ 140,091 $ 159,600 $ 158,180 5005 - Overtime Salaries 0 1,050 1,050 5010 - Part Time Salaries 20,228 31,110 31,110 Fringe Benefits 65,346 80,340 80,320 5200 - Operations & Maintenance 30,090 18,750 21,400 5204 - O & M/Facilities 0 1,500 1,500 5252 - Emergency Equipment & Veh Rntl 2,219 1,900 2,000 5280 - Equip Operations & Maint 500 500 500 5300 - Contract Services 93,151 111,540 189,490 5304 - Contract Serv/Facilities 2,529 3,950 3,950 5310 - Tree Maintenance 9,986 10,500 11,800 5402 - Water Utilities 71,877 95,470 98,900 5403 - Electric Utilities 15,832 21,200 20,080 5500 - Assessment Administration 4,260 4,330 4,120 5501 - Admin./General Overhead 61,460 67,990 69,780 5603 - Capital Outlay -Equipment 0 3,600 2,000 5720 - Misc Contributions to City 0 650 650 Fiscal Year 2018/19 Adopted Budget Page 156 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget TOTAL LMD #10 RANCHO ETIWANDA 141-LMD 1 CAPITAL REPLACEMENT FUND 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead TOTAL LMD 1 CAPITAL REPLACEMENT FUND 150-GENERAL CITY STREET LIGHTS 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead TOTAL GENERAL CITY STREET LIGHTS 151-SLD #1 ARTERIAL 5000 - Regular Salaries Fringe Benefits 5102 - Training 5160 - Membership Dues 5200 - Operations & Maintenance 5220 - Cellular Technology 5280 - Equip Operations & Maint 5300 - Contract Services 5400 - Telephone Utilities 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead 5650 - Capital Project 5700 - Interest Expense 5701 - Principal Repayments 9150 - Transfer Out -Fund 150 TOTAL SLD #1 ARTERIAL 152-SLD #2 RESIDENTIAL 5300 - Contract Services 5403 - Electric Utilities 5500 - Assessment Administration 5501 - Admin./General Overhead 5650 - Capital Project 5700 - Interest Expense 5701 - Principal Repayments 9150 - Transfer Out -Fund 150 TOTAL SLD #2 RESIDENTIAL 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget $ 517,569 $ 613,980 $ 696,830 $ 0 $ 10,000 $ 10,000 5,193 30,000 30,000 0 0 440 $ 5,193 $ 40,000 $ 40,440 $ 0 $ 0 $ 50,000 0 0 100,000 0 0 20 $ 0 $ 0 $ 150,020 $ 13,827 $ 14,110 $ 14,130 6,259 6,630 6,640 69 180 180 50 50 50 6,953 7,990 7,990 1,031 1,000 2,000 0 500 500 0 0 47,750 1,593 1,500 1,500 796,911 574,120 290,000 160,940 160,890 13 6, 890 51,630 50,470 50,230 0 4,255,000 0 0 34,870 37,730 0 178,950 202,310 0 0 47,880 $ 1,039,263 $ 5,286,260 $ 845,780 $ 667 $ 670 $ 20,980 642,300 498,950 204,000 37,400 40,030 34,070 3,390 3,400 2,540 0 4,632,010 0 0 37,240 40,240 0 191,090 215,780 0 0 46,870 T ARZ '71;7 G S am '100 564 4RO Fiscal Year 2o18/19 Adopted Budget Page 157 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2016/17 Actual 2017/18 Adopted Budget 2018/19 Adopted Budget 153-SLD #3 VICTORIA 5000 - Regular Salaries $ 15,279 $ 18,910 $ 19,060 Fringe Benefits 6,916 8,890 8,960 5102 - Training 0 180 180 5160 - Membership Dues 30 50 50 5200 - Operations & Maintenance 3,494 9,940 9,940 5300 - Contract Services 4,016 0 8,050 5403 - Electric Utilities 269,292 184,200 90,000 5500 - Assessment Administration 35,640 36,000 30,640 5501 - Admin./General Overhead 6,530 8,350 6,930 5650 - Capital Project 0 1,782,670 0 5700 - Interest Expense 0 14,330 15,080 5701 - Principal Repayments 0 73,550 80,850 9150 - Transfer Out -Fund 150 0 0 18,580 TOTAL SLD #3 VICTORIA $ 341,197 $ 2,137,070 $ 288,320 154-SLD #4 TERRA VISTA 5000 - Regular Salaries $ 15,279 $ 18,910 $ 19,060 Fringe Benefits 6,916 8,890 8,960 5102 - Training 0 190 190 5160 - Membership Dues 30 50 50 5200 - Operations & Maintenance 4,884 4,940 4,940 5280 - Equip Operations & Maint 0 1,000 1,000 5300 - Contract Services 4,060 0 3,730 5403 - Electric Utilities 91,782 96,440 39,000 5500 - Assessment Administration 22,970 22,050 18,750 5501 - Admin./General Overhead 4,120 5,710 4,960 5650 - Capital Project 0 1,037,860 120,000 5700 - Interest Expense 0 7,460 7,600 5701 - Principal Repayments 0 38,280 40,730 9150 - Transfer Out -Fund 150 0 0 8,620 TOTAL SLD #4 TERRA VISTA $ 150,041 $ 1,241,780 $ 277,590 155-SLD #5 CARYN COMMUNITY 5000 - Regular Salaries $ 4,351 $ 4,440 $ 4,440 Fringe Benefits 1,970 2,090 2,090 5102 - Training 180 180 180 5160 - Membership Dues 30 50 50 5200 - Operations & Maintenance 6,233 8,990 8,990 5300 - Contract Services 0 0 1,770 5403 - Electric Utilities 55,606 38,480 19,000 5500 - Assessment Administration 7,020 7,020 5,970 5501 - Admin./General Overhead 1,690 2,190 1,540 5650 - Capital Project 0 405,480 0 5700 - Interest Expense 0 3,260 3,410 Fiscal Year 2o18/19 Adopted Budget Page 158 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5701 - Principal Repayments 0 16,730 18,270 9150 - Transfer Out -Fund 150 0 0 4,090 TOTAL SLD #5 CARYN COMMUNITY $ 77,080 $ 488,910 $ 69,800 156-SLD #6 INDUSTRIAL AREA 5000 - Regular Salaries $ 15,279 $ 18,910 $ 19,060 Fringe Benefits 6,916 8,890 8,960 5102 - Training 95 180 180 5160 - Membership Dues 30 50 50 5200 - Operations & Maintenance 6,929 6,940 6,940 5280 - Equip Operations & Maint 0 800 800 5300 - Contract Services 4,060 0 2,780 5403 - Electric Utilities 83,371 67,370 33,000 5500 - Assessment Administration 5,600 5,900 5,020 5501 - Admin./General Overhead 4,250 5,760 4,920 5650 - Capital Project 0 629,240 0 5700 - Interest Expense 0 5,060 5,540 5701 - Principal Repayments 0 25,960 29,670 9150 - Transfer Out -Fund 150 0 0 6,410 TOTAL SLD #6 INDUSTRIAL AREA $ 126,530 $ 775,060 $ 123,330 157-SLD #7 NORTH ETIWANDA 5000 - Regular Salaries $ 13,827 $ 14,110 $ 14,130 Fringe Benefits 6,259 6,630 6,640 5102 - Training 0 180 180 5160 - Membership Dues 0 50 50 5200 - Operations & Maintenance 4,958 4,940 4,940 5300 - Contract Services 0 0 5,630 5403 - Electric Utilities 173,048 126,090 57,000 5500 - Assessment Administration 20,810 21,380 18,230 5501 - Admin./General Overhead 4,120 4,670 3,700 5650 - Capital Project 0 1,290,430 0 5700 - Interest Expense 0 10,380 10,910 5701 - Principal Repayments 0 53,240 58,490 9150 - Transfer Out -Fund 150 0 0 12,980 TOTAL SLD #7 NORTH ETIWANDA $ 223,022 $ 1,532,100 $ 192,880 158-SLD #8 SOUTH ETIWANDA 5000 - Regular Salaries $ 13,830 $ 17,240 $ 17,580 Fringe Benefits 6,260 8,100 8,260 5102 - Training 0 180 180 5160 - Membership Dues 0 40 40 5200 - Operations & Maintenance 4,933 4,940 4,940 5300 - Contract Services 4,060 0 1,980 5403 - Electric Utilities 51,796 42,240 22,000 Fiscal Year 2o18/19 Adopted Budget Page 159 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5500 - Assessment Administration 10,030 8,720 7,420 5501 - Admin./General Overhead 3,350 5,000 4,270 5650 - Capital Project 0 321,040 0 5700 - Interest Expense 0 2,570 2,920 5701 - Principal Repayments 0 13,190 15,670 9150 - Transfer Out -Fund 150 0 0 4,570 TOTAL SLD #8 SOUTH ETIWANDA $ 94,259 $ 423,260 $ 89,830 170-GAS TAX 2105/PROPlll 5000 - Regular Salaries $ 269,681 $ 0 $ 0 Fringe Benefits 120,070 0 0 5298 - Operating Cntra Acct (FS only) 50,992 0 0 5300 - Contract Services 140,612 0 0 5501 - Admin./General Overhead 42,400 0 0 5650 - Capital Project 50,992 0 0 5699 - Capital Proj Contra Acct (FS) (50,992) 0 0 TOTAL GAS TAX 2105/PROP111 $ 623,755 $ 0 $ 0 172-GAS TAX 2106-2107 5000 - Regular Salaries $ 675,540 $ 0 $ 0 5005 - Overtime Salaries 7,447 0 0 5010 - Part Time Salaries 64,792 0 0 Fringe Benefits 313,729 0 0 5250 - Vehicle Operations & Maint. 6,530 0 0 5300 - Contract Services 10,909 0 0 5403 - Electric Utilities 247,510 0 0 5501 - Admin./General Overhead 157,730 0 0 TOTAL GAS TAX 2106-2107 $ 1,484,187 $ 0 $ 0 174-GAS TAX R&T7360 5000 - Regular Salaries $ 22,276 $ 1,124,520 $ 1,146,180 5005 - Overtime Salaries 0 8,000 12,000 5010 - Part Time Salaries 0 88,340 88,340 Fringe Benefits 10,083 540,900 552,740 5102 - Training 0 2,780 2,780 5200 - Operations & Maintenance 0 620 620 5250 - Vehicle Operations & Maint. 0 8,110 6,110 5280 - Equip Operations & Maint 0 2,200 1,200 5298 - Operating Cntra Acct (FS only) 400 0 0 5300 - Contract Services 25,000 296,860 307,860 5403 - Electric Utilities 0 270,800 168,000 5501 - Admin./General Overhead 4,610 223,910 228,740 5650 - Capital Project 339,435 2,115,000 311,000 5699 - Capital Proj Contra Acct (FS) (400) 0 0 5720 - Misc Contributions to City 9,920 9,920 10,150 Fiscal Year 2018/19 Adopted Budget Page 16o City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 9157 - Transfer Out-SLD7 105,100 0 0 TOTAL GAS TAX R&T7360 $ 516,424 $ 4,691,960 $ 2,835,720 176-MEASURE I 1990-2010 5501 - Admin./General Overhead $ 440 $ 660 $ 120 5650 - Capital Project 0 400,000 150,000 TOTAL MEASURE 11990-2010 $ 440 $ 400,660 $ 150,120 177-MEASURE 12010-2040 5000 - Regular Salaries $ 154,365 $ 204,730 $ 231,700 5005 - Overtime Salaries 12,821 14,300 14,300 Fringe Benefits 69,440 95,780 108,480 5298 - Operating Cntra Acct (FS only) 237,542 0 0 5300 - Contract Services 980,500 1,144,550 1,168,400 5501 - Admin./General Overhead 30,110 35,410 42,720 5650 - Capital Project 2,233,126 2,150,000 1,460,000 5699 - Capital Proj Contra Acct (FS) (237,542) 0 0 5720 - Misc Contributions to City 33,740 33,740 19,910 TOTAL MEASURE 12010-2040 $ 3,514,102 $ 3,678,510 $ 3,045,510 179-ROAD MAINT & REHAB ACCT 5650 - Capital Project $ 0 $ 1,000,000 $ 2,366,000 TOTAL ROAD MAINT & REHAB ACCT $ 0 $ 1,000,000 $ 2,366,000 181-SB 1 - TCEP 5650 - Capital Project $ 0 $ 0 $ 7,850,000 TOTAL SB 1 - TCEP $ 0 $ 0 $ 7,850,000 182-AB 2928 TRAFFIC CONGEST RELIEF 5501 - Admin./General Overhead $ 80 $ 80 $ 70 TOTAL AB 2928 TRAFFIC CONGEST RELIEF $ 80 $ 80 $ 70 188-INTEGRATED WASTE MANAGEMENT 5000 - Regular Salaries $ 592,101 $ 620,480 $ 599,380 5005 - Overtime Salaries 49,812 50,000 50,000 5010 - Part Time Salaries 15,354 13,880 13,880 Fringe Benefits 266,797 287,980 278,950 5100 - Travel and Meetings 991 1,500 1,500 5102 - Training 0 500 500 5105 - Mileage 0 100 100 5150 - Office Supplies & Equipment 1,249 2,000 2,000 5160 - Membership Dues 400 920 920 5200 - Operations & Maintenance 23,458 28,200 25,500 5204 - O & M/Facilities 567 1,000 500 Fiscal Year 2018/19 Adopted Budget Page 161 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5215 - O & M/Computer Equipment 1,397 1,000 0 5220 - Cellular Technology 606 1,440 1,440 5300 - Contract Services 82,124 137,300 143,300 5304 - Contract Serv/Facilities 876 2,000 1,000 5310 - Tree Maintenance 0 45,000 45,000 5501 - Admin./General Overhead 132,220 134,250 140,980 5604 - Capital Outlay -Vehicles 355,348 0 0 9001 - Transfer Out -General Fund 350,170 350,170 188,420 TOTAL INTEGRATED WASTE MANAGEMENT $ 1,873,470 $ 1,677,720 $ 1,493,370 190-PROP 42-TRAFFIC CONGESTION MIT 5501 - Admin./General Overhead $ 250 $ 160 $ 50 TOTAL PROP 42-TRAFFIC CONGESTION MIT $ 250 $ 160 $ 50 194-PROPOSITION 1B STATE FUNDING 5501 - Admin./General Overhead $ 60 $ 70 $ 60 TOTAL PROPOSITION 113 STATE FUNDING $ 60 $ 70 $ 60 195-STATE ASSET SEIZURE 5300 - Contract Services $ 0 $ 0 $ 6,000 5501 - Admin./General Overhead 800 5,670 930 5603 - Capital Outlay -Equipment 13,725 0 0 5999 - Prior Period Adjustment (5,885) 0 0 TOTAL STATE ASSET SEIZURE $ 8,640 $ 5,670 $ 6,930 196-CA ASSET SEIZURE 15% 5300 - Contract Services $ 4,024 $ 0 $ 0 5501 - Admin./General Overhead 20 60 30 TOTAL CA ASSET SEIZURE 15% $ 4,044 $ 60 $ 30 197-FEDERAL ASSET SEIZURE 5501 - Admin./General Overhead $ 30 $ 1,860 $ 0 5725 - Other Expenditures 21,485 0 0 5999 - Prior Period Adjustment 5,885 0 0 TOTAL FEDERAL ASSET SEIZURE $ 27,400 $ 1,860 $ 0 198-CITYWIDE INFRASTRUCTURE IMPRV 5000 - Regular Salaries $ 0 $ 15,020 $ 15,020 5005 - Overtime Salaries 370 0 0 Fringe Benefits 0 7,060 7,060 5200 - Operations & Maintenance 4,714 12,500 12,500 5298 - Operating Cntra Acct (FS only) 57,132 0 0 5300 - Contract Services 0 25,000 0 Fiscal Year 2oi8/19 Adopted Budget Page 162 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5501 - Admin./General Overhead 5,720 12,430 12,910 5650 - Capital Project 2,500,296 4,275,000 3,641,820 5699 - Capital Proj Contra Acct (FS) (57,132) 0 0 5720 - Misc Contributions to City 33,360 33,360 23,980 TOTAL CITYWIDE INFRASTRUCTURE IMPRV $ 2,544,460 $ 4,380,370 $ 3,713,290 204-COMMUNITY DEVELOPMENT BLK GRNT 5000 - Regular Salaries $ 262,051 $ 281,800 $ 283,640 5010 - Part Time Salaries 6,482 6,770 6,650 Fringe Benefits 117,294 131,970 134,540 5501 - Admin./General Overhead 32,840 47,780 48,380 5650 - Capital Project 420,159 1,470,820 1,198,530 5999 - Prior Period Adjustment (30,441) 0 0 TOTAL COMMUNITY DEVELOPMENT BLK GRNT $ 808,385 $ 1,939,140 $ 1,671,740 209-FEDERAL SAFETEA-LU 5298 - Operating Cntra Acct (FS only) $ 840,204 $ 0 $ 0 5501 - Admin./General Overhead 0 0 150 5650 - Capital Project 840,204 2,127,750 600,000 5699 - Capital Proj Contra Acct (FS) (840,204) 0 0 TOTAL FEDERAL SAFETEA-LU $ 840,204 $ 2,127,750 $ 600,150 211-PROP 1B - SLPP 5650 - Capital Project $ 0 $ 19,920 $ 19,920 TOTAL PROP 1B - SLPP $ 0 $ 19,920 $ 19,920 214-PEDESTRIAN GRANT/ART 3 5501 - Admin./General Overhead $ 340 $ 0 $ 0 5650 - Capital Project 0 0 43,000 TOTAL PEDESTRIAN GRANT/ART 3 $ 340 $ 0 $ 43,000 218-PUBLIC RESRCE GRNTS/HEALTHY RC 5000 - Regular Salaries $ 12,898 $ 0 $ 0 5010 - Part Time Salaries 13,857 0 0 Fringe Benefits 8,234 0 0 5200 - Operations & Maintenance 15,396 9,730 9,730 5300 - Contract Services 37,222 0 0 TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC $ 87,607 $ 9,730 $ 9,730 225-CA RECYC/LITTER REDUCTION GRNT 5005 - Overtime Salaries $ 3,682 $ 4,600 $ 4,600 5100 - Travel and Meetings 1,092 1,600 1,600 5102 - Training 1,250 1,200 1,350 5200 - Operations & Maintenance 50,043 29,760 49,760 Fiscal Year 2018/19 Adopted Budget Page 163 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 5300 - Contract Services 5501 - Admin./General Overhead TOTAL CA RECYC/LITTER REDUCTION GRNT 226-USED OIL RECYCLING GRANT 5200 - Operations & Maintenance TOTAL USED OIL RECYCLING GRANT 227-USED OIL RECYCLING PROGRAM 5005 - Overtime Salaries 5100 - Travel and Meetings 5102 - Training 5200 - Operations & Maintenance 5501 - Admin./General Overhead TOTAL USED OIL RECYCLING PROGRAM 234-SAFE ROUTES TO SCHOOL PROGRAM 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5300 - Contract Services 5650 - Capital Project 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 5200 - Operations & Maintenance 5204 - O & M/Facilities 5207 - O & M/Capital Supplies 5300 - Contract Services 5501 - Admin./General Overhead 5999 - Prior Period Adjustment 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 12,340 12,340 12,500 570 0 1,030 $ 68,977 $ 49,500 $ 70,840 $ 15,240 $ 0 $ 0 $ 15,240 $ 0 $ 0 $ 14,986 $ 16,000 $ 16,000 1,207 0 1,300 950 0 700 27,870 23,650 24,000 610 570 1,210 $ 45,623 $ 40,220 $ 43,210 $ 971 $ 19,810 $ 15,000 168 3,430 220 5,027 57,280 25,340 0 30,000 14,250 0 90,800 90,800 $ 6,166 $ 201,320 $ 145,610 $ 460 $ 0 $ 0 30,193 0 0 320 0 0 2,496,378 0 0 $ 2,527,351 $ 0 $ 0 $ 502,499 $ 548,850 $ 570,930 354 1,000 1,000 1,205,196 1,444,560 1,550,060 288,754 357,200 382,000 3,723 4,220 4,920 301,101 317,730 327,940 0 0 1,500 31,965 20,000 20,000 684,181 727,200 732,140 41,010 41,010 41,010 66,006 0 0 Fiscal Year 2oi8/19 Adopted Budget Page 164 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget TOTAL RECREATION SERVICES 255-VG CULTURAL CENTER 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5150 - Office Supplies & Equipment 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead TOTAL VG CULTURAL CENTER 290-LIBRARY FUND 5000 - Regular Salaries 5005 - Overtime 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 5200 - Operations & Maintenance 5207 - O & M/Capital Supplies 5215 - O & M/Computer Equipment 5220 - Cellular Technology 5298 - Operating Cntra Acct (FS only) 5300 - Contract Services 5400 - Telephone Utilities 5402 - Water Utilities 5403 - Electric Utilities 5405 - Internet Services 5501 - Admin./General Overhead 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 5699 - Capital Proj Contra Acct (FS) 5700 - Interest Expense 5703 - Capital Lease Payment TOTAL LIBRARY FUND 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget $ 3,124,789 $ 3,461,770 $ 3,631,500 $ 69,562 $ 113,800 $ 119,060 712 0 1,000 270,923 297,350 311,690 48,197 70,680 74,760 179 500 0 92,411 129,920 116,250 812,138 888,760 861,970 0 5,740 7,350 $ 1,294,122 $ 1,506,750 $ 1,492,080 $ 1,459,737 $ 1,679,340 $ 1,747,630 433 0 0 754,645 933,510 878,200 746,452 882,410 917,300 22,428 31,050 26,450 1,948 6,000 6,000 868 1,000 1,000 16,957 22,550 20,750 2,088 5,800 3,000 4,973 6,380 6,700 626,415 735,870 870,990 19,840 40,000 40,000 2,007 66,000 23,400 465 1,010 1,010 4,667 0 0 313,619 305,800 254,160 11,295 10,500 10,500 4,853 5,040 5,040 58,034 65,000 65,000 0 0 54,930 78,000 85,800 94,380 72,729 0 0 0 250,000 0 0 9,000 0 29,481 8,000 8,000 0 0 90,000 (4,667) 0 0 370 0 0 8,817 13,650 1,790 $ 4,236,454 $ 5,163,710 $ 5,126,230 Fiscal Year 2018/19 Adopted Budget Page 165 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 291-CA STATE LIBRARY 5010 - Part Time Salaries Fringe Benefits 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead 5603 - Capital Outlay -Equipment TOTAL CA STATE LIBRARY 292-STAFF INNOVATION FD (CA ST LB) 5100 - Travel and Meetings 5200 - Operations & Maintenance 5300 - Contract Services 5501 - Admin./General Overhead TOTAL STAFF INNOVATION FD (CA ST LB) 299-LIBRARY DEVELOPMENT FUND 5501 - Admin./General Overhead TOTAL LIBRARY DEVELOPMENT FUND 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 5298 - Operating Cntra Acct (FS only) 5501 - Admin./General Overhead 5603 - Capital Outlay -Equipment 5606 - Capital Outlay-Furn/Fixtures 5650 - Capital Project 5699 - Capital Proj Contra Acct (FS) TOTAL LIBRARY CAPITAL FUND 354-COPIS PROGRAM GRANT -STATE 5100 - Travel and Meetings 5200 - Operations & Maintenance 5215 - O & M/Computer Equipment 5300 - Contract Services 5501 - Admin./General Overhead 5603 - Capital Outlay -Equipment $ 4,282 $ 0 $ 0 393 0 0 41,611 15,000 20,000 0 3,000 0 580 0 400 38,966 0 0 $ 85,832 $ 18,000 $ 20,400 $ 3,559 $ 0 $ 1,500 1,552 0 0 0 72,620 0 2,480 1,890 1,780 $ 7,591 $ 74,510 $ 3,280 $ 0 $ 0 $ 720 $ 0 $ 0 $ 720 $ 2,542 $ 0 $ 0 195 0 0 530 0 50 $ 3,267 $ 0 $ 50 $ 1,089 $ 0 $ 0 980 1,510 3,290 54,119 0 0 55,602 135,350 0 684,838 0 0 (1,089) 0 0 $ 795,539 $ 136,860 $ 3,290 $ 8,039 $ 5,000 $ 9,200 2,752 0 0 16,147 0 0 234,298 300,000 300,000 14,900 3,000 11,220 441,013 0 0 Fiscal Year 2o18/19 Adopted Budget Page 166 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget TOTAL COP'S PROGRAM GRANT -STATE $ 717,149 $ 308,000 $ 320,420 361-JUSTICE ASSISTANCE GRANTUAG) 5603 - Capital Outlay -Equipment $ 25,467 $ 47,000 $ 0 5605 - Capital Outlay -Computer Equip 0 0 5,890 TOTAL JUSTICE ASSISTANCE GRANT(JAG) $ 25,467 $ 47,000 $ 5,890 380-HOMELAND SECURITY GRANT -FIRE 5606 - Capital Outlay-Furn/Fixtures $ 32,280 $ 0 $ 0 5999 - Prior Period Adjustment 601 0 0 TOTAL HOMELAND SECURITY GRANT -FIRE $ 32,881 $ 0 $ 0 381-HOMELAND SECURITY GRANT -POLICE 5290 - Specialized Tools & Equipment $ 18,914 $ 0 $ 0 5501 - Admin./General Overhead 0 2,070 30 5603 - Capital Outlay -Equipment 0 66,000 15,500 TOTAL HOMELAND SECURITY GRANT -POLICE $ 18,914 $ 68,070 $ 15,530 383-EMERGENCY MGMT PERFORMNCE GRNT 5723 - Misc Contributions to Fire $ 33,218 $ 33,220 $ 27,030 TOTAL EMERGENCY MGMT PERFORMNCE GRNT $ 33,218 $ 33,220 $ 27,030 396-HOUSING SUCCESSOR AGENCY 5200 - Operations & Maintenance $ 0 $ 450 $ 450 5245 - Subsidies To Low/Mod Housing 72,100 80,400 80,400 5620 - Project Improvement Costs 4,688,388 4,200,000 4,200,000 5699 - Capital Proj Contra Acct (FS) (4,688,388) 0 0 5720 - Misc Contributions to City 200,000 200,000 200,000 TOTAL HOUSING SUCCESSOR AGENCY $ 272,100 $ 4,480,850 $ 4,480,850 602-AD 84-1 DAY CREEK/MELLO 5501 - Admin./General Overhead $ 290 $ 310 $ 280 TOTAL AD 84-1 DAY CREEK/MELLO $ 290 $ 310 $ 280 612-CFD 2001-01 5501 - Admin./General Overhead $ 130 $ 140 $ 120 TOTAL CFD 2001-01 $ 130 $ 140 $ 120 617-CFD 2004-01 RANCHO ETIWANDA ES 5725 - Other Expenditures $ 28,554 $ 0 $ 0 TOTAL CFD 2004-01 RANCHO ETIWANDA ES $ 28,554 $ 0 $ 0 Page 167 Fiscal Year 2018/19 Adopted Budget City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 700-SPORTS COMPLEX 5000 - Regular Salaries 5005 - Overtime Salaries 5010 - Part Time Salaries Fringe Benefits 5080 - Pension Expense 5150 - Office Supplies & Equipment 5200 - Operations & Maintenance 5204 - O & M/Facilities 5206 - O & M/Recreation Programs 5250 - Vehicle Operations & Maint. 