HomeMy WebLinkAboutBudget 2019-20hbJ
CITY OF
RANCH
CUCAMONGA
CALIFORNIA
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CITY OF
RANCHO CUCAMONGA,
CALIFORNIA
FISCAL YEAR 2019/20
ADOPTED BUDGET
About the cover....
The RC Sports Center is the hub for all things VPOV$ in Rancho Cucamonga. Home to Pee Wee,
Youth, and Adult Sports, the RC Sports Center has something for everybody. Since opening its
doors in July of 2018, the RC Sports Center has been a host site for dance competitions, cultural
events, sports tournaments, educational workshops, trainings, and more! With three indoor and three
outdoor high school regulation basketball/volleyball courts, the MVP Cafe, a dedicated meeting
room, and administrative offices, the RC Sports Center is Rancho Cucamonga's home for creative
play.
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Table of Contents
Page
Introduction 1
City Manager's Executive Summary 3
GFOA Distinguished Budget Presentation Award 75
General Information
77
City Officials
79
Organization Chart
81
Functional Units by Fund Type
83
Snapshot of the City of Rancho Cucamonga
85
Population by Age
86
Educational Attainment
87
Principal Employers
88
Principal Sales Tax Remitters
89
Budget Guide
91
Budget Process
92
Budget Process Flow Chart
94
Summaries of Financial Data 95
Financial Summary — Operating Budget 96
Financial Summary — All Funds 97
Notes to Financial Summary 98
Budget Summary 99
Special Districts Summary 100
Landscape Maintenance Districts, Street Lighting Maintenance Districts, and Other
Maintenance Districts — Changes in Fund Balance 102
Revenue Summaries 105
Revenue and Resource Estimates 107
Revenue Summary by Category — Operating Budget 112
Revenue Detail — Operating Budget 114
Revenue Summary by Category — All Funds 120
Revenue Detail — All Funds 122
Revenues by Fund 143
Expenditure Summaries 147
Expenditure Summary by Department — Operating Budget 148
Expenditure Summary by Category — Operating Budget 149
Expenditure Detail — Operating Budget 150
Expenditure Summary by Department — All Funds 158
Expenditure Summary by Category — All Funds 159
Expenditure Detail — All Funds 160
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Table of Contents
Page
Summaries of Financial Data (continued)
Expenditures by Fund 189
Funded Positions by Department — Summary 193
Funded Positions by Department — Detail 194
Fund Balance Summaries 203
Spendable Fund Balances 205
Summary of Changes in Spendable Fund Balances 209
Departmental Budget Details
213
Governance
City Council
Overview of Department
214
FY 2019/20 City Council Priorities
214
Three -Year Expenditure Summary by Funding Source/Category
215
Three -Year Staffing Summary
215
City Clerk
Overview of Department
216
FY 2019/20 Budget Highlights
216
Three -Year Expenditure Summary by Funding Source/Category
217
Three -Year Staffing Summary
217
City Treasurer
Overview of Department
218
FY 2019/20 Budget Highlights
218
Three -Year Expenditure Summary by Funding Source/Category
219
Three -Year Staffing Summary
219
City Management
Overview of Department
220
FY 2019/20 Budget Highlights
220
Three -Year Expenditure Summary by Funding Source/Category
221
Three -Year Staffing Summary
221
Performance Statistics
222
Services to the Community
223
Police
Overview of Department
224
FY 2019/20 Budget Highlights
224
Three -Year Expenditure Summary by Funding Source/Category
225
Three -Year Staffing Summary
225
Performance Statistics
226
Services to the Community
227
Fire District
Overview of Department
228
FY 2019/20 Budget Highlights
228
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Table of Contents
Page
Three -Year Expenditure Summary by Funding Source/Category
229
Three -Year Staffing Summary
229
Performance Statistics
230
Services to the Community
231
Animal Care and Services
Overview of Department
232
FY 2019/20 Budget Highlights
232
Three -Year Expenditure Summary by Funding Source/Category
233
Three -Year Staffing Summary
233
Performance Statistics
234
Services to the Community
235
Civic and Cultural Services
Records Management
Overview of Department
236
FY 2019/20 Budget Highlights
236
Three -Year Expenditure Summary by Funding Source/Category
237
Three -Year Staffing Summary
237
Performance Statistics
238
Services to the Community
239
Community Services
Overview of Department
240
FY 2019/20 Budget Highlights
240
Three -Year Expenditure Summary by Funding Source/Category
241
Three -Year Staffing Summary
