HomeMy WebLinkAboutBudget 2018-19VIA CITY OF
CotHOCAMONGA
CALIFORNIA
e
CITY OF
RANCHO CUCAMONGA,
CALIFORNIA
FISCAL YEAR 2018/19
ADOPTED BUDGET
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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
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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
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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
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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
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■ Economic Circumstances Rsry ® Interest from Fund 025
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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
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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 '
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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
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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
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2. Fund balance. Reserves are sufficient over multiple consecutive years and in
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compliance with adopted policy.
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3. Capital Asset Condition. The county is keeping pace with the aging of its
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capital assets.
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4. Liquidity. Cash and short-term investments are suffieicent to cover current
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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
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enterprises or special funds are sustainable and in compliance with adopted policy.
7. Constraints on budgetary discretion. The board of supervisors' authority
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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
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limited, prudent and in compliance with adopted policy.
9. Balancing the budget with borrowing. The use of short-term borrowing,
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internal borrowing or transfers from special funds to balance the general fund has
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been limited, prudent and in compliance with adopted policy.
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10. Balancing the budget by deferring employee compensation costs.
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Pension liabilities and other non -salary benefits have been determined, disclosed
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and actuarially funded in compliance with adopted policy.
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11. Balancing the budget with backloaded debt service payments. Debt
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service payments have not been "backloaded" into future years.
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12. Funding operating costs with non -recurring revenues. ongoing
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operating costs are being funded with ongoing rather than temporary revenues a
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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
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14. Ser ce level solvency. Public service levels meet the standards and needs
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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
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rpvpntip cipmand
2. Fund balance. Reserves are sufficient over multiple consecutive years and in
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compliance with adopted policy.
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3. Capital Asset Condition. The county is keeping pace with the aging of its
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3
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capital assets.
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4. Liquidity. Cash and short-term investments are suffieicent to cover current
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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
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enterprises or special funds are sustainable and in compliance with adopted policy.
7. Constraints on budgetary discretion. The board of supervisors' authority
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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
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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
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a
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and actuarially funded in compliance with adopted policy.
m
11. Balancing the budget with backloaded debt service payments. Debt
"backloaded"
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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:
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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
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14. Service level solvency. Public service levels meet the standards and needs
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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
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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
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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
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Fiscal Year 2018/19 Adopted Budget Page 62
RANCHO
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
Fiscal Year 2o18/19 Adopted Budget Page 63
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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
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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
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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
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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
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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
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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
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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
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• 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
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Fiscal Year 2o18/19 Adopted Budget Page 272
RANCHO
CUCAMONGA
CALIFORNIA
CAPITAL
IMPROVEMENT
LAI
Fiscal Year 2018/19 Adopted Budget Page 273
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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
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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.
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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.
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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
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