5252 - Emergency Equipment & Veh Rntl 5280 - Equip Operations & Maint 5298 - Operating Cntra Acct (FS only) 5299 - Depreciation Expense 5300 - Contract Services 5304 - Contract Serv/Facilities 5305 - Contract Serv/Recreation Prgs 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5501 - Admin./General Overhead 5607 - Cap Outlay-Impry Oth Than Bldg 5650 - Capital Project 5699 - Capital Proj Contra Acct (FS) 5700 - Interest Expense 5701 - Principal Repayments TOTAL SPORTS COMPLEX 702-REGIS CONNECT 5100 - Travel and Meetings 5102 - Training 5105 - Mileage 5152 - Computer Software 5161 - Publications & Subscriptions 5200 - Operations & Maintenance 5215 - O & M/Computer Equipment 5300 - Contract Services 5501 - Admin./General Overhead 5720 - Misc Contributions to City TOTAL REGIS CONNECT 705-MUNICIPAL UTILITY 5000 - Regular Salaries 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget $ 775,003 $ 855,770 $ 869,140 27,245 37,280 37,280 213,111 286,650 292,660 376,121 441,860 452,310 409,032 0 0 77 300 300 77,110 96,600 98,200 47,044 52,760 52,760 0 200 200 0 1,500 1,500 6,014 9,500 9,500 13,491 16,000 16,000 24,560 0 0 433,992 0 0 36,536 101,770 123,290 158,458 198,140 222,640 2,228 1,500 1,500 2,981 4,070 3,000 7,232 9,930 7,200 118,616 116,750 127,130 196,042 327,160 185,770 25,000 25,000 25,000 30,533 0 0 134,374 0 0 (164,907) 0 0 31,496 29,620 21,140 0 0 121,430 $ 2,981,389 $ 2,612,360 $ 2,667,950 $ 13,473 $ 22,020 $ 0 3,777 7,230 0 1,446 3,000 0 424 1,000 0 216 0 0 7,862 6,400 0 1,594 4,200 0 500 1,260 0 1,100 3,590 3,350 137,228 127,620 70,000 $ 167,620 $ 176,320 $ 73,350 $ 235,022 $ 256,700 $ 255,760 Fiscal Year 2018/19 Adopted Budget Page 168 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2016/17 Actual 2017/18 Adopted Budget 2018/19 Adopted Budget 5010 - Part Time Salaries 33,702 65,120 65,120 Fringe Benefits 109,590 125,190 125,320 5080 - Pension Expense 68,586 0 0 5100 - Travel and Meetings 1,862 5,250 7,640 5102 - Training 138 42,000 42,000 5150 - Office Supplies & Equipment 990 1,000 1,000 5152 - Computer Software 0 39,000 4,000 5160 - Membership Dues 13,446 17,060 17,140 5161 - Publications & Subscriptions 2,020 1,620 1,620 5209 - O & M/Electric Utility 5,451,091 5,567,300 5,971,800 5215 - O & M/Computer Equipment 0 1,700 3,400 5220 - Cellular Technology 0 20,890 73,300 5298 - Operating Cntra Acct (FS only) 328,325 0 0 5299 - Depreciation Expense 816,540 0 0 5309 - Contract Srvc/Electric Utility 432,212 840,350 702,350 5312 - Legal Services 42,883 30,000 30,000 5400 - Telephone Utilities 2,690 7,500 7,500 5501 - Admin./General Overhead 151,880 208,300 235,190 5603 - Capital Outlay -Equipment 31,794 160,000 70,000 5650 - Capital Project 1,097,037 2,451,200 1,985,000 5699 - Capital Proj Contra Acct (FS) (1,128,831) 0 0 5720 - Misc Contributions to City 0 37,760 37,760 5899 - Clearing Acct-Electric Utility (10,623) 0 0 5900 - Bad Debt Expense -Electric Util 8,532 0 0 5999 - Prior Period Adjustment 0 0 0 9001 - Transfer Out -General Fund 1,207,090 1,241,140 1,390,260 TOTAL MUNICIPAL UTILITY $ 8,895,976 $ 11,119,080 $ 11,026,160 706-UTILITY PUBLIC BENEFIT FUND 5000 - Regular Salaries $ 102,230 $ 104,700 $ 106,930 Fringe Benefits 45,594 48,500 49,550 5160 - Membership Dues 1,118 2,120 2,210 5161 - Publications & Subscriptions 0 200 200 5209 - O & M/Electric Utility 19,240 330,000 510,000 5300 - Contract Services 34,370 100,000 100,000 5501 - Admin./General Overhead 12,370 15,980 16,410 TOTAL UTILITY PUBLIC BENEFIT FUND $ 214,922 $ 601,500 $ 785,300 708-RCMU CAPITAL REPLACEMENT FUND 5501 - Admin./General Overhead $ 930 $ 1,200 $ 1,130 TOTAL RCMU CAPITAL REPLACEMENT FUND $ 930 $ 1,200 $ 1,130 711-FIBER OPTIC NETWORK 5100 - Travel and Meetings $ 0 $ 0 $ 1,000 5102 - Training 0 0 1,000 Fiscal Year 2o18/19 Adopted Budget Page 169 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5150 - Office Supplies & Equipment 0 0 1,000 5152 - Computer Software 0 0 75,000 5209 - O & M/Electric Utility 0 0 31,200 5300 - Contract Services 0 100,000 100,000 5309 - Contract Srvc/Electric Utility 0 0 230,000 5501 - Admin./General Overhead 0 0 950 5650 - Capital Project 0 2,050,000 2,000,000 TOTAL FIBER OPTIC NETWORK $ 0 $ 2,150,000 $ 2,440,150 712-EQUIPNEHICLE REPLACEMENT 5200 - Operations & Maintenance $ 120,877 $ 155,850 $ 83,850 5204 - O & M/Facilities 2,130 0 0 5298 - Operating Cntra Acct (FS only) 19,371 0 0 5299 - Depreciation Expense 713,786 0 0 5300 - Contract Services 345,591 49,500 6,000 5501 - Admin./General Overhead 16,170 32,030 37,330 5603 - Capital Outlay -Equipment 2,502,521 429,000 494,850 5604 - Capital Outlay -Vehicles 852,694 140,000 0 5650 - Capital Project 0 0 150,000 5699 - Capital Proj Contra Acct (FS) (3,355,215) 0 0 5700 - Interest Expense 2,785 0 0 5703 - Capital Lease Payment 66,268 73,280 0 5704 - Long Term Debt Repymt Contra (66,268) 0 0 TOTAL EQUIPNEHICLE REPLACEMENT $ 1,220,710 $ 879,660 $ 772,030 714-COMP EQUIP/TECH REPLCMENT FUND 5005 - Overtime Salaries $ 0 $ 0 $ 52,000 5152 - Computer Software 96,979 114,280 58,200 5200 - Operations & Maintenance 8,179 14,590 14,750 5215 - O & M/Computer Equipment 61,271 78,700 14,000 5298 - Operating Cntra Acct (FS only) 1,792 0 0 5299 - Depreciation Expense 363,897 0 0 5300 - Contract Services 31,786 55,200 430,690 5501 - Admin./General Overhead 19,110 10,590 8,490 5603 - Capital Outlay -Equipment 381,440 10,000 0 5605 - Capital Outlay -Computer Equip 54,203 95,700 445,000 5699 - Capital Proj Contra Acct (FS) (435,643) 0 0 5700 - Interest Expense 29,657 0 0 5701 - Principal Repayments 62,154 0 0 5703 - Capital Lease Payment 397,751 424,100 0 5704 - Long Term Debt Repymt Contra (459,904) 0 0 9288 - Transfer Out -Fire Capital Fund 3,760 0 0 TOTAL COMP EQUIP/TECH REPLCMENT FUND $ 616,432 $ 803,160 $ 1,023,130 838-AD 91-2 REDEMPTION -DAY CANYON Fiscal Year 2o18/19 Adopted Budget Page 170 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5000 - Regular Salaries $ 33,771 $ 13,860 $ 13,870 Fringe Benefits 14,951 6,360 6,370 5500 - Assessment Administration 1,930 1,940 1,700 5501 - Admin./General Overhead 5,610 6,110 3,490 TOTAL AD 91-2 REDEMPTION -DAY CANYON $ 56,262 $ 28,270 $ 25,430 847-PD 85 CAPITAL REPLACEMENT FUND 5005 - Overtime Salaries $ 1,257 $ 0 $ 0 5200 - Operations & Maintenance 3,471 15,000 15,000 5252 - Emergency Equipment & Veh Rntl 1,035 2,000 2,000 5300 - Contract Services 11,208 23,000 23,000 5402 - Water Utilities 3,449 0 0 5501 - Admin./General Overhead 0 0 1,340 TOTAL PD 85 CAPITAL REPLACEMENT FUND $ 20,420 $ 40,000 $ 41,340 848-PD 85 REDEMPTION FUND 5000 - Regular Salaries $ 240,478 $ 143,340 $ 143,700 5005 - Overtime Salaries 595 3,680 3,680 Fringe Benefits 108,556 67,060 67,220 5200 - Operations & Maintenance 41,178 103,910 103,910 5204 - O & M/Facilities 0 2,500 2,500 5252 - Emergency Equipment & Veh Rntl 0 3,000 4,500 5280 - Equip Operations & Maint 44 4,500 4,500 5298 - Operating Cntra Acct (FS only) 69,572 0 0 5300 - Contract Services 148,902 266,790 318,260 5304 - Contract Serv/Facilities 4,734 14,240 12,740 5310 - Tree Maintenance 18,200 19,120 19,120 5400 - Telephone Utilities 7,623 9,570 9,570 5402 - Water Utilities 149,355 148,690 184,010 5403 - Electric Utilities 92,507 130,050 137,530 5500 - Assessment Administration 153,430 152,220 129,370 5501 - Admin./General Overhead 64,370 48,640 44,550 5607 - Cap Outlay-Impry Oth Than Bldg 0 30,000 65,000 5650 - Capital Project 242,849 55,000 30,000 5699 - Capital Proj Contra Acct (FS) (69,572) 0 0 5720 - Misc Contributions to City 0 2,960 2,960 9847 - Transfer Out -Fund 847 116,800 116,800 116,800 TOTAL PD 85 REDEMPTION FUND $ 1,389,621 $ 1,322,070 $ 1,399,920 868-CFD 2000-03 PARK MAINTENANCE 5000 - Regular Salaries $ 117,630 $ 134,170 $ 135,360 5010 - Part Time Salaries 2,868 8,890 8,890 Fringe Benefits 53,147 64,570 65,100 5200 - Operations & Maintenance 15,948 25,000 25,000 5204 - O & M/Facilities 100 1,000 1,000 Fiscal Year 2o18/19 Adopted Budget Page 171 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2016/17 Actual 2017/18 Adopted Budget 2018/19 Adopted Budget 5300 - Contract Services 45,975 47,570 50,930 5310 - Tree Maintenance 0 0 5,000 5400 - Telephone Utilities 1,753 2,260 2,260 5402 - Water Utilities 74,712 99,670 103,720 5403 - Electric Utilities 2,690 4,100 4,900 5500 - Assessment Administration 1,980 1,980 1,690 5501 - Admin./General Overhead 56,950 58,870 59,940 5650 - Capital Project 0 0 30,000 9137 - Transfer Out -Fund 137 50,000 50,000 30,000 TOTAL CFD 2000-03 PARK MAINTENANCE TOTAL CITY OF RANCHO CUCAMONGA R.C. FIRE PROTECTION DISTRICT 281-FIRE FUND $ 423,753 $ 498,080 $ 523,790 $ 138,521,578 $ 196,706,740 $ 179,813,900 5000 - Regular Salaries $ 12,491,891 $ 13,372,010 $ 13,572,200 5005 - Overtime Salaries 3,350,530 4,058,020 3,929,050 5010 - Part Time Salaries 197,133 148,020 145,310 Fringe Benefits 7,577,621 9,082,560 9,400,860 5060 - Tuition Reimbursement 2,300 10,000 10,000 5082 - Reimb Personnel from CFD 85-1 (4,922,750) (5,160,990) (5,323,730) 5083 - Reimb Personnel from CFD 88-1 (1,975,020) (2,089,960) (2,217,280) 5093 - Other Funds -Salary Reimbursmnt (33,218) (33,220) (27,030) 5100 - Travel and Meetings 21,758 29,670 30,490 5102 - Training 84,177 164,590 159,520 5105 - Mileage 899 750 0 5150 - Office Supplies & Equipment 22,811 34,430 33,570 5151 - Postage 0 300 300 5152 - Computer Software 1,359 640 640 5155 - Public Relations/Educ Material 36,020 36,750 36,750 5160 - Membership Dues 4,699 8,460 8,640 5161 - Publications & Subscriptions 4,809 5,130 5,410 5165 - Licenses, Permits & Fees 5,961 6,760 8,470 5200 - Operations & Maintenance 267,556 310,490 322,460 5204 - O & M/Facilities 0 110,000 102,000 5215 - O & M/Computer Equipment 0 1,700 0 5220 - Cellular Technology 33,246 40,300 52,200 5250 - Vehicle Operations & Maint. 137,873 139,860 209,800 5252 - Emergency Equipment & Veh Rntl 0 2,500 1,500 5255 - Gasoline 16,016 35,770 52,930 5256 - Diesel Fuel 54,673 80,000 123,800 5258 - Propane 0 0 10,000 5280 - Equip Operations & Maint 13,954 31,500 44,500 5285 - Safety Gear & Equipment 73,672 79,430 82,600 5290 - Specialized Tools & Equipment 32,051 42,070 47,000 5291 - Equipment Supplies & Repairs 28,258 33,150 30,350 Fiscal Year 2o18/19 Adopted Budget Page 172 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 5300 - Contract Services 920,338 1,014,600 1,029,090 5304 - Contract Serv/Facilities 0 241,500 256,500 5312 - Legal Services 34,618 50,000 50,000 5320 - Hazardous Waste Removal 1,650 2,500 2,500 5321 - Fire Incident Costs 109 2,500 3,500 5400 - Telephone Utilities 22,906 33,170 26,320 5401 - Gas Utilities 7,416 9,030 11,110 5402 - Water Utilities 16,839 15,810 18,460 5403 - Electric Utilities 58,488 75,450 94,970 5410 - Property Insurance 75,648 75,650 89,850 5411 - Other Insurance 4,325 4,760 4,750 5416 - General Liability Insurance 226,303 222,250 253,600 5417 - General Liability Claims 1,400 0 0 5500 - Assessment Administration 21,708 42,520 87,300 5501 - Admin./General Overhead 2,189,380 2,264,880 2,365,500 5510 - Property Tax Admin. Fee 192,714 175,190 212,100 5700 - Interest Expense 115,247 91,980 77,830 5701 - Principal Repayments 684,866 308,010 322,150 5703 - Capital Lease Payment 3,403 5,790 680 5704 - Long Term Debt Repymt Contra (684,866) 0 0 5720 - Misc Contributions to City 332,754 341,120 343,770 5725 - Other Expenditures 8,152 0 0 5901 - Bad Debt Expense -Other 2,421 0 0 5999 - Prior Period Adjustment (3,810,468) 0 0 9282 - Transfer Out-CFD 85-1 0 16,090 0 9283 - Transfer Out-CFD 88-1 961,630 1,089,550 1,205,190 TOTAL FIRE FUND $ 18,915,260 $ 26,663,040 $ 27,307,480 282-COMMUNITY FACILITIES DIST 85-1 5081 - Reimb Personnel to Fire Fund $ 4,922,750 $ 5,160,990 $ 5,323,730 5100 - Travel and Meetings 0 1,120 0 5150 - Office Supplies & Equipment 54 140 0 5160 - Membership Dues 40 80 0 5161 - Publications & Subscriptions 0 480 0 5165 - Licenses, Permits & Fees 3,278 3,910 2,960 5200 - Operations & Maintenance 13,080 16,140 10,000 5250 - Vehicle Operations & Maint. 68,410 69,940 0 5255 - Gasoline 7,288 17,160 0 5256 - Diesel Fuel 26,725 43,800 0 5280 - Equip Operations & Maint 2,245 6,000 0 5285 - Safety Gear & Equipment 17,260 15,640 15,640 5290 - Specialized Tools & Equipment 1,111 3,130 0 5300 - Contract Services 330,193 355,100 367,400 5400 - Telephone Utilities 14,287 18,920 11,780 5401 - Gas Utilities 5,174 6,360 5,930 5402 - Water Utilities 14,588 10,580 10,580 Fiscal Year 2oi8/19 Adopted Budget Page 173 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget 5403 - Electric Utilities 5416 - General Liability Insurance 5501 - Admin./General Overhead TOTAL COMMUNITY FACILITIES DIST 85-1 283-COMMUNITY FACILITIES DIST 88-1 5081 - Reimb Personnel to Fire Fund 5165 - Licenses, Permits & Fees 5200 - Operations & Maintenance 5300 - Contract Services 5400 - Telephone Utilities 5401 - Gas Utilities 5402 - Water Utilities 5403 - Electric Utilities 5501 - Admin./General Overhead TOTAL COMMUNITY FACILITIES DIST 88-1 285-FIRE TECHNOLOGY FEE FUND 5501 - Admin./General Overhead 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 5298 - Operating Cntra Acct (FS only) 5300 - Contract Services 5312 - Legal Services 5501 - Admin./General Overhead 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 5699 - Capital Proj Contra Acct (FS) 5720 - Misc Contributions to City 2017/18 2016/17 Adopted Actual Budget 2018/19 Adopted Budget 42,040 51,240 52,470 2,200 0 0 231,270 251,720 265,380 $ 5,701,993 $ 6,032,450 $ 6,065,870 $ 1,975,020 $ 2,089,960 $ 2,217,280 1,240 1,280 1,310 3,519 4,000 4,000 80,861 87,190 86,880 11,124 11,190 5,440 1,431 1,970 2,070 3,685 5,040 5,240 11,624 13,560 15,180 96,020 104,410 108,540 $ 2,184,524 $ 2,318,600 $ 2,445,940 $ 360 $ 140 $ 90 $ 360 $ 140 $ 90 $ 2,902 $ 5,200 $ 35,500 180,161 136,000 110,000 178,104 239,000 159,000 62,627 20,500 76,000 953 1,000 1,000 24,581 50,000 50,000 95,760 78,000 3,000 65,645 16,000 16,000 0 6,500 4,200 139 17,000 17,000 30,124 0 0 53,462 42,450 115,000 34,325 0 0 38,250 35,830 33,780 0 10,000 411,610 487,367 594,000 510,000 1,007,718 760,000 950,000 0 65,000 0 190,037 499,020 0 12,714 600,000 300,000 10,323,970 12,515,000 11,525,000 (30,124) 0 0 4,368 0 0 Fiscal Year 2018/19 Adopted Budget Page 174 City of Rancho Cucamonga Expenditure Detail All Funds Fiscal Year 2018/19 Adopted Budget TOTAL FIRE PROTECTION CAPITAL FUND TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget $ 12,763,083 $ 15,690,500 $ 14,317,090 $ 39,565,220 $ 50,704,730 $ 50,136,470 $ 178,086,798 $ 247,411,470 $ 229,950,370 Fiscal Year 2o18/19 Adopted Budget Page 175 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 176 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget CITY OF RANCHO CUCAMONGA GENERAL FUND DIVISION 001 - NON -DEPARTMENTAL GENERAL $ 5,830,207 $ 5,569,570 $ 5,591,560 002 - NON -DEPARTMENTAL PERSONNEL (1,662,198) 174,480 142,050 101 - CITY COUNCIL 106,651 123,930 126,720 102 - CITY MANAGEMENT 861,256 915,860 957,580 103 - CITY CLERK 1,862 1,910 1,970 104 - ANIMAL CARE AND SERVICES 3,007,619 3,236,220 3,350,790 106 - RECORDS MANAGEMENT 496,413 512,000 580,390 107 - HEALTHY RC PROGRAM 427,210 559,610 595,640 108 - COMMUNICATIONS 203,910 320,670 272,160 201 - ADMIN SRVCS-ADMINISTRATION 241,604 285,940 292,650 204 - BUSINESS LICENSING 348,105 425,020 361,430 205 - CITY FACILITIES 852,703 1,160,040 1,070,730 206 - FINANCE 1,283,824 1,458,950 1,471,820 209 - INNOVATION & TECHNOLOGY SRVCS 2,857,382 3,390,260 3,683,660 210 - PERSONNEL 523,440 736,190 708,290 211 - PROCUREMENT 236,506 245,990 256,070 212 - RISK MANAGEMENT 163,176 273,390 274,040 213 - TREASURY MANAGEMENT 12,620 12,230 12,390 217 - CITY TELECOMMUNICATIONS 295,276 333,600 157,490 301 - ECONOMIC AND COMMUNITY DVLPMNT 480,976 810,680 792,280 302 - BUILDING AND SAFETY 1,686,407 1,848,380 1,892,240 303 - ENGINEERING - ADMINISTRATION 316,903 319,390 411,620 305 - ENGINEERING - DEVELOPMENT MGT 715,111 943,430 888,810 306 - ENGINEERING - NPDES 345,025 401,160 384,650 307 - ENGINEERING - PROJECT MGT 368,314 480,750 488,090 308 - ENGINEERING - TRAFFIC MGT 146,799 276,730 335,930 311 - FIRE FACILITIES MAINTENANCE 0 251,800 252,420 312 - CITY FACILITIES MAINTENANCE 3,431,009 3,799,560 3,871,380 314 - PLANNING 1,664,956 1,812,180 1,632,150 315 - PLANNING COMMISSION 17,612 17,580 23,880 317 - VEHICLE AND EQUIP. MAINT. 755,414 953,940 1,071,050 318 - STREET MAINTENANCE 2,188,418 2,731,740 2,802,840 319 - PARK MAINTENANCE 2,611,658 3,082,760 3,261,010 322 - COMMUNITY IMPROVEMENT 591,029 704,460 721,650 401 - COMMUNITY SRVCS-ADMINISTRATION 4,569,565 5,218,190 5,232,070 420 - PARK AND RECREATION COMMISSION 1,469 5,610 0 701 - POLICE -ADMINISTRATION 35,433,522 37,363,370 39,974,900 TOTAL GENERAL FUND $ 71,411,753 $ 80,757,570 $ 83,944,400 OTHER GENERAL FUNDS 003 - REIMB ST/COUNTY PARKING CIT $ 83,190 $ 91,670 $ 122,670 006 - CVWD REIMBURSEMENTS 202,878 236,400 275,240 008 - CNTY OF S. B. REIMBURSEMENTS 88,372 0 0 016 - COMM DEV TECHNICAL SRVCS FUND 92,190 63,400 461,900 017 - LAW ENFORCEMENT RESERVE 26,952 607,210 3,939,580 018 - TRAFFIC SAFETY 423,624 369,430 396,740 Fiscal Year 2018/19 Adopted Budget Page 177 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2018/19 Adopted Budget 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 I I I - 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 120 - PARK DEVELOPMENT 122 - SOUTH ETIWANDA DRAINAGE 124 - TRANSPORTATION 126 - LOWER ETIWANDA DRAINAGE 128 - ETIWANDA NO. EQUESTRIAN FACIL. 