241
Performance Statistics
242
Services to the Community
243
Library Services
Overview of Department
244
FY 2019/20 Budget Highlights
244
Three -Year Expenditure Summary by Funding Source/Category
245
Three -Year Staffing Summary
245
Performance Statistics
246
Services to the Community
247
Administrative Services
Administration/Procurement
Overview of Department
248
FY 2019/20 Budget Highlights
248
Three -Year Expenditure Summary by Funding Source/Category
249
Three -Year Staffing Summary
249
Performance Statistics
250
Services to the Community
251
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Table of Contents
Finance
Page
Overview of Department
252
FY 2019/20 Budget Highlights
252
Three -Year Expenditure Summary by Funding Source/Category
253
Three -Year Staffing Summary
253
Performance Statistics
254
Services to the Community
255
Human Resources
Overview of Department
256
FY 2019/20 Budget Highlights
256
Three -Year Expenditure Summary by Funding Source/Category
257
Three -Year Staffing Summary
257
Performance Statistics
258
Services to the Community
259
Innovation and Technology
Overview of Department
260
FY 2019/20 Budget Highlights
260
Three -Year Expenditure Summary by Funding Source/Category
261
Three -Year Staffing Summary
261
Performance Statistics
262
Services to the Community
263
Economic and Community Development
Administration
Overview of Department
264
FY 2019/20 Budget Highlights
264
Three -Year Expenditure Summary by Funding Source/Category
265
Three -Year Staffing Summary
265
Performance Statistics
266
Services to the Community
267
Building and Safety
Overview of Department
268
FY 2019/20 Budget Highlights
268
Three -Year Expenditure Summary by Funding Source/Category
269
Three -Year Staffing Summary
269
Performance Statistics
270
Services to the Community
271
Engineering Services
Overview of Department
272
FY 2019/20 Budget Highlights
272
Three -Year Expenditure Summary by Funding Source/Category
273
Three -Year Staffing Summary
273
Performance Statistics
274
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Table of Contents
Page
Services to the Community
275
Planning
297
Overview of Department
276
FY 2019/20 Budget Highlights
276
Three -Year Expenditure Summary by Funding Source/Category
277
Three -Year Staffing Summary
277
Performance Statistics
278
Services to the Community
279
Public Works Services
Overview of Department
280
FY 2019/20 Budget Highlights
280
Three -Year Expenditure Summary by Funding Source/Category
281
Three -Year Staffing Summary
281
Performance Statistics
282
Services to the Community
283
Capital Improvement Program 285
Summary by Category 287
Detail by Category with Funding Source(s) 290
Appendix
295
Financial Policies
297
Legal Debt Margin
313
Debt Service Obligations
314
Glossary of Budget Terms
315
List of Acronyms
320
Description of Funds by Fund Type
321
RANCHO
CUCAMONGA
CALIFORNIA
INTRODUCTION
Fiscal Year 2019/2o Adopted Budget Page 1
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2019/2o Adopted Budget Page 2
IvI`IVIvrlum%lVvvIVI
City Manager's Office
Date: July 1, 2019
To: Mayor and Members of the City Council
By: John R. Gillison, City Manager
Subject: AT THE END OF A CYCLE; PREPARING FOR A WORLD CLASS 21ST CENTURY
COMMUNITY
"You know what the best thing is about the end of the day? Tomorrow it starts all over again. "
Douglas Copeland
Local Economic Forecast
An important part of every well-rounded budget message is a concise and timely discussion on
the current state of the local economy and the prospects for the next 12-18 months. Economic
cycles are a fact of life. To recap, economic cycle refers to economy wide fluctuations in
production, trade and general economic activity. The economic cycle is the periods of expansion
and contraction of the businesses in the economy, generally oriented around a long-term growth
trend. Cycles start with expansion which is characterized by increasing employment, economic
growth and increasing prices. When the expansion reaches its highest point, that is the peak of
the business cycle, with full employment, maximum output and increasing signs of inflation. After
the peak, the economy typically enters into a correction/contraction where growth slows,
unemployment increases and prices stop moving up. This contraction cycle ends at the trough,
the lowest point of correction, which is simultaneously the point at which the next expansion cycle
begins.