129 - UNDERGROUND UTILITIES 130 - LMD #1 GENERAL CITY 131 - LMD #2 VICTORIA 132 - LMD 0A HYSSOP 133 - LMD #3B MEDIANS 134 - LMD 44R 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 1 CAPITAL REPLACEMENT FUND 150 - GENERAL CITY STREET LIGHTS 151 - SLD # 1 ARTERIAL 152 - SLD #2 RESIDENTIAL 153 - SLD 93 VICTORIA 154 - SLD #4 TERRA VISTA 155 - SLD #5 CARYN COMMUNITY 156 - SLD #6 INDUSTRIAL AREA 157 - SLD #7 NORTH ETIWANDA 158 - SLD #8 SOUTH ETIWANDA 170 - GAS TAX 2105/PROP111 172 - GAS TAX 2106-2107 174 - GAS TAX R&T7360 176 - MEASURE I 1990-2010 2016/17 Actual 2017/18 Adopted Budget 2018/19 Adopted Budget 134,250 124,760 105,450 167,450 183,120 183,080 6,800 40,010 34,540 50 4,350 5,910 3,646,172 18,285,960 4,602,660 1,565,386 904,320 906,570 $ 6,437,314 $ 20,910,630 $ 11,034,340 $ 863,166 $ 958,000 $ 926,100 0 0 220 70,286 2,038,830 653,000 860 500,850 537,270 0 0 290 139,188 1,007,390 204,510 0 0 110 148,014 25,400 25,390 300 0 250 285,985 284,200 284,940 160 25,380 25,380 867,331 1,470,980 710,810 250 180 160 2,488,199 3,221,770 5,791,740 170 25,390 25,390 190 190 170 1,142,321 133,310 78,180 1,175,887 1,362,480 1,477,580 3,372,631 4,136,170 3,902,290 4,852 8,570 10,050 961,683 1,046,920 1,081,510 2,425,833 2,735,910 2,785,870 6,074 9,970 9,080 413,225 515,610 588,180 853,907 1,136,830 1,217,910 32,437 36,560 37,450 500,110 660,250 1,149,330 517,571 613,980 696,830 5,193 40,000 40,440 0 0 150,020 1,039,263 5,286,260 845,780 683,757 5,403,390 564,480 341,197 2,137,070 288,320 150,041 1,241,780 277,590 77,080 488,910 69,800 126,530 775,060 123,330 223,022 1,532,100 192,880 94,259 423,260 89,830 623,756 0 0 1,484,187 0 0 516,424 4,691,960 2,835,720 440 400,660 150,120 Fiscal Year 2o18/19 Adopted Budget Page 178 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2018/19 Adopted Budget 177 - MEASURE I 2010-2040 179 - ROAD MAINT & REHAB ACCT 181 - SB 1 - TCEP 182 - AB 2928 TRAFFIC CONGEST RELIEF 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 1B - 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 290 - LIBRARY FUND 291 - CA STATE LIBRARY 292 - STAFF INNOVATION FD (CA ST LB) 299 - LIBRARY DEVELOPMENT FUND 301 - THE BIG READ LIBRARY GRANT 329 - LIBRARY CAPITAL FUND 354 - COP'S PROGRAM GRANT -STATE 361 - JUSTICE ASSISTANCE GRANT(JAG) 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 602 - AD 84-1 DAY CREEK/MELLO 612 - CFD 2001-01 617 - CFD 2004-01 RANCHO ETIWANDA ES TOTAL CAPITAL PROJECTS ENTERPRISE FUNDS 700 - SPORTS COMPLEX 702 - REGIS CONNECT 705 - MUNICIPAL UTILITY 2017/18 2016/17 Adopted Actual Budget 2018/19 Adopted Budget 3,514,102 3,678,510 3,045,510 0 1,000,000 2,366,000 0 0 7,850,000 80 80 70 1,873,470 1,677,720 1,493,370 250 160 50 60 70 60 8,640 5,670 6,930 4,044 60 30 27,400 1,860 0 2,544,459 4,380,370 3,713,290 808,385 1,939,140 1,671,740 840,204 2,127,750 600,150 0 19,920 19,920 340 0 43,000 87,607 9,730 9,730 68,976 49,500 70,840 15,240 0 0 45,623 40,220 43,210 6,166 201,320 145,610 2,527,351 0 0 3,124,789 3,461,770 3,631,500 1,294,123 1,506,750 1,492,080 4,236,454 5,163,710 5,126,230 85,832 18,000 20,400 7,591 74,510 3,280 0 0 720 3,267 0 50 795,538 136,860 3,290 717,149 308,000 320,420 25,467 47,000 5,890 32,881 0 0 18,914 68,070 15,530 33,218 33,220 27,030 272,100 4,480,850 4,480,850 56,262 28,270 25,430 20,419 40,000 41,340 1,3 89,622 1,322,070 1,399,920 423,753 498,080 523,790 $ 46,545,555 $ 76,694,810 $ 66,045,560 $ 290 $ 310 $ 280 130 140 120 28.554 0 0 $ 28,974 $ 450 $ 400 $ 2,981,391 $ 2,612,360 $ 2,667,950 167,620 176,320 73,350 8,895,977 11,119,080 11,026,160 Fiscal Year 2o18/19 Adopted Budget Page 179 City of Rancho Cucamonga Expenditures by Fund Fiscal Year 2018/19 Adopted Budget 2017/18 2018/19 2016/17 Adopted Adopted Actual Budget Budget 706 - UTILITY PUBLIC BENEFIT FUND 214,921 601,500 785,300 708 - RCMU CAPITAL REPLACEMENT FUND 930 1,200 1,130 711 - FIBER OPTIC NETWORK 0 2,150,000 2,440,150 TOTAL ENTERPRISE FUNDS $ 12,260,839 $ 16,660,460 $ 16,994,040 INTERNAL SERVICE FUNDS 712 - EQUIP/VEHICLE REPLACEMENT 714 - COMP EQUIP/TECH REPLCMENT FUND TOTAL INTERNAL SERVICE FUNDS FIDUCIARY FUNDS TOTAL FIDUCIARY 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 $ 1,220,709 $ 879,660 $ 772,030 616,431 803,160 1,023,130 $ 1,837,140 $ 1,682,820 $ 1,795,160 S 0 $ 0 $ 0 $ 138,521,575 $ 196,706,740 $ 179,813,900 $ 18,915,261 $ 26,663,040 $ 27,307,480 5,701,992 6,032,450 6,065,870 2,184,523 2,318,600 2,445,940 360 140 90 t "1 7c'} n0'7 1 C cnn cnn 1 A 1 1 7 nnn N 3`J.JbJ.L1Y I JU./U4./SU 1 JU.130.4/U 39 565 219 P 50.704.730 OR50.136.470 $ 178,086,794 $ 247,411,470 $ 229,950,370 Fiscal Year 2o18/19 Adopted Budget Page 18o CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - SUMMARY ADOPTED DEPARTMENT GOVERNANCE City Council City Clerk City Treasurer City Management TOTAL GOVERNANCE PUBLIC SAFETY Fire District Animal Care and Services TOTAL PUBLIC SAFETY CIVIC AND CULTURAL SERVICES Records Management Community Services Library Services TOTAL CIVIC AND CULTURAL SERVICES ADMINISTRATIVE SERVICES Administration/Procurement Finance Human Resources Innovation and Technology TOTAL ADMINISTRATIVE SERVICES ECONOMIC AND COMMUNITY DEVELOPMENT Administration Building and Safety Services Engineering Services Planning Public Works Services TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT TOTAL FULL TIME POSITIONS 2016/17 2017/18 2018/19 5.0 5.0 5.0 1.0 1.0 1.0 1.0 1.0 1.0 17.0 18.0 19.0 24.0 25.0 26.0 114.0 115.0 115.0 22.0 22.0 22.0 136.0 137.0 137.0 4.0 6.0 5.0 45.5 46.5 46.5 27.5 27.5 28.5 77.0 80.0 80.0 6.0 5.0 5.0 21.0 21.0 21.0 7.0 9.0 9.0 23.0 23.0 23.0 57.0 58.0 58.0 2.0 3.0 3.0 18.0 16.0 16.0 34.5 37.0 37.0 15.0 14.0 14.0 127.0 128.0 129.0 196.5 198.0 199.0 490.5 498.0 500.0 Fiscal Year 2o18/19 Adopted Budget Page 181 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE GOVERNANCE Elected Officials Mayor Councilmember City Clerk City Treasurer ADOPTED 2016/17 2017/18 2018/19 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 Assistant** 0.0 0.0 1.0 Administrative Secretary# 1.0 1.0 0.0 City Manager 1.0 1.0 1.0 Communications Manager*** 1.0 1.0 0.0 Communications and Marketing Officer** 0.0 0.0 1.0 Community Improvement Manager 1.0 1.0 1.0 Community Improvement Officer I 2.0 2.0 2.0 Community Improvement Officer II* 2.0 2.0 1.0 Community Programs Coordinator** 0.0 1.0 2.0 DCM/Civic & Cultural Services 1.0 1.0 1.0 Executive Assistant 1.0 1.0 1.0 Management Aide 2.0 2.0 2.0 Management Analyst 1* 2.0 2.0 1.0 Management Analyst II* 0.0 0.0 1.0 Management Analyst III 1.0 1.0 1.0 Office Specialist I# 1.0 1.0 0.0 Principal Management Analyst 1.0 1.0 1.0 Senior Community Improvement Officer* 0.0 0.0 1.0 Senior Executive Assistant** 0.0 0.0 1.0 Total City Management 17.0 18.0 19.0 TOTAL GOVERNANCE 24.0 25.0 26.0 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 Apprentice Mechanic 0.0 1.0 1.0 Fiscal Year 2018/19 Adopted Budget Page 182 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE ADOPTED 2016/17 2017/18 2018/19 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 2.0 2.0 2.0 Fire Prevention Specialist II 2.0 2.0 2.0 Fire Prevention Supervisor 2.0 2.0 2.0 Fire Shop Supervisor 1.0 1.0 1.0 Firefighter 27.0 27.0 27.0 Management Aide 1.0 1.0 1.0 Management Analyst 1 2.0 2.0 2.0 Management Analyst III 1.0 1.0 1.0 Office Specialist II 3.0 3.0 3.0 Secretary 1.0 1.0 1.0 Senior Administrative Secretary 1.0 1.0 1.0 Total Fire District 114.0 115.0 115.0 Animal Care and Services Administrative Assistant** 0.0 0.0 3.0 Animal Care Supervisor** 1.0 1.0 2.0 Animal Caretaker*** 2.0 2.0 1.0 Animal Center Manager 1.0 1.0 1.0 Animal Handler 3.0 3.0 3.0 Animal Services Director 1.0 1.0 1.0 Animal Services Dispatcher 1.0 1.0 1.0 Animal Services Officer 3.0 3.0 3.0 Community Programs Specialist 1.0 1.0 1.0 Office Specialist I19 3.0 3.0 0.0 Senior Animal Services Officer 1.0 1.0 1.0 Senior Veterinary Technician* 0.0 0.0 1.0 Veterinarian 1.0 1.0 1.0 Veterinary Assistant 1.0 1.0 1.0 Veterinary Technician* 3.0 3.0 2.0 Total Animal Care and Services 22.0 22.0 22.0 TOTAL PUBLIC SAFETY 136.0 137.0 137.0 CIVIC AND CULTURAL SERVICES Records Management Administrative Assistant** 0.0 0.0 2.0 Assistant City Clerk 1.0 1.0 1.0 City Clerk Services Director 1.0 1.0 1.0 Fiscal Year 2o18/19 Adopted Budget Page 183 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED DEPARTMENT AND POSITION TITLE 2016/17 2017/18 2018/19 City Clerk Records Management Analyst 0.0 1.0 1.0 Office Specialist II# (a) 1.0 3.0 0.0 Records Coordinator 1.0 0.0 0.0 Total Records Management 4.0 6.0 5.0 Community Services Administrative Assistant** 0.0 0.0 6.0 Community Services Coordinator 18.0 18.0 18.0 Community Services Director 1.0 1.0 1.0 Community Services Manager 1.0 1.0 1.0 Community Services Marketing Coordinator 1.0 1.0 1.0 Community Services Superintendent 2.0 2.0 2.0 Community Services Supervisor 6.0 6.0 6.0 Cultural Arts Manager# 1.0 1.0 0.0 Cultural Center Manager** 0.0 0.0 1.0 Executive Assistant II** 0.0 0.0 1.0 Fund Development Coordinator 0.5 0.5 0.5 Management Aide 2.0 2.0 2.0 Management Analyst I 1.0 1.0 1.0 Management Analyst II 2.0 2.0 2.0 Office Specialist II# 6.0 6.0 0.0 Senior Administrative Secretary# 1.0 1.0 0.0 Theatre Technician III 3.0 4.0 4.0 Total Community Services 45.5 46.5 46.5 Library Services Assistant Library Director 1.0 1.0 1.0 Executive Assistant II** 0.0 0.0 1.0 Fund Development Coordinator 0.5 0.5 0.5 Librarian I* 8.0 8.0 9.0 Librarian II 2.0 2.0 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 5.0 5.0 5.0 Senior Administrative Secretary# 1.0 1.0 0.0 Senior Librarian 3.0 3.0 3.0 Total Library Services 27.5 27.5 28.5 TOTAL CIVIC AND CULTURAL SERVICES 77.0 80.0 80.0 Fiscal Year 2o18/19 Adopted Budget Page 184 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE ADMINISTRATIVE SERVICES Administration/Purchasing Administrative Secretary# DCM/Administrative Services Executive Assistant ** Procurement Manager Procurement & Contracts Analyst Procurement Technician Finance Account Clerk Account Technician Accounts Payable Supervisor Budget Analyst Business License Clerk Business License Program Coordinator Business License Program Supervisor Business License Technician Finance Director Finance Manager Management Analyst III Payroll Supervisor Principal Accountant Senior Accountant Special Districts Technician Human Resources Administrative Assistant ** Human Resources Director Human Resources Manager Human Resources Technician Management Analyst I Office Specialist I# Risk Management Analyst Senior Risk Management Analyst ADOPTED 2016/17 2017/18 2018/19 1.0 1.0 0.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 0.0 0.0 2.0 2.0 2.0 Total Admin/Purchasing Total Finance Total Human Resources Innovation and Technology Administrative Assistant ** Deputy Director of Innovation and Technology GIS Analyst 6.0 5.0 5.0 5.0 5.0 5.0 2.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 1.0 0.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 1.0 1.0 1.0 0.0 1.0 1.0 3.0 2.0 2.0 1.0 1.0 1.0 21.0 21.0 21.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 3.0 3.0 1.0 1.0 1.0 0.0 1.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 7.0 9.0 9.0 0.0 0.0 2.0 1.0 1.0 1.0 2.0 2.0 2.0 Fiscal Year 2018/19 Adopted Budget Page 185 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED 2016/17 2017/18 2018/19 DEPARTMENT AND POSITION TITLE GIS Supervisor 1.0 1.0 1.0 Information Technology Analyst I 4.0 3.0 3.0 Information Technology Analyst II 2.0 3.0 3.0 Information Technology Specialist II 2.0 2.0 2.0 Information Technology Technician 2.0 1.0 1.0 Innovation and Technology Director 1.0 1.0 1.0 Office Specialist I# 0.0 1.0 0.0 Office Specialist II# 1.0 1.0 0.0 Senior GIS Analyst 1.0 1.0 1.0 Senior GIS Technician 4.0 4.0 4.0 Senior Information Technology Analyst 2.0 2.0 2.0 Total Innovation and Technology 23.0 23.0 23.0 TOTAL ADMINISTRATIVE SERVICES 57.0 58.0 58.0 ECONOMIC AND COMMUNITY DEVELOPMENT Administration DCM/Economic & Community Development 1.0 1.0 1.0 Management Aide 0.0 1.0 1.0 Management Analyst II 1.0 1.0 1.0 Total Administration 2.0 3.0 3.0 Building and Safety Services Administrative Assistant** 0.0 0.0 2.0 Associate Engineer 1.0 0.0 0.0 Building Inspection Supervisor 1.0 1.0 1.0 Building Safety Manager* 1.0 0.0 1.0 Building and Safety Services Director*** 1.0 1.0 0.0 Building Inspector 5.0 5.0 5.0 Executive Assistant ** 0.0 0.0 1.0 Office Specialist II# 2.0 2.0 0.0 Plans Examiner I 1.0 1.0 1.0 Plans Examiner II 0.0 1.0 1.0 Public Service Technician 1 1.0 1.0 1.0 Public Service Technician II 2.0 1.0 1.0 Public Service Technician III 1.0 1.0 1.0 Secretary# 1.0 1.0 0.0 Senior Plans Examiner 1.0 1.0 1.0 Total Building and Safety Services 18.0 16.0 16.0 Engineering Services Administrative Assistant** 0.0 0.0 2.0 Administrative Secretary# 1.0 1.0 0.0 Assistant Engineer 5.0 5.0 5.0 Fiscal Year 2018/19 Adopted Budget Page 186 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE ADOPTED 2016/17 2017/18 2018/19 Assistant City Engineer 1.0 1.0 1.0 Associate Engineer 5.0 6.0 6.0 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 Executive Assistant** 0.0 0.0 1.0 Management Aide 1.0 1.0 1.0 Management Analyst I 2.0 2.0 2.0 Management Analyst II 1.0 0.0 0.0 Office Specialist II# 2.0 2.0 0.0 Principal Engineer 1.0 1.0 1.0 Public Services Technician III 1.0 2.0 2.0 Public Works Inspector I 1.0 2.0 2.0 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 0.5 1.0 1.0 Utilities Division Manager 1.0 1.0 1.0 Total Engineering Services 34.5 37.0 37.0 Planning Administrative Assistant** 0.0 0.0 2.0 Assistant Planner 5.0 4.0 4.0 Associate Planner 3.0 3.0 3.0 Executive Assistant II** 0.0 0.0 1.0 Office Specialist I# 1.0 1.0 0.0 Office Specialist II# 1.0 1.0 0.0 Planning Commission Secretary# 1.0 1.0 0.0 Planning Director 1.0 0.0 0.0 Planning Manager 0.0 1.0 1.0 Planning Technician 1.0 1.0 1.0 Senior Planner 2.0 2.0 2.0 Total Planning 15.0 14.0 14.0 Public Works Services Administrative Assistant** 0.0 0.0 1.0 Assistant Engineer 1.0 1.0 1.0 Deputy Director of Public Works** 0.0 0.0 1.0 Electrician 1.0 2.0 2.0 Equipment Operator 5.0 5.0 5.0 Executive Assistant** 0.0 0.0 1.0 Facilities Superintendent 1.0 1.0 1.0 Fiscal Year 2018/ig Adopted Budget Page 187 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL DEPARTMENT AND POSITION TITLE Fleet Supervisor Inventory Specialist Equipment/Materials Lead Maintenance Worker Lead Mechanic Maintenance Coordinator Maintenance Supervisor Maintenance Worker Management Analyst I Management Analyst III Mechanic Office Specialist II# Parks/Landscape Maintenance Superintendent Public Works Safety Coordinator Public Works Services Director Secretary# Senior Maintenance Worker Signal & Lighting Coordinator Signal & Lighting Technician Streets/Storm Drain Maintenance Superintendent Total Public Works Services TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT TOTAL FULL TIME POSITIONS Changes in staffing levels for Fiscal Year 2018/19 Adopted Budget *Position defunded/funded during FY 2017/18 **Position funded for FY 2018/19 ***Position defunded in FY 2018/19 #Position eliminated and replaced with updated position (a)One position defended in FY 2018/19 ADOPTED 2016/17 2017/18 2018/19 1.0 1.0 1.0 1.0 1.0 1.0 15.0 15.0 15.0 1.0 1.0 1.0 9.0 9.0 9.0 10.0 10.0 10.0 57.0 57.0 57.0 2.0 2.0 2.0 1.0 1.0 1.0 2.0 2.0 2.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 11.0 11.0 11.0 1.0 1.0 1.0 2.0 2.0 2.0 1.0 1.0 1.0 127.0 128.0 129.0 196.5 198.0 199.0 490.5 498.0 500.0 Fiscal Year 2o18/19 Adopted Budget Page 188 CITY OF RANCHO CUCAMONGA, CALIFORNIA FISCAL YEAR 2018/19 ADOPTED BUDGET FUNDED POSITIONS BY DEPARTMENT - DETAIL ADOPTED 2016/17 2017/18 2018/19 DEPARTMENT AND POSITION TITLE PART TIME EMPLOYEES FTEs (FULL TIME EOUIVALENTSI GOVERNANCE City Management 1.6 1.4 0.4 TOTAL CITY MANAGEMENT 1.6 1.4 0.4 PUBLIC SAFETY Fire District 4.4 3.5 3.5 Animal Care and Services 12.5 12.8 12.8 TOTAL PUBLIC SAFETY 16.9 16.3 16.3 CIVIC AND CULTURAL SERVICES Records Management 1.3 0.0 0.5 Community Services 189.9 189.6 189.8 Library Services 36.8 36.8 35.1 TOTAL CIVIC AND CULTURAL SERVICES 228.0 226.4 225.4 ADMINISTRATIVE SERVICES Purchasing 2.0 1.0 1.0 Human Resources 0.0 0.5 0.5 Finance 2.3 2.3 2.3 TOTAL ADMINISTRATIVE SERVICES 4.3 3.8 3.8 ECONOMIC AND COMMUNITY DEVELOPMENT Administration 0.8 0.0 0.0 Building and Safety Services 0.5 0.5 0.5 Engineering Services 2.4 1.9 1.9 Planning 0.8 0.8 0.8 Public Works Services 34.1 34.1 34.1 TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT 38.6 37.3 37.3 TOTAL PART TIME POSITIONS 289.4 285.2 283.2 Fiscal Year 2018/19 Adopted Budget Page 189 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 190 RANCHO CUCAMONGA CALIFORNIA SUMMARIES OF FINANCIAL DATA Fund Balance Summaries Fiscal Year 2o18/19 Adopted Budget Page 191 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 192 City of Rancho Cucamonga, California Fiscal Year 2018/19 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 $17,900,413 Working Capital $ 4,197,220 Funds 281-283 — Fire District Operating Funds: Working Capital $15,673,630 Changes in Economic Circumstances $ 8,890,876 Employee Leave Payouts $ 3,490,672 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 2018/19 Adopted Budget I Page 193 City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2018/19 Adopted Budget Estimated Estimated Spendable Budget Spendable Fund Balance Operating Operating Fund Balance July 1, 2018 Revenues Transfers In Transfers Out Expenditures June 30, 2019 CITY OF RANCHO CUCAMONGA GENERAL FUND 001 -GENERAL FUND $ 32,549,540 $ 82,268,870 $ 1,650,530 $ 4,347,640 $ 79,596,760 $ 32,524,540 TOTAL GENERAL FUND $ 32,549,540 $ 82,268,870 $ 1,650,530 $ 4,347,640 $ 79,596,760 $ 32,524,540 OTHER GENERAL FUNDS 003 - REIMB ST/COUNTY PARKING CIT $ 3,781 $ 122,670 $ - $ - $ 122,670 $ 3,781 006 - CVWD REIMBURSEMENTS 922,736 350,000 - 71,850 203,390 997,496 008 - CNTY OF S. B. REIMBURSEMENTS 33,337 - - - - 33,337 016 - COMM DEV TECHNICAL SRVCS FUND 2,053,712 318,490 - 461,900 1,910,302 017 - LAW ENFORCEMENT RESERVE 8,058,643 96,270 - 3,939,580 4,215,333 018 - TRAFFIC SAFETY 6,155 218,200 179,230 - 396,740 6,845 019 - INFO TECHNOLOGY -DEVELOPMENT 557,078 166,440 - - 105,450 618,068 020 - CITY TECHNOLOGY FEE FUND 82,135 183,320 - 182,940 140 82,375 022 - MOBILE HOME PARK PROGRAM 152,404 21,160 - - 34,540 139,024 023 - SB1186 CERT ACCESS SPEC PROG 56,875 19,130 - - 5,910 70,095 025 - CAPITAL RESERVE 47,298,813 893,010 1,140,000 - 4,602,660 44,729,163 073 - BENEFITS CONTINGENCY 4,072,334 37,380 - - 906,570 3,203,144 TOTAL OTHER GENERAL FUNDS $ 63,298,003 $ 2,426,070 $ 1,319,230 $ 254,790 $ 10,779,550 $ 56,008,963 SPECIAL REVENUE 100 - ASSESSMENT DISTRICTS ADMIN $ 807,996 $ 889,510 $ - $ - $ 926,100 $ 771,406 101 - AD 93-1 MASI COMMERCE CENTER 303,765 170 - - 220 303,715 105 - AB2766 AIR QUALITY IMPROVEMENT 1,320,765 856,750 - - 653,000 1,524,515 110 - BEAUTIFICATION 954,921 12,000 - - 537,270 429,651 111 - PARK LAND ACQUISITION 1,350,199 199,860 - - 290 1,549,769 112 - DRAINAGE FAC/GENERAL 3,062,945 541,300 - - 204,510 3,399,735 113 - COMMUNITY/REC CENTER DEVELPMNT 516,915 77,710 - - 110 594,515 114 - DRAINAGE-ETIWANDA/SAN SEVAINE 410,323 81,390 - - 25,390 466,323 115 - HENDERSON/WARDMAN DRAINAGE 967,342 - - - 250 967,092 116 - ETIWANDA DRAINAGE 2,061,718 105,620 - - 284,940 1,882,398 118 - UPPER ETIWANDA DRAINAGE 573,978 8,600 - - 25,380 557,198 119 - PARK IMPROVEMENT 757,748 111,210 - - - 868,958 120 - PARK DEVELOPMENT 8,200,527 183,920 - - 710,810 7,673,637 122 - SOUTH ETIWANDA DRAINAGE 865,218 12,380 - - 160 877,438 123 - LIBRARY IMPACT FEE 469,003 57,060 - - - 526,063 124 - TRANSPORTATION 24,453,463 3,992,200 - 5,791,740 22,653,923 125 - ANIMAL CENTER IMPACT FEE 96,144 16,480 - - 112,624 126 - LOWER ETIWANDA DRAINAGE 609,850 9,150 - 25,390 593,610 127 - POLICE IMPACT FEE 346,553 44,640 - - 391,193 128 - ETIWANDA NO. EQUESTRIAN FACIL. 680,444 10,420 - 170 690,694 129 - UNDERGROUND UTILITIES 10,635,040 257,740 - - 78,180 10,814,600 130 - LMD #I GENERAL CITY 1,403,195 1,315,590 135,820 90,000 1,387,580 1,377,025 131 - LMD #2 VICTORIA 3,691,489 3,579,580 299,540 3,902,290 3,668,319 132 - LMD 0A HYSSOP 35,009 4,220 - - 10,050 29,179 133 - LMD #313 MEDIANS 2,067,093 1,098,950 - 1,081,510 2,084,533 134 - LMD #4R TERRA VISTA 5,654,713 2,799,780 - 2,785,870 5,668,623 135 - LMD #5 ANDOVER 34,547 3,000 - - 9,080 28,467 136 - LMD #6R CARYN COMMUNITY 550,533 515,110 60,370 - 588,180 537,833 137 - LMD #7 NORTH ETIWANDA 1,262,011 997,500 30,000 - 1,217,910 1,071,601 138 - LMD #8 SOUTH ETIWANDA 68,926 35,300 - - 37,450 66,776 139 - LMD #9 LOWER ETIWANDA 1,292,005 528,210 1,149,330 670,885 140 - LMD #10 RANCHO ETIWANDA 1,226,134 620,720 - 696,830 1,150,024 141 - LMD 1 CAPITAL REPLACEMENT FUND 168,384 1,930 90,000 40,440 219,874 150 - GENERAL CITY STREET LIGHTS 88,376 1,080 150,000 - 150,020 89,436 151 - SLD #1 ARTERIAL 417,260 817,310 - 47,880 797,900 388,790 Fiscal Year 2o18/19 Adopted Budget Page 194 City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2018/19 Adopted Budget Estimated Estimated Spendable Budget Spendable Fund Balance Operating Operating Fund Balance July 1, 2018 Revenues Transfers In Transfers Out Expenditures June 30, 2019 152 - SLD #2 RESIDENTIAL 747,839 376,060 188,420 46,870 517,610 747,839 153 - SLD #3 VICTORIA 1,314,281 375,370 - 18,580 269,740 1,401,331 154 - SLD #4 TERRA VISTA 622,260 171,160 - 8,620 268,970 515,830 155 - SLD 45 CARYN COMMUNITY (95,122) 44,220 - 4,090 65,710 (120,702) 156 - SLD #6 INDUSTRIAL AREA 428,344 141,820 - 6,410 116,920 446,834 157 - SLD #7 NORTH ETIWANDA 104,842 130,290 62,590 12,980 179,900 104,842 158 - SLD #8 SOUTH ETIWANDA 2,008,486 102,150 - 4,570 85,260 2,020,806 174 - GAS TAX R&T7360 8,279,890 3,957,030 - - 2,835,720 9,401,200 176 - MEASURE I 1990-2010 460,639 6,350 - 150,120 316,869 177 - MEASURE I 2010-2040 3,703,649 3,183,270 - - 3,045,510 3,841,409 178 - SB 140 36,160 - - - 36,160 179 - ROAD MAINT & REHAB ACCT 1,030,640 2,949,290 - - 2,366,000 1,613,930 181 - SB 1 - TCEP - 7,850,000 7,850,000 - 182 - AB 2928 TRAFFIC CONGEST RELIEF 289,581 - 70 289,511 186 - FOOTHILL BLVD MAINTENANCE (1,433) - - - (1,433) 188 - INTEGRATED WASTE MANAGEMENT 3,403,276 1,700,850 188,420 1,304,950 3,610,756 190 - PROP 42-TRAFFIC CONGESTION MIT - 3,180 - 50 3,130 194 - PROPOSITION 1B STATE FUNDING 243,449 3,730 60 247,119 195 - STATE ASSET SEIZURE 71,175 1,210 - 6,930 65,455 196 - CA ASSET SEIZURE 15% 5,965 100 - 30 6,035 198 - CITYWIDE INFRASTRUCTURE IMPRV 24,040,059 1,630,480 - - 3,713,290 21,957,249 204 - COMMUNITY DEVELOPMENT BLK GRNT 559,826 2,130,140 - - 1,671,740 1,018,226 209 - FEDERAL SAFETEA-LU - 600,480 - - 600,150 330 211 - PROP 1B - SLPP 3,058 19,970 - - 19,920 3,108 214 - PEDESTRIAN GRANT/ART 3 - 43,000 - - 43,000 - 215 - ENRGY EFFICNCY/CONSRVATN GRNT (96) - - - - (96) 218 - PUBLIC RESRCE GRNTS/HEALTHY RC (14,354) 19,600 - - 9,730 (4,484) 111; _ rA RFCVC/T iTTRR RRT)1TrT10N (iRNT - 70.R40 - - 70.840 - 227 - USED OIL RECYCLING PROGRAM 234 - SAFE ROUTES TO SCHOOL PROGRAM 239 - FEDERAL GRANT FUNDS-DREIER 250 - RECREATION SERVICES 255 - VG CULTURAL CENTER 258 - SENIOR OUTREACH GRANT 272 - FREEDOM COURTYARD RSRC GRANTS 290 - LIBRARY FUND 291 - CA STATE LIBRARY 292 - STAFF INNOVATION FD (CA ST LB) 299 - LIBRARY DEVELOPMENT FUND 301 - THE BIG READ LIBRARY GRANT 302 - LIBRARY SERVICES & TECH. ACT 310 - PUBLIC LIBRARY BOND ACT-2000 329 - LIBRARY CAPITAL FUND 354 - COP'S PROGRAM GRANT -STATE 356 - JUSTICE ASSIST GRNT (JAG) ARRA 361 - JUSTICE ASSISTANCE GRANT(JAG) 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 600 - AD 82-1 6TH ST INDUSTRIAL 4,064 47,530 - - 43,210 8,384 (74,584) 145,610 - - 145,610 (74,584) (177) - - - - (177) 1,947,253 3,163,780 - 3,631,500 1,479,533 638,806 1,484,770 - 1,492,080 631,496 (5,267) - - - - (5,267) - 40 - - - 40 5,913,492 5,101,650 - - 5,126,230 5,888,912 29,760 30,000 - - 20,400 39,360 - 3,840 - - 3,280 560 20,960 - - 720 20,240 20,000 - - 50 19,950 36,486 - - - - 36,486 6,128 - - - - 6,128 798,758 14,200 - - 3,290 809,668 518,261 200,000 - - 320,420 397,841 33 - - - - 33 2,111 47,000 - - 5,890 43,221 (2,107) 15,530 - - 15,530 (2,107) (28) 27,030 - - 27,030 (28) 8,593,802 106,660 - - 4,480,850 4,219,612 47,519 33,780 - - 25,430 55,869 204,425 2,360 116,800 - 41,340 282,245 1,682,736 1,338,850 214,250 116,800 1,283,120 1,835,916 486,785 477,160 - 30,000 493,790 440,155 $ 145,495,202 $ 57,557,730 $ 1,347,790 $ 575,220 $ 65,470,340 $ 138,355,162 13,289 $ 210 $ - $ - $ - $ 13,499 Fiscal Year 2o18/19 Adopted Budget Page 195 City of Rancho Cucamonga Spendable Fund Balances Fiscal Year 2018/19 Adopted Budget Estimated Estimated Spendable _ Budget Spendable Fund Balance Operating Operating Fund Balance July 1, 2018 Revenues Transfers In Transfers Out Expenditures June 30 2019 602 - AD 84-1 DAY CREEK/MELLO 1,127,338 17,260 - 280 1,144,318 606 - AD 86-2 R/C DRAINAGE DISTRICT (41,128) - - - (41,128) 607 - CFD 2000-01 SOUTH ETIWANDA 63 - - - 63 612 - CFD 200 1 -01 461,760 7,650 - 120 469,290 614 - CFD 2003-01 PROJECT FUND 173,937 - - - - 173,937 615 - CFD 2003-01 CULTURAL CENTER 6,682 - - 6,682 617 - CFD 2004-01 RANCHO ETIWANDA ES 48,804 80 - 48,884 680 - CFD 2006-01 VINTNER'S GROVE 1,848 30 - 1,878 681 - CFD 2006-02 AMADOR ON ROUTE 66 6,104 100 - 6,204 TOTAL CAPITAL PROJECTS $ 1,798,697 $ 25,330 $ - $ $ 400 $ 1,823,627 700 - SPORTS COMPLEX $ 39,131 $ 600,530 $ 2,067,420 $ $ 2,667,950 $ 39,131 702 - REGIS CONNECT (25,225) 105,600 - - 73,350 7,025 705 - MUNICIPAL UTILITY 13,766,833 13,902,620 1,390,260 9,635,900 16,643,293 706 - UTILITY PUBLIC BENEFIT FUND 733,905 306,780 - 785,300 255,385 708 - RCMU CAPITAL REPLACEMENT FUND 5,392,095 69,390 - 1,130 5,460,355 711 - FIBER OPTIC NETWORK (63,695) 2,454,950 - - 2,440,150 (48,895) TOTAL ENTERPRISE FUNDS $ 19,843,044 $ 17,439,870 $ 2,067,420 $ 1,390,260 $ 15,603,780 $ 22,356,294 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 $ 1,794,267 $ 334,650 $ - $ $ 772,030 $ 1,356,887 2,137,584 439,890 182,940 1,023,130 1,737,284 $ 3,931,851 $ 774,540 $ 182,940 $ $ 1,795,160 $ 3,094,171 $ 266,916,337 $ 160,492,410 $ 6,567,910 $ 6,567,910 $ 173,245,990 $ 254,162,757 SPECIAL REVENUE 281 - FIRE FUND $ 37,429,955 $ 27,307,480 $ $ 1,205,190 $ 26,102,290 $ 37,429,955 282 - COMMUNITY FACILITIES DIST 85-1 3,143,373 6,095,920 - 6,065,870 3,173,423 283 - COMMUNITY FACILITIES DIST 88-1 12,353 1,240,750 1,205,190 2,445,940 12,353 285 - FIRE TECHNOLOGY FEE FUND 23,789 1,350 - 90 25,049 288 - FIRE PROTECTION CAPITAL FUND 24,009,610 8,805,790 - - 14,317,090 18,498,310 TOTAL SPECIAL REVENUE $ 64,619,080 $ 43,451,290 $ 1,205,190 $ 1,205,190 $ 48,931,280 $ 59,139,090 TOTAL R.C. FIRE PROTECTION DISTRICT $ 64,619,080 $ 43,451,290 $ 1,205,190 $ 1,205,190 $ 48,931,280 $ 59,139,090 TOTAL ALL FUNDS $ 331,535,417 $ 203,943,700 $ 7,773,100 $ 7,773,100 $ 222,177,270 $ 313,301,847 Fiscal Year 2018/19 Adopted Budget Page 196 City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2018/19 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 I I I - 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 #1 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 ETI WANDA 141 - LMD 1 CAPITAL REPLACEMENT 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, 2018 June 30, 2019 Change Change Reason for Changes >$500.000 and 10% $ 32,549,540 $ 32,524,540 $ (25,000) -0.08% Planned usage of reserves $ 32 549,540 $ 32,524,540 $ (25,000) -0.08% $ 3,781 $ 3,781 $ - 0.00% 922,736 997,496 74,760 8.10% 33,337 33,337 - 0.00% 2,053,712 1,910,302 (143,410) -6.98% 8,058,643 4,215,333 (3,843,310) -47.69% Use of funds accumulated over a period of time 6,155 6,845 690 11.21% 557,078 618,068 60,990 10.95% 82,135 82,375 240 0.29% 152,404 139,024 (13,380) -8.78% 56,875 70,095 13,220 23.24% 47,298,813 44,729,163 (2,569,650) -5.43% 4,072,334 3,203,144 (869,190) -21.34% Use of funds accumulated over a period of time $ 63,298,003 $ 56,008,963 $ (7,289,040) -11.52% 807,996 $ 771,406 $ (36,590) -4.53% 303,765 303,715 (50) -0.02% 1,320,765 1,524,515 203,750 15.43% 954,921 429,651 (525,270) -55.01% Use of funds accumulated over a period of time 1,350,199 1,549,769 199,570 14.78% 3,062,945 3,399,735 336,790 11.00% 516,915 594,515 77,600 15.01% 410,323 466,323 56,000 13.65% 967,342 967,092 (250) -0.03% 2,061,718 1,882,398 (179,320) -8.70% 573,978 557,198 (16,780) -2.92% 757,748 868,958 111,210 14.68% 8,200,527 7,673,637 (526,890) -6.43% 865,218 877,438 12,220 1.41% 469,003 526,063 57,060 12.17% 24,453,463 22,653,923 (1,799,540) -7.36% 96,144 112,624 16,480 17.14% 609,850 593,610 (16,240) -2.66% 346,553 391,193 44,640 12.88% 680,444 690,694 10,250 1.51% 10,635,040 10,814,600 179,560 1.69% 1,403,195 1,377,025 (26,170) -1.87% 3,691,489 3,668,319 (23,170) -0.63% 35,009 29,179 (5,830) -16.65% 2,067,093 2,084,533 17,440 0.84% 5,654,713 5,668,623 13,910 0.25% 34,547 28,467 (6,080) -17.60% 550,533 537,833 (12,700) -2.31% 1,262,011 1,071,601 (190,410) -15.09% 68,926 66,776 (2,150) -3.12% 1,292,005 670,885 (621,120) 48.07% Use of funds accumulated over a period of time 1,226,134 1,150,024 (76,110) -6.21% 168,384 219,874 51,490 30.58% 88,376 89,436 1,060 1.20% 417,260 388,790 (28,470) -6.82% 747,839 747,839 - 0.00% 1,314,281 1,401,331 87,050 6.62% 622,260 515,830 (106,430) -17.10% (95,122) (120,702) (25,580) 26.89% Fiscal Year 2018/1.9 Adopted Budget Page 197 City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2018/19 Adopted Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1, 2018 June 30 2019 Change Chanee Reason for Changes >$500,000 and 10% 156 - SLD #6 INDUSTRIAL AREA 428,344 446,834 18,490 4.32% 157 - SLD #7 NORTH ETIWANDA 104,842 104,842 - 0.00% 158 - SLD #8 SOUTH ETIWANDA 2,008,486 2,020,806 12,320 0.61% 174 - GAS TAX R&T7360 8,279,890 9,401,200 1,121,310 13.54% Accumulating resources for future capital projects 176 - MEASURE I 1990-2010 460,639 316,869 (143,770) -31.21% 177 - MEASURE I 2010-2040 3,703,649 3,841,409 137,760 3.72% 178 - SB 140 36,160 36,160 - 0.00% 179 - ROAD MAINT & REHAB ACCT 1,030,640 1,613,930 583,290 56.59% Accumulating resources for future capital projects 181 - SB 1 - TCEP - - - N/A 182 - AB 2928 TRAFFIC CONGEST RELIEF 289,581 289,511 (70) -0.02% 186 - FOOTHILL BLVD MAINTENANCE (1,433) (1,433) - 0.00% 188 - INTEGRATED WASTE MANAGEMENT 3,403,276 3,610,756 207,480 6.10% 190 - PROP 42-TRAFFIC CONGESTION MIT - 3,130 3,130 N/A 194 - PROPOSITION IB STATE FUNDING 243,449 247,119 3,670 1.51% 195 - STATE ASSET SEIZURE 71,175 65,455 (5,720) -8.04% 196 - CA ASSET SEIZURE 15% 5,965 6,035 70 1.17% 198 - CITYWIDE INFRASTRUCTURE IMPRV 24,040,059 21,957,249 (2,082,810) -8.66% 204 - COMMUNITY DEVELOPMENT BLK GRNT 559,826 1,018,226 458,400 81.88% 209 - FEDERAL SAFETEA-LU - 330 330 N/A 211 - PROP 1B - SLPP 3,058 3,108 50 1.64% 214 - PEDESTRIAN GRANT/ART 3 - - - N/A 215 - ENRGY EFFICNCY/CONSRVATN GRNT (96) (96) - 0.00% 218 - PUBLIC RESRCE GRNTS/HEALTHY RC (14,354) (4,484) 9,870 -68.76% 225 - CA RECYC/LITTER REDUCTION GRNT - - - N/A 227 - USED OIL RECYCLING PROGRAM 4,064 8,384 4,320 106.30% 234 - SAFE ROUTES TO SCHOOL PROGRAM (74,584) (74,584) - 0.00% 239 - FEDERAL GRANT FUNDS-DREIER (177) (177) - 0.00% 250 - RECREATION SERVICES 1,947,253 1,479,533 (467,720) -24.02% 255 - VG CULTURAL CENTER 638,806 631,496 (7,310) -1.14% 258 - SENIOR OUTREACH GRANT (5,267) (5,267) - 0.00% 272 - FREEDOM COURTYARD RSRC GRANTS - 40 40 N/A 290 - LIBRARY FUND 5,913,492 5,888,912 (24,580) -0.42% 291 - CA STATE LIBRARY 29,760 39,360 9,600 32.26% 292 - STAFF INNOVATION FD (CA ST LB) - 560 560 N/A 299 - LIBRARY DEVELOPMENT FUND - 20,240 20,240 N/A 301 - THE BIG READ LIBRARY GRANT 20,000 19,950 (50) -0.25% 302 - LIBRARY SERVICES & TECH. ACT 36,486 36,486 - 0.00% 310 - PUBLIC LIBRARY BOND ACT-2000 6,128 6,128 - 0.00% 329 - LIBRARY CAPITAL FUND 798,758 809,668 10,910 1.37% 354 - COP'S PROGRAM GRANT -STATE 518,261 397,841 (120,420) -23.24% 356 - JUSTICE ASSIST GRNT (JAG) ARRA 33 33 - 0.00% 361 - JUSTICE ASSISTANCE GRANT(JAG) 2,111 43,221 41,110 1947.42% 381 - HOMELAND SECURITY GRANT -POLICE (2,107) (2,107) - 0.00% 383 - EMERGENCY MGMT PERFORMNCE GRNT (28) (28) - 0.00% 396 - HOUSING SUCCESSOR AGENCY 8,593,802 4,219,612 (4,374,190) -50.90% Use of prior bond proceeds for qualifying project 838 - AD 91-2 REDEMPTION -DAY CANYON 47,519 55,869 8,350 17.57% 847 - PD 85 CAPITAL REPLACEMENT FUND 204,425 282,245 77,820 38.07% 848 - PD 85 REDEMPTION FUND 1,682,736 1,835,916 153,180 9.10% 868 - CFD 2000-03 PARK MAINTENANCE 486,785 440,155 (46,630) -9.58% TOTAL SPECIAL REVENUE $ 145495202 $ 138,355,162 $ (7,140,040) -4.91% CAPITAL PROJECTS 600 - AD 82-1 6TH ST INDUSTRIAL $ 13,289 $ 13,499 $ 210 1.58% 602 - AD 84-1 DAY CREEK/MELLO 1,127,338 1,144,318 16,980 1.51% 606 - AD 86-2 R/C DRAINAGE DISTRICT (41,128) (41,128) - 0.00% 607 - CFD 2000-01 SOUTH ETIWANDA 63 63 - 0.00% 612 - CFD 2001-01 461,760 469,290 7,530 1.63% 614 - CFD 2003-01 PROJECT FUND 173,937 173,937 - 0.00% 615 - CFD 2003-01 CULTURAL CENTER 6,682 6,682 - 0.00% 617 - CFD 2004-01 RANCHO ETIWANDA ES 48,804 48,884 80 0.16% 680 - CFD 2006-01 VINTNER'S GROVE 1,848 1,878 30 1,62% Fiscal Year 2018/19 Adopted Budget Page 198 City of Rancho Cucamonga Summary of Changes in Spendable Fund Balances Greater Than $500,000 and 10% Fiscal Year 2018/19 Adopted Budget Estimated Estimated Spendable Spendable Fund Balance Fund Balance $ % July 1.2018 June 30 2019 Change Change Reason for Changes>$500.000 and 10% 681 - CFD 2006-02 AMADOR ON ROUTE 66 6,104 6,204 100 1.64% TOTAL CAPITAL PROJECTS $ 1,798,697 $ 1,823,627 $ 24,930 1.39% ENTERPRISE FUNDS 700 - SPORTS COMPLEX $ 39,131 $ 39,131 $ - 0.00% 702 - REGIS CONNECT (25,225) 7,025 32,250 -127.85% 705 - MUNICIPAL UTILITY 13,766,833 16,643,293 2,876,460 20.89% Results of operations, for use in future period 706 - UTILITY PUBLIC BENEFIT FUND 733,905 255,385 (478,520) -65.20% 708 - RCMU CAPITAL REPLACEMENT FUND 5,392,095 5,460,355 68,260 1.27% 711 -FIBER OPTIC NETWORK (63,695) (48,895) 14,800 -23.24% TOTAL ENTERPRISE FUNDS $ 19,843,044 $ 22,356,294 $ 2,513,250 12.67% INTERNAL SERVICE FUNDS 712 - EQUIP/VEHICLE REPLACEMENT $ 1,794,267 $ 1,356,887 $ (437,380)-24.38% 714 - COMP EQUIP/TECH REPLCMENT FUND 2,137,584 1,737,284 (400,300)-18.73% TOTAL INTERNAL SERVICE FUNDS $ 3,931,851 $ 3,094,171 $ (837,680)-21.30% TOTAL CITY OF RANCHO CUCAMONGA $ 266,916,337 $ 254,162,757 $ (12,753,580) -4.78% R.C. FIRE PROTECTION DISTRICT SPECIAL REVENUE 281 - FIRE FUND $ 37,429,955 $ 37,429,955 $ - 0.00% 282 - COMMUNITY FACILITIES DIST 85-1 3,143,373 3,173,423 30,050 0.96% 283 - COMMUNITY FACILITIES DIST 88-1 12,353 12,353 - 0.00% 285 - FIRE TECHNOLOGY FEE FUND 23,789 25,049 1,260 5.30% 288 - FIRE PROTECTION CAPITAL FUND 24,009,610 18,498,310 (5,511,300) -22.95% Use of funds accumulated over a period of time TOTAL SPECIAL REVENUE $ 64,619,080 $ 59,139,090 $ (5,479,990) -8.48% TOTAL R.C. FIRE PROTECTION DISTRICT TOTAL ALL FUNDS $ 64,619,080 $ 59,139,090 $ (5,479,990) -8.48% $ 331,535,417 $ 313,301,847 $ (18,233,570) -5.50% Fiscal Year 2o18/19 Adopted Budget Page 199 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 200 RANCHO CUCAMONGA CALIFORNIA DEPARTMENTAL BUDGET DETAILS Fiscal Year 2o18/19 Adopted Budget Page 201 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 the residents of Rancho Cucamonga 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 Wednesdays 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, commissions, and committees. 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 2018/19 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 2018/19 Adopted Budget Page 202 City Council Department Budget Summary Funds Summary Operating Budget Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal Other Funds Actuals 2016/17 Adopted Budget 2017/18 Adopted Budget 2018/19 $ 144,369 $ 151,190 $ 151,750 14,342 23,900 27,550 (52,060) (51,160) (52,580) 106,651 123,930 126,720 Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 144,369 151,190 151,750 Operations and Maintenance 14,342 23,900 27,550 Capital Outlay - - - Cost Allocation (52,060) (51,160) (52,580) Debt Service - - - Transfer Out - - - Total Cost $ 106,651 $ 123,930 $ 126,720 Staffing Summary (Budgeted) Full Time - - - Part Time 5.0 5.0 5.0 Total Staffing 5.0 5.0 5.0 Fiscal Year 2018/19 Adopted Budget Page 203 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 2018/19 Budget Highlights • Maintain an accurate record of City Council proceedings and official City documents. • Conduct municipal elections in accordance with federal and state laws. • Administer the oath of office to elected officials, city commissioners/members and employees. • Ensure the preparation of minutes for all City Council, Successor Agency, Fire Protection District, and City Council subcommittees. Fiscal Year 2o18/19 Adopted Budget Page 204 City Clerk Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 2,622 $ 2,700 $ 2,790 Operations and Maintenance - - - Capital Outlay - - - Cost Allocation (760) (790) (820) Debt Service - - - Transfer Out - - - Subtotal 1,862 1,910 1,970 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,622 2,700 2,790 Operations and Maintenance - - - Capital Outlay - - - Cost Allocation (760) (790) (820) Debt Service - - - Transfer Out - - - Total Cost $ 1,862 $ 1,910 $ 1,970 Staffing Summary (Budgeted) Full Time - - - Part Time 1.0 1.0 1.0 Total Staffing 1.0 1.0 1.0 Fiscal Year 2018/19 Adopted Budget Page 205 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 assign Finance staff to handle treasury functions needing daily attention. FY 2018/19 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. 1N\\N�� Fiscal Year 2018/19 Adopted Budget Page 2o6 City Treasurer Department Budget Summary Funds Summary Operating Budget Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Actuals 2016/17 Adopted Budget 2017/18 Adopted Budget 2018/19 $ 2,622 $ 2,700 $ 2,790 14,928 14,580 14,740 (4,930) (5,050) (5,140) Subtotal 12,620 12,230 12,390 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,622 2,700 2,790 Operations and Maintenance 14,928 14,580 14,740 Capital Outlay - - - Cost Allocation (4,930) (5,050) (5,140) Debt Service - - - Transfer Out - - - Total Cost $ 12,620 $ 12,230 $ 12,390 Staffing Summary (Budgeted) Full Time - - - Part Time 1.0 1.0 1.0 Total Staffing 1.0 1.0 1.0 Fiscal Year 2o18/19 Adopted Budget Page 207 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 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, mental health symposiums, 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. The City Manager's 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 JFqWregarding 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 provides enforcement services in response to nuisance conditions and other violations of the Municipal Code, providing for a safer and more beautiful community. Training is essential and three of the four staff members have received the designation of Certified Code Enforcement Officer from the state organization. This emphasis on training creates more successful efforts to gain compliance, more effective use of staff time, and reduces liability. FY 2018/19 Budget Highlights • Continue Community Improvement efforts to proactively respond to nuisance properties and vacant structures • Host quarterly mental health symposiums and the City's second Healthy RC Youth Forum • Complete the Solar RC Expansion Project Phase 2.0 • Continue implementation of the Sustainable Community Action Plan and development of metrics for publicly -accessible dashboard • Implement Community Schools Model Pilot at Los Amigos Elementary Fiscal Year 2oi8/19 Adopted Budget Page 208 City Management Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 2,130,534 $ 2,418,030 $ 2,509,990 Operations and Maintenance 427,970 565,080 547,320 Capital Outlay - - - Cost Allocation (475,100) (482,510) (510,280) Debt Service - - - Transfer Out - - - Subtotal 2,083,404 2,500,600 2,547,030 Other Funds Personnel Services 34,990 - - Operations and Maintenance 52,618 9,730 9,730 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 87,608 9,730 9,730 All Funds Personnel Services 2,165,524 2,418,030 2,509,990 Operations and Maintenance 480,588 574,810 557,050 Capital Outlay - - - Cost Allocation (475,100) (482,510) (510,280) Debt Service - - Transfer Out - - Total Cost $ 2,171,012 $ 2,510,330 $ 2,556,760 Staffing Summary (Budgeted) Full Time Part Time Total Staffing 17.0 18.0 1.6 1.4 19.0 0.4 18.6 19.4 19.4 Fiscal Year 2018/19 Adopted Budget Page 209 City Management Performance Statistics Healthy RC • Healthy RC hosted four Mental Health Symposia and reached over 500 attendees. • Healthy RC hosted its first ever Teen Forum and reached over 90 high school teens. • The Healthy RC Sustainability Program completed the installation of five solar power systems totaling almost two megawatts, which