Overall, I see the likelihood of an economic contraction/correction as modest over the next twelve
(12) months but growing significantly in the 18-24 month time frame. Based on the information
available and looking at various economic projections by independent economists, it appears that
the most likely time period for a local adjustment will be in FY 2020/21. Primary factors include
economic GDP growth between 2 and 3% nationally in CY 2018; modest inflation in the 1-3%
range; steady interest rates in the 2-4% range; low unemployment around 34% nationally and 4-
4.5% in California; and good growth in business investment. Overall consumer confidence
remains strong if somewhat volatile and real wages are finally growing at a rate slightly exceeding
that of inflation. The consensus is that these factors will outweigh the impacts of labor shortages,
local housing shortages, market volatility, FHA housing limits on loans, growing wealth disparity
for those in poverty, government deficits and global trade worries.
In the prior cycle, the 2007-08 time period was considered the peak, which was followed by a
severe correction/contraction in 2008-10 (the Great Recession). After hitting the trough in late
2009 or early 2010, the economy slowly moved into an expansion cycle beginning in 2011. As
we move into 2019-20, we are seeing the 9th year of steady and continuous economic growth.
There is some dispute about whether we are still in an expansion or nearing the peak. This
current expansion has been quite long, much more so than normal. Full employment is typical at
Fiscal Year 2019/2o Adopted Budget
Page 3
a peak and our economy (locally and elsewhere) is Commercial
definitely at full employment (under 4% unemployment). Permits
On the other hand, upward price pressure on goods and '
18
products and services is somewhat spotty. Prices for
Rancho Cucamonga
$79.8
$25.3
services are increasing due to labor shortages and
victorville
$38.0
$24.0
rising wages, while goods are being unevenly affected
Fontana
$15.5
$12.4
by tariffs and other external factors, and inflation
Ontario
$14.9
$-11.4
remains dormant. Either way, we know there will be a
Rialto
$12.7
$11.5
peak and following that a contraction or correction of
San Bernardino
$10.9
$-25.9
some amount and duration, before the next growth cycle
begins.
Redlands
$4.4
$-7.0
Hesperia
$3.3
$-8.3
Locally, the economic forecast contains similarly mixed
Chino Hills
$2.3
$-3.4
signals. Pricing pressures on real estate, particularly for industrial/manufacturing/logistics land,
are intense and prices are reaching new all-time peaks.
Construction of all types is more difficult than it should be because of rising wages and labor
shortages and certain raw materials like lumber and steel and aluminum are being adversely
impacted by tariffs. Unemployment is at all-time lows. In fact, during the 2013-18 time period,
total nonfarm employment growth in San Bernardino County was very strong and among the top
3 counties in the State of California. Generally Rancho Cucamonga is around .5 - 2.5% lower than
the County as a whole, reflecting our status as a major jobs producer.
12%
10.00%
10°i°
8%
6%
4%
2%
0%
Comparison of Unemployment Rates
_ 5.20%
% 400% 4.10% 4.30%
1-.00%
20% 3.20%
tr
March 2013 March 2014 March 2015 March 2016 March 2017 March 2018 March 2019
■ County Unemployment City Unemployment
Fiscal Year 2019/2o Adopted Budget Page 4
5 Year Payroll Employment
Rk State
# Ann Gr Share US
1
Nevada
211.2
3.4%
1.7%
2
Utah
218.3
3.2%
1.7%
3
Florida
1238.2
3.1%
9.8%
4
Oregon
252.1
2.9%
2.0%
5
Idaho
92.1
2.8%
0.7%
6
Colorado
328.7
2.7%
2.6%
7
Washington
413.1
2.7%
3.3%
8
California
2051
2.6%
16.3%
9
Georgia
537.9
2.6%
4.3%
10
South Carolina
237.6
2.4%
1.9%
The Inland Empire is the jobs engine for
California, and California is the jobs engine for the
United States. On average, the Inland Empire
adds nearly 50,000 jobs a year, many of which
are middle class jobs. Rancho Cucamonga in the
western portion of San Bernardino County is itself
a jobs center. Employment in the City is at new
peak levels (about 78,000) and is expected to
grow between about 1,500 - 2,000 or so jobs a
year over the next five to seven years.
CITY OF RANCHO CUCAMONGA: RECENT/EXPECTED
LEVELS OF EMPLOYMENT BY FIRMS LOCATED IN THE CITY
80,000 _ _ _ __ _ - _ __T. _
60,000
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40,000
20,000
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The
The largest core sectors are Restaurants/Hotels at 12.6%, Manufacturing at 12.5% and
Administrative Support at 10.6%. Retail Trade at 10.8% and Health Care at 7.7% are key
economic support sectors with significant employment share also. Health Care employment
shows signs of continuing strong growth, along with Restaurants/Hotels and Manufacturing.