is equivalent to taking 7,100 cars off the road. • Sustainable Community Action Plan implementation began with efforts to develop environmental and health related metrics for future display on the City's dashboard. • The City received the Southern California Association of Governments 2018 Sustainability Award and an award from the American Planning Association - California Inland Empire Region Chapter for the Sustain- able Community Action Plan. Legislative Advocacy '1]MINK; TERS G' • In 2017, the City tracked 25 state legislative bills. From these bills, the City supported eight and opposed four. • Mayor Dennis Michael and Council Member Spagnolo continue to be active in the League of California Cities serving on the League Board of Directors. Mayor Pro Tem Kennedy serves as Vice Chair of the League's Legislative Task Force. Key staff and elected/appointed officials also serve on statewide League policy committees. Communications • In July 2017, the communications division transitioned social media management software and replaced Hootsuite with Sprout Social. This transition allowed for better utilization of time and resources in managing social media across multiple platforms and profiles, with detailed reports and analytics displaying engagement across city-wide social media. • In Fall of 2017, the GovDelivery newsletter subscriber system was implemented city-wide, allowing for a unified approach in notifying residents via email and maintaining subscriber lists across multiple departments. Performance Management • In 2017 the City Manager's Office began the transition from its current dashboard to a new open data dashboard on the ESRI platform. • The City participated in the What Works Cities Initiative sponsored by Bloomberg Philanthro- pies, choosing to focus on collecting data related to parks maintenance. This information will be displayed in the new open data ESRI platform dashboard. Community Improvement • GOGovApps software has been imple- mented to provide specialized support in case management, document tracking, and photo storage. • Four nuisance properties with substandard conditions have been assigned to a receiver to rehabilitate the properties and reduce blight at no cost to the City. Fiscal Year 2018/19 Adopted Budget Page 210 Healthy RC Initiative City Management Services to the Community City Management Community Information Program Administration/ I I Community Legislation Improvement Fiscal Year 2018/19 Adopted Budget Page 211 Police (Contract) Department Budget Summary Overview of Department The San Bernardino County Sheriff's Department has been a proud partner with the City of Rancho Cucamonga since incorporation in 1977. In this time, the community has enjoyed accolades and recognition as one of the safest cities in the country to live and work. In 2017 Rancho Cucamonga was recognized as the second safest city in the State of California. "It doesn't just happen," the City's theme for the Mayor's 2018 State of the City Address, embraces the collaborative work continuing through this partnership. The low crime rate the City continues to enjoy is a direct result of the hard work and dedication of the men and women of the Sheriff's Department and the positive interaction and participation by the community in crime prevention activities. This law enforcement team 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 Department, along with Rancho Cucamonga Fire Protection District and our Community Services Department staff, presents City employees, school district staff, and our citizens with cutting edge training. The "Surviving an Active Shooter" and "Stop the Bleed" curriculum continues to be provided throughout this fiscal year. The Department has also transitioned this training to the next level, training staff and students at privately operated businesses and colleges. FY 2018/19 Budget Highlights • Use technology as a force multiplier. Continue to expand the Public Safety Video Network (PSVN) and increase ALPR's (Automated License Plate Readers) to encompass a safety net around the city. (City Council Goal PS-2) • Work with the Taking Back Our Community Coalition and the League of California Cities to raise public awareness of why crime is increasing in our state; provide facts and impacts of AB 109, Prop 47, and Prop 57; and advocate for State legislative changes to improve law enforcement's ability to respond to crime. (City Council Goal PS-1) • Continue to enhance the partnership between law enforcement and community stakeholders. Fiscal Year 2o18/19 Adopted Budget Page 212 Police (Contract) Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ - $ - $ - Operations and Maintenance 35,308,204 37,284,250 39,787,670 Capital Outlay - - 8,000 Cost Allocation - - - Debt Service 10,088 20,200 - Transfer Out 115,230 58,920 179,230 Subtotal 35,433,522 37,363,370 39,974,900 Other Funds Personnel Services Operations and Maintenance 830,463 968,970 852,400 Capital Outlay 504,917 530,000 3,955,390 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,335,380 1,498,970 4,807,790 All Funds Personnel Services Operations and Maintenance 36,138,667 38,253,220 40,640,070 Capital Outlay 504,917 530,000 3,963,390 Cost Allocation - - - Debt Service 10,088 20,200 - Transfer Out 115,230 58,920 179,230 Total Cost $ 36,768,902 $ 38,862,340 $ 44,782,690 Staffing Summary (Budgeted) Safety Personnel Non -Safety Personnel Total Staffing 137.0 42.0 138.0 41.0 139.0 41.0 179.0 179.0 180.0 Fiscal Year 2018/19 Adopted Budget Page 213 Police (Contract) Performance Statistics 2017 Performance Highlights • 107,452 Calls for Service3% de- crease Average Response Time for Emer- gency Calls was 4.61 minutes in 2017 compared to 5.52 minutes in 2016 Part 1 Crimes up 5.3% Part 2 Crimes up 4.3% PART I* PART 11 * CALLS FOR SER VICE REPORTS TAKEN ARRESTS TRAFFIC COLLISIONS 2015 4,732 7,142 109,215 15,175 4,837 1,642 2016 4,784 5,714 110,781 15,549 4,439 1,795 2017 5,037 5,958 107,452 17,427 5,022 1,652 *Part I Crimes - Murder, Rape, Robbery, Aggravated Assault, Burglary, etc. **Part II Crimes - Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc. Fiscal Year 2018/19 Adopted Budget Page 214 Police (Contract) Services to the Community Police (Contract) Patrol Crime Prevention Traffic Safety Investigations Victoria Gardens Special Units Gang Teams Volunteers 7Targactiveeted Emergency Response Enforcement to Felony Case Follow -Up Retail Theft Solution Citizen Reduce Investigations Oriented Advisory Collissions Policing Team Active Shooter CCW Pilot CFS/APS Response Program CPTED Bicycle Safety Project Crime Free Classes Multi -Housing Pawn Shop 3-K9s Neighborhood Watch Dedicated DUI Liaison School Enforcement Resource Officers Fiscal Year 2o18/19 Adopted Budget Page 215 Fire District Department Budget Summary Overview of Department The Fire District is a subsidiary district of the City and has its own statutory funding with the City Council serving as the Fire District Board of Directors. Our mission is to serve the community through planning, promoting and demonstrating a readiness to respond to, and reduce, threats to life and property through the delivery of emergency and non -emergency services and programs in an efficient and effective manner. Three pillars establish the foundation for the Fire District's traditional and innovative services: Community Risk Reduction, Emergency Response and Emergency Management. Leading our risk reduction efforts, the Prevention Bureau reduces risk and eliminates hazards through fire prevention, inspection, wildland fire threat reduction and public education/community outreach. Additionally, firefighters deliver an efficient and effective emergency response through structural and wildland fire suppression, emergency medical services, hazardous materials response and technical rescue. The Emergency Management program reduces vulnerability to hazards, increases community disaster resiliency and provides timely economic recovery utilizing comprehensive mitigation, preparedness and response programs. The 2017 California Wildfire Season was the most destructive on record, and as a result the Fire District responded to more than 70 fire incidents throughout the State. As of May 2018, the District invoiced CalOES/USFS $2,157,000 to recover our out-of-pocket costs for FY 2017/18. Rancho Cucamonga was one of a few California agencies who joined other law enforcement, emergency medicine, and fire service personnel to develop an industry standard with the National Fire Protection Association for community response to active shooter and hostile events. NFPA 3000: Active Shooter/Hostile Event Response (ASHER) Program established a framework for first responders and communities to prepare for, respond to and recover from such horrific incidents. Rancho Cucamonga's whole -community approach to training first responders and civilians was a model for the development of this standard. Our emergency response and incident mitigation capabilities maintain a cutting edge through innovative, passionate and fiscally responsible program management, which further enhances the quality of life for those served by the District. Last year, the District responded to 16,339 incidents. The Fire District's goal is to deliver these services in an effective, efficient and professional manner while maintaining financial stability. FY 2018/19 Budget Highlights • In collaboration with Team RC, the District will begin construction of the new West Side Public Safety Facility to include the relocation of Fire Station 172 (San Bernardino Road) and a fully functioning Rancho Cucamonga Police Department Sub -Station. • The District will complete the Banyan Station (175) water conservation landscaping along with hardscape repairs and improvements. • The District will replace an aging Type 1 fire engine. • Maintain Community Facilities District (CFD) assessments at current rates. • For the sixth (0) consecutive year, Fire Prevention Permit and Inspection Fees continue to be suspended. Fiscal Year 2o18/19 Adopted Budget Page 216 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 Actuals 2016/17 $ 23,586,257 2,135,239 118,650 961,630 Adopted Budget 2017/18 Adopted Budget 2018/19 $ 26,637,390 $ 27,030,390 6,865,280 7,183,050 405,780 400,660 1,105,640 1,205,190 26,801,776 35,014,090 35,819,290 Operations and Maintenance 805,579 680,840 647,600 Capital Outlay 12,023,963 15,043,020 13,696,610 Cost Allocation - - - Debt Service - - Transfer Out - - - Subtotal 12,829,542 15,723,860 14,344,210 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 $ 23,586,257 26,637,390 $ 27,030,390 2,940,818 7,546,120 7,830,650 12,023,963 15,043,020 13,696,610 118,650 405,780 400,660 961,630 1,105,640 1,205,190 $ 39,631,318 $ 50,737,950 $ 50,163,500 114.0 115.0 115.0 4.4 3.5 3.5 118.4 118.5 118.5 Fiscal Year 2018/19 Adopted Budget Page 217 Fire District Performance Statistics Fire District Incident Summary 2017 • 16,339 incidents for fire, emergency medical/rescue, hazardous materials, and public service; 6% increase overall; • 400 working fires; 2,851 good intent and false alarm; • 11,548 emergency medical/rescue incidents; 6% increase; • 163 hazardous materials incidents; • 1,219 public service incidents including water salvages, lockouts, police matters and other non -emergencies; • 30 overpressure rupture or explosion without fire 2017 Business Inspections • Places of Assembly, Restaurant, Church, Theater Schools and Day Cares Medical Facilities, 24Hour Care Apartments, Hotels, Other Residential Mercantile, Retail, Service Business Industrial ■ Manufacturing • Storage, Warehouse • Special Event • Residential Gates ( Emergency Access • Service Request Community Engagement Highlights 2017 • 99 public education activities and station tours held in 2017; • 18,822 citizen contacts made through public education activities; • 150 people trained in Hands -Only CPR; • 538 people trained in Emergency Preparedness through CERT, BERT, Amateur Radio classes and exercises Employee Development Highlights 2017 20,947 total training hours (including classroom); 7% decrease; 121 multi -company training exercises; 11 % increase; • 1.98 average training hours per shift per employee • Conducted one new recruit training academy, one Engineer's test, one Cap- tain's test, and one new Firefighter re- cruitment. Fiscal Year 2018/19 Adopted Budget Page 218 Emergency Response Fire Supression Structural Wildland Front Country Fire Investigations Emergency Medical Services Technical Rescue Haz Mat Tactical Response Response Planning Emergency Management Ready RC Mitigation Preparedness Response Recovery Community and Business Emergency Response Training Volunteer Coordination Fire District Services to the Community Fire District Community Risk Prevention Inspections Weed Abatement/ Brush Clearance Public Education New Construction Plan Review Community Affairs Public Information Special Events Community Outreach and Engagement Administration Personnel Management and Development Planning/Finance Apparatus and Equipment Maintenance Facility Facility Maintenance Fiscal Year 2oi8/19 Adopted Budget Page 219 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 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 programs, foster care, fundraising, community outreach, social media, and community information/education. Field Services: Animal pickup, rescues, investigations, rabies control, animal licensing, enforcement of animal regulations, co -existing with wildlife, and community education. Veterinarian Services: Veterinary treatment for animals housed at the Center; contracts for outside veterinary services for emergency and after hour care and specialized care; and teaching hospital for Veterinary and Veterinary Assistant students. FY 2018/19 Budget Highlights • The Animal Center's budget continues to provide funding for high quality care to 5,000 homeless pets received each year. The animal care and veterinary budget is supplemented by the Animal Care Foundation's fundraising efforts to provide specialized surgeries, such as orthopedics, to help pets recover from injuries and be adopted into new homes. • The Veterinary Services Division has budgeted to purchase dental equipment to provide in-house dentistry for senior dogs and cats. This will help increase the number of pets adopted and reduce the cost the Animal Center currently incurs when animals requiring dental care are sent to specialty hospitals. • The Animal Center's budget also includes funding for new iPad kiosks for the front lobby. The kiosks will let Animal Center guests check in for adoptions or general services and will give residents an additional tool to license their pet without having to wait in long lines. Fiscal Year 2018/19 Adopted Budget Page 220 Animal Care and Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 2,535,317 $ 2,772,560 $ 2,844,390 Operations and Maintenance 472,301 463,660 481,400 Capital Outlay - - 25,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 3,007,618 3,236,220 3,350,790 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 2,535,317 2,772,560 2,844,390 Operations and Maintenance 472,301 463,660 481,400 Capital Outlay - - 25,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 3,007,618 $ 3,236,220 $ 3,350,790 Staffing Summary (Budgeted) Full Time 22.0 22.0 22.0 Part Time 12.5 12.8 12.8 Total Staffing 34.5 34.8 34.8 Fiscal Year 2018/19 Adopted Budget Page 221 Animal Care and Services Performance Statistics 2017 Highlights The students at Los Amigos Elementary School started a Pennies for Paws campaign to raise funds to pay for surgery for a dog named Bart who was hit by a car outside of their school. Bart had sur- gery and was later adopted. The Animal Center completed a large "Extreme Make -Over" project. Updates to the aging building included new flooring, paint, kennels, sound acous- tical panels, and LED lighting. The updates en- hanced both the animals and customers experience. The Rancho Cucamonga Animal Care Foundation hosted several fundraisers including Furry Friends Flea Market, Putt 4 Paws Golf Tournament and a Holiday Boutique. Funds raised offset animal care cost and support specialized programs such as the Kitten Nursery. Dog Live Placement: 94% Cat Live Placement: 80% Outcome Report 2017 vs. 2016 Animal Center Activities ■ Cats ■ Dogs 15,000 5000 10,000 4500 4000 5,000 3500 11 0 3000 Field Calls Animal Licenses Sold 25W ■ 2017 ■ 2016 2000 1500 Iwo soon 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 Total Total Adoption Returned to Rescue Partner TNR/SNR Transfer Euthanized Died in 2017 2016 Owner Care/Foster Fiscal Year 2018/19 Adopted Budget Page 222 Animal Care and Services Services to the Community Animal Care and Services Administrative I Community Veterinary Animal Care Field Services Programs and Services and Services Information I I Adoptions Administration Animal Care Field Service Community Nursery Officers Outreach Adoptions Animal Spay and Neuter Dispatcher Vouchers Volunteers Animal Health and Wellness Animal Trap Neuter Foster Care Licensing Release Program Animal Care Foundation Fiscal Year 2018/19 Adopted Budget Page 223 Records Management Department Budget Summary Overview of Department As a partner in democracy, the Records Management Department promotes community involvement and awareness and supports the City Council, staff and the citizens of Rancho Cucamonga 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 including records storage and destruction. The City Clerk's Office administers the coordination of City elections, including the filing of Candidate Disclosure Statements and Statements of Economic Interests as required by law. FY 2018/19 Budget Highlights • Administer first "By District" election for the City of Rancho Cucamonga. • Facilitate November 2018 Municipal Election for two seats on the City Council (Districts 2 & 3), including candidate orientations/processing, State and Local Campaign Disclosure responsibilities, and City Council Reorganization. • Continue to implement electronic improvements to City Council, Board, Committee, and Commission agenda compilation and publishing, and related document management including training to citywide staff on the new software and agenda process. • Review and update the City's Conflict of Interest Code and the annual filing of Conflict of Interest Statements within statutory deadline. • Increase customer/citizen research methodologies by providing access to public records within the City's Document Imaging System via Weblink made available on the City's webpage. • Implement and coordinate with Departments the City's new Records Management Manual involving records storage, retrieval, retention and destruction; and provide training on records management including electronic and scanning of documents while ensuring compliance with city, state and federal regulations. Fiscal Year 2oi8/19 Adopted Budget Page 224 Records Management Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 429,676 $ 617,920 $ 567,530 Operations and Maintenance 266,017 105,420 253,700 Capital Outlay - - - Cost Allocation (199,280) (211,340) (240,840) Debt Service - - - Transfer Out - - - Subtotal 496,413 512,000 580,390 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 429,676 617,920 567,530 Operations and Maintenance 266,017 105,420 253,700 Capital Outlay - - - Cost Allocation (199,280) (211,340) (240,840) Debt Service - - - Transfer Out - - - Total Cost $ 496,413 $ 512,000 $ 580,390 Staffing Summary (Budgeted) Full Time 4.0 6.0 5.0 Part Time 1.3 - 0.5 Total Staffing 5.3 6.0 5.5 Fiscal Year 2018/19 Adopted Budget Page 225 Records Management Performance Statistics Public Records Request 100 90 60 70 60 50 40 30 20 10 0 cJP a �av` W, 40 � yye o ?a oe ■ 2016 ■ 2017 140 120 100 so 60 40 20 0ee ,1Y U p� City Council Agenda Items FY 16/17 Total ■ nd n n. Fin— ■ HR ■ Doff ■ ovio city a.* ■ Pworks ■ Engl— ■ library ■ Fir* a 6D - Planting ■ Purchase w AnrnaCtl ■ PoRce ■ Bldg ■ coun.9 Fiscal Year 2o18/19 Adopted Budget Page 226 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 2018/19 Adopted Budget Page 227 Community Services Department Budget Summary Overview of Department Community Services provides a wide variety of programs, services and facilities to the residents of Rancho Cucamonga to enhance the quality of life for individuals of all ages. Department activities are coordinated through seven Divisions: Administration, Youth and Adult Sports, Youth and Family Programs, Special Events, Cultural Arts/ Playhouse Operations, Seniors, and Human Services. Each year, thousands of community members benefit from participating in activities conducted by the Department in programs such as: Playschool, youth ' activities, Teen Center programs, recreational classes for all ` = ages, excursions, sports programs, and senior citizen services. Our parks are heavily used for organized youth } r 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 Founder's Day Community Parade. 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 community to experience and enjoy professional theatre, your€ 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 o parks and facilities, and serve as advocates for open space. FY 2018/19 Budget Highlights • Update the wireless communication system at the Lewis Family Playhouse. • Complete a Central Park Environmental Study to accompany the recently approved Master Plan. • Continue environmental work for the next phase of Etiwanda Creek Park development. (City Council Goal PR-4) • The Youth and Family Division will continue the successful Camp Cucamonga program incorporating a Superhero theme. • With the opening of the new RC Sports Center, sports staff are busy working on continued programs for the residents including the addition of Sports Camp. (City Council Goal PR- S) • The IncredAbles Special Needs Program has partnered with the Victoria Gardens Cultural Center to provide IncredAbles participants the opportunity to volunteer at performances held at the Lewis Family Playhouse. Fiscal Year 2o18/19 Adopted Budget Page 228 Community Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 3,840,530 $ 4,391,060 $ 4,410,840 Operations and Maintenance 730,505 832,740 821,230 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal Other Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out 4,571,035 5,223,800 5,232,070 2,663,874 2,085,626 709,313 3,177,660 2,154,190 1,343,890 3,362,350 2,145,150 575,000 Subtotal 5,458,813 6,675,740 6,082,500 All Funds Personnel Services 6,504,404 7,568,720 7,773,190 Operations and Maintenance 2,816,131 2,986,930 2,966,380 Capital Outlay 709,313 1,343,890 575,000 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 10,029,848 $ 11,899,540 $ 11,314,570 Staffing Summary (Budgeted) Full Time 45.5 46.5 46.5 Part Time 189.9 189.6 189.8 Total Staffing 235.4 236.1 236.3 Fiscal Year 2018/19 Adopted Budget Page 229 Community Services Performance Statistics CSD 2017 Program and Registration Highlights* • Over 35,000 registrations processed annually • Rancho Cucamonga residents represented 88% of total registrations • More than 25,000 patrons enjoyed the Special Events held in the City • Approximately 1,500 summer camp spots were filled in summer 2017 *Registration numbers exclude the Lewis Family Playhouse and Special Events, which are tracked separately. Registrations 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5 0000 Total Resident Non -Resident Walk -In On -Line ■ 2016 ■ 2017 2017 Playhouse Highlights • 13% of seats sold are from Subscribers (Season Subscriptions) which is up 3% from 2015/16 • LFP App was launched at the beginning of this season. It was downloaded 789 times. User breakdown is as follows: 51% iPhone, 45% Android, 3% Tablet. • Instagram account continues to increase by 200 followers per year The average age range of Playhouse social media followers is 25-44, which is 61% of our In- stagram following and 52% of our Facebook followers. Lewis Family Playhouse Ticket Sales 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Total Resident Non -Resident On -Line Walk-In/Mail ■ Season 10 (2015/16) ■ Season 11(2016/17) Fiscal Year 2018/ig Adopted Budget Page 230 Recreation/ Community Services Sports Advisory Senior Advisory Youth/Teens Resource Center Seniors Sports Events Marketing Registration Operations Park Rangers Community Services Services to the Community Community Services Cultural Arts I I Administration Playhouse Clerical/ Community Administration Programs Finance Playhouse Park Professional Programs Development Fiscal Year 2018/19 Adopted Budget Page 231 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. Programs and services offered at the Archibald Library and Paul A. Biane Library include: • Programs and information services for all ages, including weekly and special event programs, performing and cultural arts programs, Homework Center, and Reading Enrichment Center; • Adult and family literacy services; • Public -access computers and free computer classes; and • Enhanced interactive activities highlighting Science, Technology, Engineering and Mathematics (STEM), art, and early learning development. The Library also offers outreach services, featuring bookmobile service to children and delivery service to homebound residence. A full -service Virtual Library provides 24/7 access to eBooks, research databases, online homework tutoring, downloadable music, language learning software, and local history information. Sensory storytimes offer programs targeted specifically to special needs patrons and their families. The popular passport acceptance agency continues to meet a fast- growing demand for passport services in the community. FY 2018/19 Budget Highlights • Refurbish bookmobile interior and new external wrap. • Further development of the Second Story Interactive SECOND STORY Discovery Space and expand programming. (City Council Goal EP-1)"%► • Eliminate overdue fines and materials lending fees. • Provide access to new eBook collection with reduced V wait times 2 • Implement mobile app for library catalog. • Increase materials collections, in both print and online formats, with new and updated titles at both Libraries. Fiscal Year 2o18/1g Adopted Budget Page 232 Library Services Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 2,961,267 $ 3,495,260 $ 3,543,130 Operations and Maintenance 1,168,457 1,387,800 1,483,310 Capital Outlay 97,542 267,000 98,000 Cost Allocation - - - Debt Service 9,187 13,650 1,790 Transfer Out - - - Subtotal 4,236,453 5,163,710 5,126,230 Other Funds Personnel Services 4,675 - - Operations and Maintenance 55,118 94,020 27,740 Capital Outlay 832,435 135,350 - Cost Allocation - - - Debt Service - - Transfer Out - - - Subtotal 892,228 229,370 27,740 All Funds Personnel Services 2,965,942 3,495,260 3,543,130 Operations and Maintenance 1,223,575 1,481,820 1,511,050 Capital Outlay 929,977 402,350 98,000 Cost Allocation - - - Debt Service 9,187 13,650 1,790 Transfer Out - - - Total Cost $ 5,128,681 $ 5,393,080 $ 5,153,970 Staffing Summary (Budgeted) Full Time 27.5 27.5 28.5 Part Time 36.8 36.8 35.1 Total Staffing 64.3 64.3 63.6 Fiscal Year 2o18/19 Adopted Budget Page 233 Library Services Performance Statistics Library Services Revenue $200,000.00 $180,000.00 $160,000.00 $140,000.00 $120,000.00 $100,000.00 $80,000.00 $60,000.00 $40,000.00 $20,000.00 $0.00 $174,137 $164,352 $155,267 ® $153,756 Passport Revenue Overdue Fines Coleded ■ 2016 ■ 2017 $66,983 $59,363 11Media Rentals Comparison 2016 and 2017 1200000 1000000 800000 600000 550.150 576.601 400000 Library views 9526,07 882,133 524,804 427, mCb 126 hEeuc . to Hts 02C15-2-?6 ■M5-M-7 Fiscal Year 2018/19 Adopted Budget Page 234 Library Services Services to the Community Library Services Adult/Teen Children's Literacy Second Administration Technology Outreach Passport Services Services Services Story Services Services Services Programming Programming Finance Adult Technology Information Information Literacy Centers Services Services Staff Development Website Back 2 Collection Collection Basics Social Media Grants Grants Personnel Special I) Special Projects Projects Fiscal Year 2o18/19 Adopted Budget Page 235 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 Procurement, under the oversight of the Deputy City Manager/Administrative Services. FY 2018/19 Budget Highlights • Several key technology projects will modernize work practices in Administrative Services. These include implementing two new modules, Contract Management and COGNOS Reporting, in OneSolution, the City's financial system; refining and enhancing the employee self-service tool in the existing HRIS system to allow employees better access to benefit and pay information; implementing updated anti -virus and network security applications to guard against malware and incursions; implementing updated data backup services, enabling automated cloud storage and disaster recovery; and implementing an online Procurement Requisition process. • Provide administrative support for the West -side Districts Citizens' Oversight Committee and the Planned Communities LMD Citizens' Oversight Committee. Fiscal Year 2018/19 Adopted Budget Page 236 Administrative Services 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) Actuals 2016/17 $ 846,578 1,249,265 792,853 (1,250,460) 23,589 3,836,997 5,498,822 1,739,258 2,347,719 2,756,543 2,785 80,000 6,926,305 2,585,836 3,596,984 3,549,396 (1,250,460) 26,374 3,916,997 Adopted Budget 2017/18 $ 938,460 3,537,800 (1,266,110) 21,760 4,204,110 7,436,020 1,124,930 15,620,280 5,738,360 73,280 50,000 22,606,850 2,063,390 19,158,080 5,738,360 (1,266,110) 95,040 4,254,110 Adopted Budget 2018/19 $ 912,510 3,434,830 (1,270,940) 108,250 4,168,410 7,353,060 1,116,650 1,446,610 4,864,790 30,000 7,458,050 2,029,160 4,881,440 4,864,790 (1,270,940) 108,250 4,198,410 $ 12,425,127 $ 30,042,870 $ 14,811,110 Full Time 6.0 5.0 5.0 Part Time 2.0 1.0 1.0 Total Staffing 8.0 6.0 6.0 Fiscal Year 2o18/19 Adopted Budget Page 237 Administrative Services Performance Statistics Procurement Division Highlights 2017 • 397 Purchase Orders issued; 9.9% decrease from FY 16/17 20 RFPs, 18 RFBs, and 12 RFQs were processed; 44% decrease from FY 16/17 $65,158.45 revenue received from on-line surplus auction; 44% decrease from FY 16/17 • $593,570.64 was spent on green products; 36.9% percent increase from FY 16/17 Fiscal Year 2018/19 Adopted Budget Page 238 Administrative Services Services to the Community Administrative Services Administration I I Procurement Procurement of Oversight Goods and Responsibility Services for Finance, DoIT, and Human Resources Bid Management Departments Disposal of City Assets (surplus) Fiscal Year 2o18/19 Adopted Budget Page 239 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 C- fig le f Achieu¢ —t for G Jlenm �e Ciq� of Rancho C4cmmmya Cxlif mia ,,. 1iV1�L1i5finKnished wr« _ Rudyet pnnepI Mtim, Aumd .arsonmro bl City of Kanchu Cucamonga. California - • Accounting and Financial Reporting: Comprised of the following sections: Accounts Payable, Accounts Receivable, Cashiering, Fixed Assets, General Ledger, and Payroll. In addition, this Division is responsible for preparing the City's Comprehensive Annual Financial Report (CAFR). • Budget Management: Responsible for coordinating the City's annual budget and monitoring each department's compliance with the annual budget. • 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: 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 2018/19 Budget Highlights In conjunction with DoIT and Human Resources, facilitate the implementation of two new modules for the City's financial system: COGNOS Reporting and Contract Management. Implementation of electronic routing of accounts payable invoices for approval. (City Council Goal ML-2) • Continue to participate in an interdepartmental team to form a new Community Facilities District for The Resort (formerly Empire Lakes). Fiscal Year 2oi8/19 Adopted Budget Page 240 Finance Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 1,772,798 $ 2,341,300 $ 2,370,660 Operations and Maintenance 81,869 142,260 73,330 Capital Outlay - - - Cost Allocation (454,460) (599,590) (610,740) Debt Service - - - Transfer Out - - - Subtotal 1,400,207 1,883,970 1,833,250 Other Funds Personnel Services 731,688 391,520 428,090 Operations and Maintenance 3,274,320 2,822,690 2,070,490 Capital Outlay - 14,353,730 120,000 Cost Allocation (119,710) - - Debt Service - 706,160 785,200 Transfer Out - - 150,000 Subtotal 3,886,298 18,274,100 3,553,780 All Funds Personnel Services 2,504,486 2,732,820 2,798,750 Operations and Maintenance 3,356,189 2,964,950 2,143,820 Capital Outlay - 14,353,730 120,000 Cost Allocation (574,170) (599,590) (610,740) Debt Service - 706,160 785,200 Transfer Out - - 150,000 Total Cost $ 5,286,505 $ 20,158,070 $ 5,387,030 Staffing Summary (Budgeted) Full Time 21.0 21.0 21.0 Part Time 2.3 2.3 2.3 Total Staffing 23.3 23.3 23.3 Fiscal Year 2018/19 Adopted Budget Page 241 Finance Performance Statistics Finance Highlights 2017 • $2,858,123 received in Business License revenue; 7.4% increase • $3,483,165 received in Transient Occupancy Tax revenue; 15.2% increase Business License Summary* City of Rancho Cucamonga Investment Effective Rate of Return Comparison 7,000 January 2017 -December 2017 6,000 5,000 2.50% 4,000 2.00% 3,000 1.50% 2 000 1,000 1.00% 0 Business License- Business License- Business Closures 0.50% New Renewals 000v ■ 2016 v 2017 tit tit tit tit tit tit tit tit tit tit tit ,tit sac Leo "asQQ�, jai 10 10 411 d` ao, p�' -City Pool Average -- BofA Merrill Lynch U.S. Treasuries/Agencies 1-5 Yrs *Data excludes vendors and conhactors located outside of Rancho Cucamonga. Special Districts Highlights 2017 • $27,855,754 received in Special Districts tax revenue; 0.05% decrease • 135,009 parcels submitted to the tax rolls for 36 special as- sessment districts with 100% accuracy • 30 CFD delinquency letters sent; 1.11 % increase • Hosted Open House Events for LMDs 6-R, 8, 9, and 10 Fiscal Year 2018/19 Adopted Budget Page 242 Accounting and Financial Reporting Accounts Payable Accounts Receivable Cashiering Fixed Assets General Ledger Payroll Prepare Comprehensive Annual Financial Report (CAFR) Finance Services to the Community Budget Management Coordinate City's Annual Budget Generate Quarterly Budget Updates for City Council Finance Business Licensing Issue and Renew Business Licenses Ensure Compliance with City's TOT and Admissions Tax Ordinances Special I I Treasury Districts Management Administer 35 Daily Cash Management Special Districts in the City Investment of Manage Special Excess Funds District Formations Investment Reporting Fiscal Year 2oi8/19 Adopted Budget Page 243 Human Resources Department Budget Summary Overview of Department The Human Resources Department oversees the City's human resources and risk management functions. The mission of the Human Resources Department is to recruit, develop, and retain a diverse, engaged, well -qualified and professional workforce that reflects the world -class standards of the community we serve, and to lead City Departments in positive employee relations, talent acquisition, succession planning, and employee engagement. The Human Resources Team provides a wide range of services to City staff in the areas of Total Compensation, Employee and Labor Relations, Organization and Employee Development, Talent Acquisition, Risk Management, Safety, and Workers Compensation. FY 2018/19 Budget Highlights • Continue to implement the Affordable Care Act (ACA) and/or deal with its repeal and replacement and continue to update City and District's policies to assure compliance with California and Federal reguation. • Utilize innovative sourcing and applicant tracking tools to improve the City's talent acquisition strategies and continue to provide on -going training to hiring managers on utilizing this new software. • Work on an innovative onboarding program to provide an engaging, and meaningful onboarding experience and provide training to supervisors and managers on using the new onboarding software. • Initiate a performance management system that will improve the City's current employee performance and goal setting system to make the process more forward -thinking, effective, and meaningful for employees and the organization. • Continue to foster and facilitate employee development, organizational development and succession planning through innovative and cooperative programs and work on an innovative Learning Management System to assist in this area. • Continue to work with DoIT and Finance to refine and enhance the employee self-service tool in the existing HRIS system to allow employees better access to benefit and pay information. Fiscal Year 2018/19 Adopted Budget page 244 Human Resources Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 806,425 $ 1,035,070 $ 1,048,290 Operations and Maintenance 216,511 377,250 341,660 Capital Outlay - - - Cost Allocation (336,320) (402,740) (407,620) Debt Service - - - Transfer Out - - - Subtotal 686,616 1,009,580 982,330 Other Funds Personnel Services - - - Operations and Maintenance - - - Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal - - - All Funds Personnel Services 806,425 1,035,070 1,048,290 Operations and Maintenance 216,511 377,250 341,660 Capital Outlay - - - Cost Allocation (336,320) (402,740) (407,620) Debt Service - - - Transfer Out - - - Total Cost $ 686,616 $ 1,009,580 $ 982,330 Staffing Summary (Budgeted) Full Time 7.0 9.0 9.0 Part Time - 0.5 0.5 Total Staffing 7.0 9.5 9.5 Fiscal Year 2018/19 Adopted Budget Page 245 Human Resources Performance Statistics Recruitments: The total number of recruitments increased from FY 2016/17 to FY 2017/18 as depicted by the summary and chart below: • Full -Time recruitments increased by 180 20% 160 • Part -Time recruitments increased by 56 140 • Total Number of recruitments in- 120 creased by 37% 100 • In -House recruitments decreased by 80 60 16% 40 20 0 Total Applications Received: 5,454 Applications The total number of applications decreased by 41 % • Full -Time new hires decreased by 6% 180 • Part -Time new hires decreased by 21 % 140 120 100 • Full -Time promotions increased by 31 % 80 60 • Part -Time promotions decreased by 20 59% 0 Recruitments 169 123 92 ■ 77 64 59 19 16 ■ Full -Tine Part -Time Total # of In -House Recruitments Recruitments Recruitments Recruitments ■2016/17 ■2017/18 New Hires 153 121 48 45 is 11 Full -Tine New PartTime New Hires Hires 26 34 29 O. 12 M Full -Time Part -Time Promotions Promotions ■2016117 02017/18 Fiscal Year 2018/19 Adopted Budget Page 246 Human Resources Services to the Community Employee Labor Relations Experience MOU/Negotiations Benefits Training & Organizational Development Human Resources Recruitment & I I Employee I I Risk Selection JI Il Relations J Management Liability Worker's Compensation Safety/Loss Control Employee Wellness Fiscal Year 2018/19 Adopted Budget Page 247 Innovation and Technology Department Budget Summary Overview of Department The Department of Innovation and Technology