Payroll growth per employee has been solid and increasing in Manufacturing, Professional
Services, Management Services, and Finance/Insurance. Taken together, our strongest sectors
for employment and payroll growth are Manufacturing and Professional Services along with
Finance and Insurance. With median household incomes in Rancho Cucamonga in the low $90K
range, and slowly increasing, this bodes well for the future.
Fiscal Year 2019/2o Adopted Budget Page 5
San Bernardino County
$60,400
7.1%
Rancho Cucamonga
$90,000
11.8%
Chino
$72,400
2.8%
Fontana
$67,100
9.6%
Moreno Valley
$62,200
11.8%
Ontario
$60,000
5.2%
Victorville
$51,000
5.9%
San Bernardino City
$46,500
11.4%
As the western end of San Bernardino County
continues to mature, Ontario and Rancho will
continue to exemplify job densification,
development and expansion of key job clusters,
enhanced workforce and training, greater
connections to the global economy and continued
infrastructure investment to facilitate economic
growth.
"Now this is not the end. It is not even the beginning of the end. But it is, perhaps, the
end of the beginning." Winston Churchill
Office
Class A and Class B office spaces are being absorbed at increasing amounts, and we are
beginning to see the first signs of some new office projects being entitled without signed tenants
prior to construction. Industrial/Logistics/Manufacturing sites remain at a premium. Sites of all
sizes are being purchased at prices ranging from $25 - $35 per square foot, and buildings of all
sizes from 50,000 SF to 5,000,000 SF or larger are being entitled and built, often on spec. With
the multiple freeway access points in the City, Rancho Cucamonga remains a prime location. So
much so, we are now seeing large projects involving old/obsolescent buildings or structures which
are being torn down to construct new, state-of-the-art buildings and facilities. The City's focus is
on e-commerce businesses which will increase both jobs and revenue, or similarly producing
high-tech manufacturing or manufacturing/sales opportunities, particularly in the key growth
sectors noted earlier.
Hospitality
The hospitality sector also remains strong. Rancho Cucamonga added a 108 room Fairfield Inn
& Suites (Marriott) last year and a 126 room Residence Inn (Marriott) this year. Another 100+
room hotel is entitled for Foothill Boulevard, although construction has not yet begun, and there
are proposals for additional hotels. Generally, the City has seen strong growth in the upscale and
upper midscale price category, usually in the Extended Stay/Focused Service/All Suites
categories for business and leisure travel.
The 2019 forecast by the Greater Ontario Tourism and Marketing District, in conjunction with
CBRE, is for occupancy to tick up slightly almost to 75%, with Average Daily Rates continuing to
rise by 5-7%. In Rancho Cucamonga specifically, the first several months of the year have seen
decreases in occupancy and average daily rate for rooms, neither good signs, although some of
that may be due to the very narrow band of hotel offerings in the City, which are now beginning
to scavenge customers from each other. Overall, it appears demand will continue to grow and
the hotel chains are responding with increasing market segmentation and new entitlements to
grow the local room supply. All of this is positive for this economic sector, although as Rancho
Cucamonga builds out, there are fewer and fewer remaining premium sites in the City. This is
why it is critical for the City to remain committed to moving its hospitality market upward into the
upper upscale price category with new offerings in the luxury and full service sectors. Along those
lines, Rancho Cucamonga will have a 68 room Sanctity Hotel (Tapestry Collection by Hilton)
Fiscal Year 2019/2o Adopted Budget Page 6
under construction before the end of 2019, which is a luxury hotel in the upscale price category
to be located at Base Line and Day Creek just a block from Victoria Gardens. The City is similarly
working on refining its zoning to increase the likelihood of hitting its long-term market target. With
appropriate local segmentation, we expect the hotel sector to remain strong, and occupancy and
daily rate to ultimately begin climbing.
Artist's rendering of the new Tapestry Hotel to be constructed at Base Line/Day Creek
Restaurant growth is similarly strong with recent openings of Black Bear Diner and Shogun
restaurants. Before the end of 2019, the Haven City Market location will open, which will feature
20+ food providers in a fully renovated former department store. In addition, the City entitled
multiple sit-down restaurants at Base Line and Day Creek, adjacent to the Tapestry Hotel.
Further, initial anecdotal evidence from new mixed-use projects indicates strong demand by local
startups for small format commercial space for restaurant and coffee shop as well as
winery/brewery locations.