manages the core technology platforms for the City of Rancho Cucamonga 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 platforms, including the Rancho Enterprise Geographic Information Systems (REGIS) team that develops regional GIS capabilities through business partnerships with other public agencies; and • Oversight of end -user cyber security. FY 2018/19 Budget Highlights • Implementation of updated data backup services, enabling automated cloud storage and disaster recovery. • Deployment of cybersecurity training and testing for all City employees. • Implementation of updated anti -virus and network security applications to guard against malware and incursions. • Initiating a project to update the City's existing data center infrastructure. • Completion of the Fire Training Center Backup Data Center facility in preparation for the data center infrastructure update. • Updating the City's financial and human resources software platform to web -based HTML5 architecture. • Continued development of mobile and web applications to expand access to City services. • Continued pursuit of innovative strategies including the use of drones for site surveys and public safety missions, the use of mobile workforce platforms to improve efficiency, reduce response times, and accurately track performance data. Fiscal Year 2oi8/19 Adopted Budget Page 248 Innovation and Technology Department Budget Summary Adopted Actuals Budget Funds Summary 2016/17 2017/18 Operating Budget Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal Other Funds $ 2,295,829 2,161,534 123,996 (1,428,700) 3,152,659 $ 2,713,040 2,482,780 (1,471,960) 3,723,860 Adopted Budget 2018/19 $ 2,770,450 2,659,100 (1,588,400) 3,841,150 Personnel Services - - 52,000 Operations and Maintenance 884,884 574,440 704,930 Capital Outlay - 105,700 445,000 Cost Allocation - - - Debt Service 29,657 424,100 - Transfer Out 3,760 - - Subtotal 918,301 1,104,240 1,201,930 All Funds Personnel Services $ 2,295,829 2,713,040 2,822,450 Operations and Maintenance 3,046,418 3,057,220 3,364,030 Capital Outlay 123,996 105,700 445,000 Cost Allocation (1,428,700) (1,471,960) (1,588,400) Debt Service 29,657 424,100 - Transfer Out 3,760 - - Total Cost $ 4,070,960 $ 4,828,100 $ 5,043,080 Staffing Summary (Budgeted) Full Time Part Time Total Staffing 23.0 23.0 23.0 23.0 23.0 23.0 Fiscal Year 2o18/19 Adopted Budget Page 249 Innovation and Technology Performance Statistics Information Technology Maintained by the IS Division Desktop & Notebook Computers, iPads, Central Computer Services,Printers, Enter- prise Applications, Office Productivity Programs, Multi -Function Photocopiers, Wired and Wireless Networks Help Desk Tickets Completed: 2016: 1,196 2017: 2,088 Completed Work Orders 250 233 236 218 200 161 152 1$4 162 171 171 163 165 170162 1`50 127 11 119 121 136 95 100 36 41 42 S5 51 50 Jan Feb Mar April May June July Aug Sept Oct Nov Dec ■ 2016 ■ 2017 Work Orders By Type 700 632 600 500 400 400 36 341 281 300 208 232 211 200 124 100 ' 1'3: 38 30 219 50 56 528 42 30 22 18 10 0 aka ewe e�� JQQoq o Qro ewe 4°zlee°J ray X\ �acP ate O o�eth A ee;PJa�° aQ, �� c, to �?c o`hJ�Q 5 caeeQ- e P �c boo ■ 2016 ■ 2017 Fiscal Year 2018/19 Adopted Budget Page 250 Innovation and Technology Services to the Community Innovation and Technology Geographic Customer Applications Systems Information Service Services (GIST Enterprise Network Spatial Data Help Desk Application Security and Visualization Requests Management Management Business User Support User Interface Data Center Intelligence Development Management Development Hardware Information Rancho Implementation Data Hosting Solutions Security Enterprise GIS Practices (REGIS) Fiscal Year 2018/19 Adopted Budget Page 251 Economic and Community Development Department Budget Summary Overview of Department The Department 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 2018/19 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. • 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 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 DoIT staff to assist in the use of technology to provide guidance to existing and startup businesses and residents in the community. • Assist City Manager's Office in the coordination and negotiation of affordable housing development for low -and -moderate income families. • Coordinate, administer, and monitor Community Development Block Grant (CDBG) funds that promote decent affordable housing, and create jobs through the expansion and retention of businesses. Fiscal Year 2018/19 Adopted Budget Page 252 Economic and Community Development Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 360,703 $ 450,350 $ 418,500 Operations and Maintenance 120,273 360,330 373,780 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 480,976 810,680 792,280 Other Funds Personnel Services - - - Operations and Maintenance 92,220 63,580 409,040 Capital Outlay - - 53,000 Cost Allocation - - - Debt Service - - - Transfer Out 167,420 182,940 182,940 Subtotal 259,640 246,520 644,980 All Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Total Cost 360,703 450,350 418,500 212,493 423,910 782,820 - - 53,000 167,420 182,940 182,940 $ 740,616 $ 1,057,200 $ 1,437,260 Staffing Summary (Budgeted) Full Time 2.0 3.0 3.0 Part Time 0.8 - - Total Staffing 2.8 3.0 3.0 Fiscal Year 2018/19 Adopted Budget Page 253 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 2018/19 Adopted Budget Page 254 Economic and Community Development Services to the Community Oversee Services of: Building and Safety Engineering Planning Public Works Economic and Community 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 Housing Works to ensure decent affordable housing and services are provided to families and residents of low to moderate income Fiscal Year 2o18/19 Adopted Budget Page 255 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 improvement projects and enforcing accessibility regulations for City facilities; • Works closely with the Police Department in illegal business activity bringing uses and structures within safe standards; and • Provide emergency response 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, site development, and the permit process. In addition, Building and Safety Services also enforces compliance to codes as it relates to energy, accessibility laws, places of assembly, and housing requirements. Field inspections and safety assessments are performed by building/fire inspectors. In-house plan review staff manage and review all building and fire plans utilizing assistance of contract experts when necessary. The Department continues to assist the Community Improvement Division in evaluation and enforcement of substandard construction or property use. FY 2018/19 Budget Highlights • Aerial Imagery is being tested and will be utilized in the next year to evaluate and inspect tall buildings and difficult -to -access construction features. Utilizing a drone, electronic plans and editing software will provide safe and accurate inspections in the future. • Additional funds were allocated to the Department for contract services for outside consultants to provide assistance in plan check and inspections as the robust economy continues into the new fiscal year. • The Department continues to train new and existing staff on technical code requirements. This training is critical to effectively implement changing State code amendments including accessibility and energy requirements. Fiscal Year 2018/19 Adopted Budget Page 256 Building and Safety Services Department Budget Summary Adopted Actuals Budget Funds Summary 2016/17 2017/18 Operating Budget Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out $ 1,567,627 118,780 $ 1,711,580 136,800 Adopted Budget 2018/19 $ 1,650,810 241,430 Subtotal 1,686,407 1,848,380 1,892,240 Other Funds Personnel Services Operations and Maintenance 6,850 44,360 40,450 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 6,850 44,360 40,450 All Funds Personnel Services 1,567,627 1,711,580 1,650,810 Operations and Maintenance 125,630 181,160 281,880 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 1,693,257 $ 1,892,740 $ 1,932,690 Staffing Summary (Budgeted) Full Time 18.0 16.0 16.0 Part Time 0.5 0.5 0.5 Total Staffing 18.5 16.5 16.5 Fiscal Year 2o18/19 Adopted Budget Page 257 Building and Safety Services Performance Statistics Building and Safety Services Department Highlights 2017 LIUif • Over 230 electronic plans were su bmitted on Accela in 2017, showing a 31 % increase over the last 2 years. • All inspection requests were responded to within a twenty-four (24) hour turn -around time. • The Department had a 3 8 % increase over last year with 698 permits processed for photo- voltaic solar projects in 2017. BUILDING & SAFETY REVENUE ■ 2015 = $2,125,734 $1,500,000.00 ■ 2016 = $ 00,000.00 $5 $500,000.00 $2,152,114 $0.00 ■ 2017 = Permits Plan $1,906,244 Checks INSPECTION REQUESTS ® 2015 REQUESTS ■ 2016 40,000 REQUESTS 21,093 %i 2017 20,000 114,188 12,897 REQUESTS PERMITS ISSUED 10,000 ■ 2015 PERMIT 02016 5,222 PERMIT 5,000 4133 4277 i� 2017 11 PERMIT 0 Fiscal Year 2018/19 Adopted Budget Page 258 Building and Safety Services Services to the Community Building and Safety Administrative Building and Construction Building and Support Fire Plan and Permit Fire Services Checks Services Inspections Damage Water Quality Assessment Management Plan (WQMP) Review Complaint Response Fiscal Year 2018/19 Adopted Budget Page 259 Overview of Department Engineering Services Department Budget Summary The Engineering Services Department in partnership with departments citywide strives to build a City where the infrastructure supports a community that is a great place to live, work, and play through strategic design, well planned maintenance, and fiscal and environmental sustainability. There are four sections in the Engineering Services Department. The Capital Project Management Section plans, designs, and manages the construction of City -funded public improvement projects. The Environmental Programs Section is working collaboratively for an environmentally safe, healthy and sustainable community today and for future generations. The Land Development and Transportation Section provides services to residents, developers, businesses, and schools related to the development and redevelopment of land along with operation and planning for traffic and transportation needs. This section also provides administration and clerical support for the department. The Rancho Cucamonga Municipal Utility (RCMU) Section is dedicated to the operation and administration of the City's electrical distribution system. This section also provides budget support for the department. FY 2018/19 Budget Highlights • Implementation of Phase III of AB1383 Mandatory Organics Recycling Program. • Review of City's Sharps Disposal Program. • Completion of Trash Study for submission to Regional Water Quality Control Board. • Expansion of RCMU's Electric and Dark Fiber Systems. • Residential Smart Meter Upgrades for RCMU Customers. • Trail Improvements at Pacific Electric Trail Crossings and Along Cucamonga and Deer Creek Channels. • Construction of Midblock Pedestrian Beacon at Base Line Road and Lion Street. • Arterial and Local Street Pavement Rehabilitation. • Street Widening on Hermosa Avenue between Foothill Boulevard and Church Street. • Sidewalk Improvements on 9th Street (North Side) West of Vineyard Avenue. • Traffic Signal Flashing Yellow Arrow Upgrades along Milliken Avenue. Fiscal Year 2o18/19 Adopted Budget Page 26o Engineering Services Department Budget Summary Adopted Actuals Budget Funds Summary 2016/17 2017/18 Operating Budget Personnel Services $ 1,594,438 $ 1,981,000 Operations and Maintenance 356,601 440,460 Capital Outlay 400,000 - 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 2,351,039 2,421,460 Adopted Budget 2018/19 $ 2,182,340 326,760 2,509,100 4,136,750 4,682,960 4,477,440 12,240,372 10,429,460 11,140,860 8,909,007 20,660,610 26,646,290 1,662,360 1,591,310 1,578,680 26,948,489 37,364,340 5,731,188 12,596,973 9,309,007 1,662,360 6,663,960 10,869,920 20,660,610 43,843,270 6,659,780 11,467,620 26,646,290 1,591,310 1,578,680 Total Cost $ 29,299,528 $ 39,785,800 $ 46,352,370 Staffing Summary (Budgeted) Full Time Part Time Total Staffing 34.5 37.0 2.4 1.9 37.0 1.9 36.9 38.9 38.9 Fiscal Year 2018/19 Adopted Budget Page 261 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 Pro- grams • Household Hazardous Waste Management • Issuing Construction Permits Capital Improvements Highlights _: = , • 62 capital improvement projects identified in FY 2017/2018 Capital Improvement Program (CIP)-in all phases (conception, design and construction) • 12 capital improvement projects approved for construction in 2017 totaling $8 million in community investment. Environmental Programs HHW Facility Highlights • 7,264 customers served at the HHW Collection Facility; 20% increase • 372,922 lbs. collected (non E-waste items) • $26,021.49 generated in E-waste Revenue Permits Issued by Type Lane Closure Right -Of -Way Oversize Load 0 2015 6" 2016 2017 RCMU Facts and System Data $5,000,000 $4,000,000 Land Development Highlights • 1,780 permits issued for work in the Public Right -of -Way • 25 customers assisted each day on average at the front counter. RCMU Revenue • Year established - 2001 $3,000,000 • Date began providing power - May 2004 S2,000,000 • Service area size - 4 square miles $1,000,000 • Number of meters - 940 • Number of streetlights - 222 $ • Number of transformers - 143 Qtr 1 Qtr 2 Qtr 3 Qtr 4 • Distribution Lines - 23 (circuit miles) ■ CY2015 ■ CY2016 ■ CY2017 • Average annual consumption - 72,825 MWh Fiscal Year 2018/19 Adopted Budget Page 262 Engineering Services Services to the Community Engineering Services Land Development Capital Project Environmental Rancho and Management Programs Cucamonga Municipal Utility Transportation Permit Processing Billing/ Payment Project Integrated Waste Processing Administration Tract/Parcel Maps Program CIP Budget Storm Water Administration Storm Drain/ Implementation Street Improvements Household Hazardous Waste Customer Outreach Inspection Services Traffic Signal Budget/Finance Coordination Vehicle/ Pedestrian Safety Traffic Planning Clerical/ Administration Fiscal Year 2018/19 Adopted Budget Page 263 Planning Department Budget Summary Overview of Department The Planning Department's primary responsibilities are developing and implementing comprehensive plans that reflect the goals and policies of the City. Ensuring the long-term success of the community through effective management of the City's growth. Conducting detailed analysis of all development proposals to verify consistency with the City's Goals and Policies. And working with other City Department's to build and maintain a high quality, balanced, and sustainable community for the Rancho Cucamonga residents, businesses, and visitors. The Planning Department has experienced a high number of visits and calls to the Public Counter over the last fiscal year. The volume of development applications submitted to the City for review has been steady. As the amount of readily available vacant land within Rancho Cucamonga diminishes, development has shifted towards "in -fill" development. FY 2018/19 Budget Highlights • The Planning Department is evaluating a new mixed -use project at Haven and 26th Street, as well as a hotel project at Haven and 6th Street. Infrastructure for the Empire Lakes project (The Resort) is moving forward and staff are reviewing residential development proposals for apartment and for sale housing along the south end of the project area. • The 15 bills recently adopted into the state "Housing Package" may have far reaching impacts to the City. Staff will work with the City Attorney's office and other departments to understand the impact of these bills and address changes needed to the development code or our development review process. The North-Eastern Sphere Annexation Project (NESAP) continues into FY 2018/19. This project includes the development of a project specific plan, General Plan Amendment, Zoning Map Amendment, Etiwanda North Specific Plan Amendment, and all related environmental documentation. After extensive community engagement, the prezoning and specific plan updates will be drafted as well as the related environmental documents. Staff will continue to inform interested stakeholders throughout the process. (City Council Goal ML-5) • Staff will begin pre -work needed to be completed in advance of a General Plan Update. Work will include developing special studies for specific topic areas that will guide the General Plan Update • The 2018/19 Community Development Block Grant (CDBG) Annual Action Plan will be based on the Federal appropriation. The CDBG program provides vital housing programs and services to low -and -moderate income families. Fiscal Year 2018/19 Adopted Budget Page 264 Planning Department Budget Summary Adopted Adopted Actuals Budget Budget Funds Summary 2016/17 2017/18 2018/19 Operating Budget Personnel Services $ 1,080,998 $ 1,273,710 $ 1,301,680 Operations and Maintenance 601,570 556,050 354,350 Capital Outlay - - - Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,682,568 1,829,760 1,656,030 Other Funds Personnel Services 385,827 420,540 424,830 Operations and Maintenance 274,690 328,820 329,400 Capital Outlay 420,159 5,670,820 5,398,530 Cost Allocation - - - Debt Service - - - Transfer Out - - - Subtotal 1,080,676 6,420,180 6,152,760 All Funds Personnel Services 1,466,825 1,694,250 1,726,510 Operations and Maintenance 876,260 884,870 683,750 Capital Outlay 420,159 5,670,820 5,398,530 Cost Allocation - - - Debt Service - - - Transfer Out - - - Total Cost $ 2,763,244 $ 8,249,940 $ 7,808,790 Staffing Summary (Budgeted) Full Time 15.0 14.0 14.0 Part Time 0.8 0.8 0.8 Total Staffing 15.8 14.8 14.8 Fiscal Year 2018/19 Adopted Budget Page 265 Planning Performance Statistics New Development Highlights 2017 Mixed use developments are beginning to take shape within the city, including pro- jects at major street intersections such as "Day Creek Square"' at Base Line Road and Day Creek Boulevard, "Town Square - West" at Foothill Boulevard and Milliken Avenue, and "Rancho Cuvee" at Foothill Boulevard and Etiwanda Avenue. Planning Department Revenue Accepted Planning Applications 450 --- 4 400 --- ------ _----------- 360...------- 350 — 300 250 — __.__ __..__.2 200 150 100 52 58 50 36 27 7-21. g--- 1 9._.g ._ EN Em __ __ j� �g _7. ._._ ��. 