"Millennials aspire to marry the blue skies thinking of the Baby Boomers with the grass-
roots mindset of GenX" Mal Fletcher
Housing
The Inland Empire contains 4.6 million people, a population larger than 25 states in a land area
equal to South Carolina. It is a younger population, with half under 35 years old. Demographers
predict nearly 1.5 million more people by 2045. With more people comes more jobs and with
more jobs comes a demand for local housing.
Fiscal Year 2019/2o Adopted Budget Page 7
CITY OF RANCHO CUCAMONGA: RECENT/EXPECTED CUMULATIVE
CHANGES IN EMPLOYMENT AND HOUSING DEMAND SINCE 2000
60,000 _.
50,000 [
i
i
40,000
30,000
20,000
10,000 ! ...
0
-I Employment Growth by Firms Located in the City
-E-Housing Demand by Employed Households Residing in the City
One of the drivers for that growth is housing, which is relatively affordable in the Inland Empire,
compared to Los Angeles and Orange Counties. Housing prices continue to appreciate, but at an
ever -slowing rate, particularly in the $350,000 — $650,000 part of the market. Homes between
$700,000 and $1,000,000, meanwhile, have softened considerably, however, with minimal price
appreciation and extended sale periods. Accelerating this softening is that the prices of attached
and detached single family homes have finally returned to their pre -recession peak levels from
2006, primarily because the lack of new supply continues to ensure the supply is insufficient to
meet the market demand. Prices continue to appreciate with the median house price in California
now exceeding $500,000, and as foreign investors continue to decline, the unsold inventory of
new homes builds up. Developers and builders will moderate this demand side factor by reducing
their supply side production of homes to maintain prices and profits accordingly.
Fiscal Year 2019/2o Adopted Budget Page 8
Rancho Cucamonga has entitled well over 3,000 new single-family homes and apartments at
multiple locations (Empire Lakes, Haven and Church, Base Line and Day Creek and
Wilson/Etiwanda). Despite approved entitlements, actual permit issuance has been modest with
just under 175 single family building permits and approximately 250 multi -family building permits
issued since the beginning of 2018. Certainly, the changes in federal income tax law have hurt
California and Rancho Cucamonga with the capping of the State and Local Tax (SALT) write-off.
Material tariffs on lumber and persistent labor shortages compound supply issues. Additionally,
with new home builders facing minimal internal
rate of return on larger (1/2 acre and up) lot -
parcels which were the bread and butter staple
of much of Rancho Cucamonga's growth for
many years, fewer new projects of this type are S. Ontario 1,715 3.8 4.4 0.0
being entitled and even fewer are being built.
Those that are built are slow sellers. Randwcucamonga 1,660 2.0 2.3 -o.i
Apartments remain a strong market segment,
N. Ontario t,a7z z.s 3.s o.t
with newer more amenitized luxury apartments
aimed at young millennials and others who Colton 1,428 4.1 z.s -o.s
desire a more urban, resort style of living, and
cannot afford the down payment for a inland Empire 1,365 4.4 3.1 -o.z
traditional for sale single family product, in
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particular demand. As the millennial
generation reaches workforce age, there is an San Bern
RANCHO CUCAMONGA:
SINGLE FAMILY DETACHED AND ATTACHED HOUSING PRICES
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2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
■ Prices - Single Family Detached Prices - Attached
Rancho Cucamonga has entitled well over 3,000 new single-family homes and apartments at
multiple locations (Empire Lakes, Haven and Church, Base Line and Day Creek and
Wilson/Etiwanda). Despite approved entitlements, actual permit issuance has been modest with
just under 175 single family building permits and approximately 250 multi -family building permits
issued since the beginning of 2018. Certainly, the changes in federal income tax law have hurt
California and Rancho Cucamonga with the capping of the State and Local Tax (SALT) write-off.
Material tariffs on lumber and persistent labor shortages compound supply issues. Additionally,
with new home builders facing minimal internal
rate of return on larger (1/2 acre and up) lot -
parcels which were the bread and butter staple
of much of Rancho Cucamonga's growth for
many years, fewer new projects of this type are S. Ontario 1,715 3.8 4.4 0.0
being entitled and even fewer are being built.
Those that are built are slow sellers. Randwcucamonga 1,660 2.0 2.3 -o.i
Apartments remain a strong market segment,
N. Ontario t,a7z z.s 3.s o.t
with newer more amenitized luxury apartments
aimed at young millennials and others who Colton 1,428 4.1 z.s -o.s
desire a more urban, resort style of living, and
cannot afford the down payment for a inland Empire 1,365 4.4 3.1 -o.z
traditional for sale single family product, in
Fontana t,ts7 z.7 z.t o.t
particular demand. As the millennial
generation reaches workforce age, there is an San Bern
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increasing need to find housing options for this
group.
Fiscal Year 2019/2o Adopted Budget Page 9
Millennial Changes
"If you want something you never had, you have to do something you've never done. "
Thomas Jefferson
As the millennial generation begins to hit its stride in the workforce, their impacts on changing
market dynamics are already being felt, particularly in the housing sector. Millennials prefer to
rent versus own at this stage in their career, but although only 13% actually are homeowners,
81 % expect to be homeowners one day.
HOUSLIG XURKETNLAJOR P.ARADIGI4 SHIFT
MILLE"NN ALS: AGES 22-37
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Millennials clearly have a strong preference for a more urban style of living, and a shorter
commute. Millennials look for strong job markets (like RC), areas that are affordable in the median
range (Rancho Cucamonga slightly high but close) and areas that are livable with good weather,
access to parks, community activities and nightlife, low crime and a safe, green environment (like
RC). Interestingly, at this stage, one of the ways they solve their housing affordability challenge
is to rent in a more luxurious environment until they can one day afford to own. Rancho
Cucamonga is working to meet this demand, and round out our housing market, with new offerings
on Foothill and areas south of Foothill which have a more typical urban feel than much of the rest
of the City.
Why is Rancho Cucamonga looking to meet the demand for millennial housing? Because the
future of the workforce lies with these very same tech savvy millennials. Morley Safer said "the
workplace has become a psychological battlefield and the millennials have the upper hand,
because they are tech savvy, with every gadget imaginable almost becoming an extension of their
bodies. They multitask, talk, walk, listen and type and text." Rancho Cucamonga aspires to, and
desires to, attract these new tech jobs. In the future, companies will be attracted to larger metro
areas with greater access to top end digital infrastructure (like RC Fiber) and a concentration of
highly educated workers who reside and work in close nearby proximity.
To that end, the City is looking to create housing types which appeal to millennials, at price points
which are affordable to that same group, in a community which contains the types of amenities
that are attractive to millennials. This is not an effort to replace Gen Kers or Baby Boomers, or
Fiscal Year 2019/2o Adopted Budget Page 10
change the City, rather it is an evolutionary adaptation which recognizes and accounts for
changing demographics, and embraces those differences to help create a complete community
for all ages, all races, all incomes and all groups. It is that "community environment" which has
been a hallmark of Rancho Cucamonga since its incorporation over 40 years ago.
Beyond housing, the City has also committed to providing reliable and scalable high-speed
internet services to promote economic growth and to meet rising consumer demands. In 2018,
the Rancho Cucamonga Fiber Optic Network (RC Fiber) was launched to construct a high-speed
broadband network throughout the City. Initial buildout will focus first on servicing major business
corridors and industrial areas, providing a gateway to develop and attract tech -centric companies
that will ensure high -wage job opportunities and continued economic growth. Later development
will include residential communities and areas of the City underserved by commercial providers,
helping to bridge the digital divide for our entire population.
To mitigate risk and maximize value, Rancho Cucamonga entered into a unique public-private
relationship with Inyo Networks, a proven partner in providing municipal broadband services in
the region. Under this strategy, bonds were sold in the amount of $12.195 million to build and
connect over 50 miles of citywide conduit and fiber optic cabling under a five-year master plan,
providing not only municipal broadband services but also connecting the City's core facilities and
infrastructure. Capital costs of the project will be recovered using revenue from municipal
broadband customers managed by Inyo Networks to minimize operating overhead costs for the
City. As you are reading this, 4,000 feet of new fiber have already been laid and crews are
working on hooking up our first customers in FY 2019/20.
RC Fiber is a perfect companion to the Rancho Cucamonga Municipal Utility (RCMU), our local
utility which began in 2004 providing electricity to business and residential customers in the
southeast areas of the City at a lower cost than Southern California Edison. RCMU has also
recently acquired all the City street lights from SCE, reducing operating costs while improving
service. Combined with RC Fiber, these investments provide the foundation to support internet-
of-things (IoT) based technology, transportation autonomy, 5G wireless services and other smart
city initiatives well into the 21St century.
What good is the warmth of summer, without the cold of winter to give it sweetness. " John
Steinbeck
To conclude, it appears that the likelihood of an economic contraction/correction is modest at best
for FY 2019/20. But in FY 2020/21, however, there is a much higher chance of an economic
adjustment. With this in mind, the City continues to prudently save funds for equipment and
infrastructure replacement with $1,175,000 going into Capital Reserves for FY 2019/20.