1 ,' 26 1 `oce Qe` c� Qe `` Qe `eQ Qe Qe Qe �ti 0a�c o� 0�0 ■ 2016 ■ 2017 Fiscal Year 2018/19 Adopted Budget Page 266 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 2018/19 Adopted Budget Page 267 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 4 sections: Facilities: Serving 14 facilities and 8 Fire District facilities (> 1 million sq. ft.); Parks and Landscape: Maintaining 30 parks, Adult Sports Park and baseball stadium, 125 street front miles of landscape, > 100,000 trees, paseos and trails; Street/Fleet/Storm Drain: Care for 532 roadway miles and 4,171 catch basins and 197 vehicles, 146 on and off road equipment, graffiti removal, and 205 signal -controlled intersections/crossings (four under construction in FY 2017/18 with four additional signals anticipated in FY 2018/19); and, Administration/Project Management: Manage departmental support services, contracts, safety and risk management, budget, and capital maintenance projects. FY 2018/19 Budget Highlights • Minimum wage impacts continue to be the largest reason for budget increases in the Public Works budget due to the heavy dependence on contract labor-intensive services such as janitorial, security guard, and landscape maintenance services. • Public Works will continue to focus on the goal to reduce overall City water consumption. Parks staff have been working steadily on identifying areas where water can be reduced or eliminated in low traffic turf areas. • As part of the water saving effort, $550,000 has been set aside in LMDs 2 ($110,000) and 4R ($440,000) specifically for turf removals along with converting existing planter sections with low water use landscape plants and materials. • Work will continue into FY 2018/19 to complete a city-wide tree inventory that will improve the tree trimming process and improve the efficiency of the tree crew. • With the traffic signal infrastructure aging and vehicles hitting this infrastructure increasing, there are several requests in the budget to replace equipment such as: traffic signal cabinets, batteries, controllers, signal monitors, uninterrupted power supplies, battery back-up system and illuminated street name signs. • Plans are underway for the construction of an urgently needed second warehouse at the Public Works Services Center which will match the existing warehouse, but will be designed to support solar panels on the roof. • The roof system will be replaced at Lions West in addition to repairs being made at Lions East, the Animal Care and Adoption Center, and the Cultural Arts Center. • Other projects include: replace the moveable room divider wall in Celebration Hall at the Cultural Center; waterproof/repair all existing exterior joints at the Civic Center; refurbish the equestrian main arena; install a perimeter fence at Los Amigos Park; and design/install new LED ballfield lights, etc. at Garcia Park. Fiscal Year 2o18/19 Adopted Budget Page 268 Public Works Services Department Budget Summary Actuals Funds Summary 2016/17 Operating Budget Personnel Services $ 4,432,117 Operations and Maintenance 5,393,713 Capital Outlay - Cost Allocation (839,330) Debt Service - Transfer Out - Subtotal Other Funds Personnel Services Operations and Maintenance Capital Outlay Cost Allocation Debt Service Transfer Out Subtotal All Funds Adopted Budget 2017/18 $ 5,261,450 6,446,080 (887,730) Adopted Budget 2018/19 $ 5,278,840 6,319,670 500,000 (839,810) 8,986,500 10,819,800 11,258,700 4,605,428 4,709,460 9,139,556 10,252,090 759,096 1,040,700 31,496 29,620 243,940 245,970 14,779,516 16,277,840 4,692,770 10,809,270 1,210,000 142,570 278,650 17,133,260 Personnel Services 9,037,545 9,970,910 9,971,610 Operations and Maintenance 14,533,269 16,698,170 17,128,940 Capital Outlay 759,096 1,040,700 1,710,000 Cost Allocation (839,330) (887,730) (839,810) Debt Service 31,496 29,620 142,570 Transfer Out 243,940 245,970 278,650 Total Cost $ 23,766,016 $ 27,097,640 $ 28,391,960 Staffing Summary (Budgeted) Full Time Part Time Total Staffing 127.0 128.0 34.1 34.1 129.0 34.1 161.1 162.1 163.1 Fiscal Year 2o18/19 Adopted Budget Page 269 Public Works Services Performance Statistics 2017 Highlights 870 requests for service through Rancho Responds 15 days on average to complete service requests 94 requests through RC2GO app 3 days on average to complete RC2GO requests 6,683 potholes repaired 29,782 sf. of asphalt removed/replaced (484 locations) 5,912 sf. of asphalt overlays (98 locations) 11,527 sf. of concrete sidewalk removed/replaced (103 locations) 727 linear ft. of concrete curb & gutter removed/ replaced (30 locations) 1,779 sf. of concrete drive approach removed/replaced (16 locations) Annual Concrete Repair Project (Contract) 69,204 square feet of sidewalk removed/replaced Streets After -Hours Call Outs ■ 2016 ■ 2017 95 89 84 79 66 67 57 58 48 43 26 29 11 25 24 18 13 Debris Potholes Traffic Traffic Traffic Trees Parks/ Misc Rernovel Accidents Signals Signs Irrigation Tree Trimming In -House Contractor ■ 2016 ■ 2017 0201602017 8,951 4,846 ,522 1,5 641423 145 31 512353 14 24 II M� Trees Trees Tress Trees Trees Trees Pruned Removed Planted Pruned Removed Planted Fiscal Year 2018/19 Adopted Budget Page 270 Facilities Maintenance City Buildings Fire Stations Public Works Services Services to the Community Public Works Services Parks and Landscape Maintenance Urban Forestry Street Maintenance Traffic Signals and Safety Lighting Water Management I H Street Sweeping Parkways, Medians I u Graffiti Removal and Trails n Administration Clerical/ Administration Safety/Training Capital Projects Park Facilities Storm Drain Contracts and Amenities Maintenance Park Landscape I I --I City Fleet I u Budget/Finance Maintenance I Concrete and Asphalt Fiscal Year 2018/19 Adopted Budget Page 271 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/19 Adopted Budget Page 272 RANCHO CUCAMONGA CALIFORNIA CAPITAL IMPROVEMENT LAI Fiscal Year 2018/19 Adopted Budget Page 273 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/19 Adopted Budget Page 274 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Capital Improvement Program Summary by Category The City's Capital Improvement Program (CIP) for Fiscal Year 2018/19 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, 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 2o18/19 Adopted Budget Page 275 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Capital Improvement Program Summary by Category Following is the total budgeted by category for Fiscal Year 2018/19: Beautification $ 550,000 Drainage 150,000 Facilities 18,557,500 Miscellaneous 935,000 Municipal Utility 3,985,000 Parks 1,110,000 Streets 13,006,920 Traffic 5.647,910 Total CIP $43,942,330 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 Facilities category includes the relocation of a current fire station to include a Police Substation; water conservation landscaping and site improvements for the Fire District; and the Public Works Services Department's warehouse expansion. The Municipal Utility category includes a line extension to service a new planned commercial development shopping center and the first phase of the Rancho Cucamonga Fiber Optic Network. The Parks category includes the design and installation of new LED ballfield lighting at Garcia Park and the Central Park Master Environmental Review. The Streets category includes the Etiwanda Avenue Grade Separation project, local street pavement rehabilitation at various locations, and improving access to and from the I-15 Freeway at Base Line Road. The Traffic category includes traffic signal installations/upgrades, a Class I bike trail, along with the Advance Traffic Management System — Phase 1. Details of the cost and funding source(s) for each project budgeted for Fiscal Year 2018/19 are included in the following pages. Fiscal Year 2018/19 Adopted Budget Page 276 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Capital Improvement Program Detail by Category Category / Project Description Funding Source Amount Beautification LMD 2 Water Conservation and Landscape Renovations LMD 2 $ 110,000 (Multi -Phased Project) LMD 4R Water Conservation and Landscape Renovations (Multi -Phased Project) LMD 4R 440,000 Beautification Total: 550,000 Drainage Cucamonga Storm Drain Upper Phase III, e/o Hellman, Amethyst- 19th St Measure I 150,000 Drainage Total: 150,000 Facilities Citywide - HVAC & Lighting Controls Capital Reserve 400,000 Civic Center - Carpet and Reconfiguration Capital Reserve 80,000 Civic Center - Waterproof/Planter Box Repair Capital Reserve 50,000 Cultural Center - Celebration Hall Air -Wall Replacement Capital Reserve 369,500 Cultural Center - Courtyard Redesign Capital Reserve 200,000 Cultural Center - Loading Bay Capital Reserve 35,000 Fire District - Banyan Station (175) Parking Lot ADA Compliance Project Fire Capital Projects 50,000 Fire District - Public Safety Facility Fire Capital Projects 11,400,000 Law Enforcement Reserve 3,600,000 15,000,000 Fire District - Towne Center Station (178) Fire Capital Projects 75,000 Fire District - Water Conservation Landscaping and Site Improvements Fire Capital Projects 300,000 Lions East Community Center - Patio Fence Park Development 20,000 Public Works Services Department - Warehouse Expansion Capital Reserve 1,978,000 Facilities Total: 18,557,500 Fiscal Year 2o18/19 Adopted Budget Page 277 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Capital Improvement Program Detail by Category Category / Proiect Description Funding Source Miscellaneous 9th St along north side west of Vineyard Ave - Sidewalk Improvements ADA Ramps at Various Locations Arrow Rte and Rochester Ave, N/E Corner - Animal Exercise Yard Improv Base Line Rd Utility Underground Citywide Concrete Repair Etiwanda Depot - Parking Lot Improvements Milliken Ave Underpass - Sidewalk Expansion Municipal Utility - Electrical & Fiber Optics 6th Street from Utica Avenue to The Vine - Line Extension City Hall East Parking Lot - Line Extension Haven Avenue at 6th St - Street Light Installation Rancho Cucamonga Fiber Optics Network Residential Smart Meter Replacement Utica Ave from 4th Street to 6th Street - Line Extension Parks Central Park - Master Plan Environmental Review Etiwanda Creek Park - Phase II Heritage Park - Bridge Replacements Heritage Park - Equestrian Main Arena Refurbish Garcia Park - LED Ballfield Lights Amount Citywide Infrastructure 78,200 Safe Routes To School 90,800 169,000 Gas Tax R&T 7360 150,000 Measure I 100,000 250,000 Park Development 80,000 Underground Utilities 75,000 Measure 1 100,000 Community Dev Blk Grant 141,000 Capital Reserve 120,000 Miscellaneous Total: 935,000 Municipal Utility 885,000 Municipal Utility 150,000 Municipal Utility 25,000 Fiber Optic Network 2,000,000 Municipal Utility 125,000 Municipal Utility 800,000 Municipal Utility Total: 3,985,000 Park Development 250,000 Park Development 75,000 PD 85 30,000 PD 85 25,000 LMD 9 500,000 Fiscal Year 2018/19 Adopted Budget Page 278 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Capital Improvement Program Detail by Category Category / Project Description Funding Source Amount Los Amigos Park - Tubular Steel Fencing Park Development 150,000 Old Town Park - Sports Lighting Replacement LMD 1 50,000 Olive Grove Park - Drainage CFD 2000-03 30,000 Parks Total: 1,110,000 Streets Archibald Widen east side north of Sunflower Base Line Rd at I-15 Interchange Bus Stop Pads at Various Locations Civic Center/Courthouse - Pavement Rehabilitation Etiwanda Ave Grade Separation Project Foothill Blvd from Milliken Ave to I-15 Freeway - Pavement Rehabilitation Haven Ave from Church St to Base Line Rd - Pavement Rehabilitation Hermosa Ave from Banyan St to 300' North Wilson Ave - Pavement Rehab Hermosa Ave north of Foothill Boulevard to Church St - Street Widening Highland Ave from Archibald Ave to Haven Ave - Pavement Rehabilitation Local Street Pavement Rehabilitation at Various Locations (Design and Construction) Youngs Canyon Road from Koch Place to Cherry Ave - Street Extension Beautification Transportation SAFETEA-LU Prop-1 B-SLPP Gas Tax R&T 7360 Ped Grant/Art3 Law Enforcement Reserve SB-1 TCEP Measure I Road Maint & Rehab Road Maint & Rehab Beautification Road Maint & Rehab Measure I Road Maint & Rehab 187,000 140,000 600,000 19,920 759,920 11,000 43,000 54,000 30,000 7,850,000 60,000 500,000 266,000 350,000 600,000 1,200,000 1,000,000 2,200,000 AD 88-2 Etiwanda/Highlnd 150,000 Streets Total: 13,006,920 Fiscal Year 2o18/19 Adopted Budget Page 279 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Capital Improvement Program Detail by Category Category / Proiect Description Funding Source Amount Traffic 6th at Hellman Ave - Traffic Signal Installation Transportation 660,000 Advance Traffic Management System - Phase I Transportation 3,159,250 Base Line Rd at Lion St - Pedestrian Hybrid Beacon (HAWK) Citywide Infrastructure 60,000 East Ave at Highland Ave - Traffic Signal Installation Transportation 625,000 Milliken Ave - Upgrade Left Turn Phases Transportation 112,500 Southwest Cucamonga - Class I Bike Trail AB 2766 Air Quality Impry 611,160 Terra Vista Parkway at Spruce - Safety Lighting Installation SLD 4 120,000 Traffic Signal Battery Back -Up Replacements Equip/Veh Replacement 150,000 Gas Tax R&T 7360 150,000 300,000 Traffic Total: 5,647,910 Total Capital Improvement Projects: $ 43,942,330 Fiscal Year 2018/19 Adopted Budget Page 28o RANCHO CUCAMONGA CALIFORNIA APPENDIX Fiscal Year 2o18/19 Adopted Budget Page 281 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2o18/i9 Adopted Budget Page 282 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 of the Operating Budget 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 life expectancy of more than one year 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 2oi8/19 Adopted Budget Page 283 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 284 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 and the Fire District's fund balance committed for payment of Worker's Compensation, General Liability, and Employment Practices Liability claims is established at a minimum goal of eight times the City's and the District's total yearly SIRs 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. 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. 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. ■ RC Sports Center Vehicle and Equipment Replacement The City's General Fund balance committed for construction of the future replacement and repair of vehicles and equipment for the new RC Sports Center. This reserve is established at a minimum goal of 105% of the cost of the vehicles and equipment for the new Center. Fiscal Year 2018/19 Adopted Budget Page 285 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Financial Policies 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 • 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 • Supranational Securities • Investment Agreements In order to minimize the impact of market risk, it is the intent that all investments will be held to maturity. The City Treasurer shall prepare and submit a monthly investment report to the City Council and City Manager. Fiscal Year 2oi8/19 Adopted Budget Page 286 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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, 2017 Comprehensive Annual Report, is $890,309,325. The calculation is included below. Legal Debt Margin Calculation for Fiscal Year 2016/17: Assessed value Debt limit (3.75% of assessed value) Debt applicable to limit: General obligation bonds Legal debt margin $ 23,741,582,000 890,309,325 $ 890,309,325 Fiscal Year 2o18/19 Adopted Budget Page 287 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2oi8/19 Adopted Budget Page 288 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 289 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 290 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2oi8/19 Adopted Budget Page 291 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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: I The cash available for day-to-day operations of an organization. Fiscal Year 2018/19 Adopted Budget Page 292 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 293 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2o18/19 Adopted Budget Page 294 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2o18/19 Adopted Budget Page 295 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 296 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 #313 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 #411 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 2018/19 Adopted Budget Page 297 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 Adopted Budget Description of Funds by Fund Type Fund # Fund Description 136 LMD #611 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 98 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 2oi8/19 Adopted Budget Page 298 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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/Propl11 - Established to account for the revenue and disbursement of funds used for road construction and maintenance of the City network system. The City's share of State gasoline taxes provided the financing. 172 Gas Tax 2106-2107 - Established to account for the revenue and disbursement of funds used for road construction and maintenance of the City network system. The City's share of state gasoline taxes provided the financing. 174 Gas Tax R&T7360 - Established to account for the revenue and disbursement of funds used for road construction and maintenance of the City network system. The City's share of state gasoline taxes provided the financing. 176 Measure I 1990-2010 - Established to account for the revenue and disbursement of county/local gasoline tax funds for the construction and maintenance of eligible street projects. 177 Measure I 2010-2040 - 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 2oi8/19 Adopted Budget Page 299 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 1B) provides state funding to cities and counties to fund the maintenance and improvement of local transportation facilities. The funding is allocated based on population. 195 State Asset Seizure - Established to account for the funds received from the State for the equitable transfer of forfeited property and cash in which the City directly participates in the law enforcement efforts leading to the seizure and forfeiture of the property. 196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure (Fund 195) designated for the sole purpose of funding programs designed to combat drug abuse and divert gang activity pursuant to the provisions of Health & Safety Code Section 11489(b)(2)(A)(i). 197 Federal Asset Seizure - Established to account for the funds received from the 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 2o18/19 Adopted Budget Page 300 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 301 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 302 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2018/19 Adopted Budget Page 303 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2o18/19 Adopted Budget Page 304 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 than those financed by proprietary and trust funds. 602 AD 84-1 Day Creek/Mello - Established to account for the receipt and disbursement of funds used in the construction and installation of public capital drainage facilities, together with appurtenant work and incidental expenses, to serve and provide drainage protection to property located within Assessment District No. 84-1 (Day Creek Drainage System). Financing was provided by the sale of bonds under the Mello -Roos Community Facilities Act of 1982. Fiscal Year 2o18/19 Adopted Budget Page 305 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/19 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 2oi8/19 Adopted Budget Page 3o6 CITY OF RANCHO CUCAMONGA, CALIFORNIA Fiscal Year 2018/ 19 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 Equip/Vehicle Replacement - Established to account for the accumulation of user charges to various City departments and the costs associated with replacing the City's vehicles and equipment. 714 Comp Equip/Tech Replcment Fund - Established to account for the accumulation of resources and the costs associated with replacing the City's data processing equipment and maintaining current technology. Fiscal Year 2o18/19 Adopted Budget Page 307 THIS PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2018/19 Adopted Budget Page 3o8