Additionally, the City is placing several hundred thousand dollars of additional funds into vehicle
and equipment depreciation as well as computer equipment depreciation. Although we may not
know exactly when, we do know winter is coming, and prudent fiscal management dictates saving
resources for that winter.
"World class communities come in all shapes and sizes, they are not determined by
geography, and/or natural resources so much as by the mindset of their local
leadership." Don Allen Holbrook
Fiscal Year 2019/2o Adopted Budget Page 11
Economic Development Initiatives
"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 or defeat." Theodore Roosevelt
Rancho Cucamonga's history is one of outsize accomplishments using modest resource levels of
funding and staffing. Unlike our larger neighbors with greater resources at their disposal, the City
has become adept at focusing our efforts in key leverage points. Economic Development is the
best example of that leverage thinking. In a relatively short 20 -year time frame, the City has
developed one of the most successful regional malls in the country, along with a key logistics area
and world class housing choices. Even with the elimination of our once mighty Redevelopment
Agency, our efforts continue to reap dividends today.
For example, at the present time, Rancho Cucamonga has a modest 3.9% retail vacancy rate.
Some of the recent projects which have helped bring about that low rate include:
• H & M new two-story building at Victoria Gardens (open)
• Zara new two-story building at Victoria Gardens (open) I
• Longhorn Steakhouse, 5,800 sf, Day Creek and
Foothill (open Q4 2019).
• Black Bear Diner, Foothill and Spruce
(open)
• Shogun Teppan Steakhouse, Foothill and
Rochester (open)
• Haven City Market, Haven and Civic
Center Drive, (open Q3 2019)
• Residence Inn by Marriott, Haven and 6th, 126 rooms (open)
Sanctity Hotel (Tapestry Collection by Hilton),
Base Line and Day Creek, 74 rooms, (open Q3
2020)
The Industrial/Logistics/Manufacturing market is also
extremely strong in Rancho Cucamonga. Vacancy is
about 6% or less and there is nearly 1,000,000 square feet
under construction with another 1-2,000,000 likely to be
entitled or come available in the next 12 months. Some of the major projects include:
• 12400 Arrow Route, 611,573 sf
Fiscal Year 2019/2o Adopted Budget Page 12
• 9168 Hermosa Avenue, 102,530 sf
• 9595 Utica Avenue, 227,729 sfr=
10650 4th Street, 120,169 sf
M
• GenOn power plant, 8996 Etiwanda Avenue,
currently on market for purchase
Big Lots, 12322 4th Street, currently on
market for purchase
Rancho Cucamonga is also the location of significant interest for residential and mixed-use
projects. With greater access to amenities than many surrounding communities, and the strongest
schools in the Inland Empire, for rent and for sale properties remain relatively affordable by
Orange County or San Gabriel Valley standards and are desirable locations to set down roots or
raise a family. The airport is close by and we are freeway close to large parts of Southern
California. Some of the key projects include:
• Hermosa and Foothill, Arte mixed use, residential/retail, 182 units for rent market rate
• Base Line and Day Creek, Day Creek Villas, 140 units senior for rent
• Haven and Church, Cadence, 97 units senior assisted living
• Haven and Church, Rows & Bungalows, 214 for sale attached and detached units
• Base Line and Day Creek, Solstice at Day Creek Square, 380 units, for sale attached and
detached units
• Empire Lakes, Nova at The Resort, 135 units, for sale attached and detached units (New
Home Co)
• Empire Lakes, Tempo at The Resort, 80 units, for sale attached and detached units (Tri
Pointe)
• Empire Lakes, Enliven at The Resort, 296 units, for sale attached and detached units (Van
Daele)
• Haven and Arrow, mixed use, office/retail
• Discussions under way, but no entitlements yet, for mixed use at Haven and 26th, also
Haven and Civic Center Drive
"A man's mind, stretched by new ideas, may never return to its original dimensions." Oliver
Wendell Holmes
One of the big economic development challenges for the Inland Empire (IE) is a marginally
educated population. 79.5% of the IE population have less than a four-year college degree, which
is then reflected in per capita incomes.
Fiscal Year 2019/2o Adopted Budget Page 13
Income by Educational As a result, the pathway to middle class
Attainment stability is a challenging one. Overall, the
area needs to focus on college degrees as
pathways to success and a career. Right
LA OC Rv SB now, the west end of the county is the focus
for those with higher education, but that
< HS $21,901 $23,328 $25,340 $23,642 focus needs to be broadened to the entire
county. Rancho Cucamonga is well
HS $28,882 $31,311 $30,829 $30,663 positioned to lead the way with strong
elementary school districts including
Etiwanda, Cucamonga, Central and Alta
SC or Asso $36,535 $40,499 $36,943 $36,977 Loma School Districts as well as an
exceptionally strong high school district in
Bachelor's $54,442 $61,202 $55,461 $53,264 Chaffey Joint Union. Many of these
districts have among the highest rated
Graduate $77,200 $87,277 $80,064 $75,241 schools in the State of California. The City
also has a close Community Schools Pilot
with Cucamonga School District with an intentional, enhanced and supported academic, social
and emotional health focused experience to address barriers. Last year, the City partnered with
Chaffey Joint Union High School District to fund two (2) additional School Resource Officer
positions to ensure dedicated positions for each high school while still meeting the needs of our
middle and elementary school districts. Meanwhile, we continue to work with Chaffey College. In
2017, the College was a top 10 Aspen Prize finalists, recognizing its singular focus on student
success. Although in 2018 Chaffey College suffered some competitive challenges due to staffing
turnover and budget difficulties, we remain hopeful they will return to their former levels of
excellence in 2019.
The challenge for the Inland Empire is to focus on jobs pathways to the economic security of the
middle class. About half the jobs in the IE are neither good nor offer promising career paths. They
are minimum wage jobs with little to no career progression. Healthcare is one growth area for the
IE as we have fewer healthcare workers per capita than other counties. Logistics, a long -held
area of strength in the IE because of land availability, remains a promising growth area also
considering our availability of land and increasing amounts of automation. Manufacturing could
be a big growth area as well, but electricity is a huge cost driver that puts California at nearly a
30% disadvantage compared to Arizona and Nevada as well as other western states. This is one
of the key premises behind RCMU which aims to reduce that price differential by 1/3 to 1/2 and
improve the City's competitiveness for modern manufacturing.
The Inland Empire needs to also focus on finance, information and professional services to
diversify its economy. This will not be easy. We will need to invest in innovative education and
training initiatives as well as counseling workers on the career opportunities available to them.
This will require the involvement and coordination of higher education, local government and
employers. We must advance the competitiveness of our traditional industries that have powered
growth and prosperity, like logistics, to centralize knowledge and expertise that firms can use to
grow. Diversifying into new industries that have some ecological relationship to existing industries
will improve the resiliency of our economy and protect our assets. We need to embrace
technology not to replace our valuable employees but as an asset to help leverage them into 21 st
century knowledge workers for a stronger economic future.
Fiscal Year 2019/2o Adopted Budget Page 14
Infrastructure and Major Capital Improvement Program Projects
"Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. "
George S. Patton
The entire Capital Improvement Program for Fiscal Year 2019/20 is nearly 100 pages; however,
this section highlights some of the more noteworthy (size, cost, multi-year, or unique) capital
improvement and infrastructure projects in this upcoming budget.
Landscaping
Despite a wet winter, California remains a dry place, particularly inland California. Following the
extreme drought which ended a few years ago, the City has invested in several landscape
conversion projects to continue to reduce costs. FY 2019/20 is no exception, as LMD 2R and
LMD 4R are both funding, out of their reserves, $400,000 water conservation projects including
turf removals and replacement with drought tolerant landscaping. Complementing these efforts
will be a $385,000 project in LMD 4R to replace, remove or repair existing wrought iron fencing in
paseos and access trails which has fallen into disrepair.
Facilities
There are three noteworthy CIP/Infrastructure projects in this category to highlight. The Fire
District is proposing to spend $1.1 million on water conservation landscape conversion and
Americans with Disability Act compliance (access and parking) and improved emergency vehicle
circulation at the Banyan Fire Station. This project comprises three smaller projects which were
parsed off from other station remodeling and improvement projects to provide for better
coordination of the final project at the station.
On the City side, the Library Capital Fund and Library Foundation are budgeting nearly $575,000
in funds to begin design of the interactive children's museum exhibits for the second floor of the
Biane Library. This is a multi-year project which will take several more fiscal years to complete,
with the major construction, fabrication and installation expenses hitting in FY 2020/21 and FY
2021/22. Meanwhile, the City Capital Reserve is proposing to spend $2.1 million to construct a
second 24,500 sf warehouse building, with a mezzanine, located at the Public Works Services
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. It was originally planned to complement a partnership with Chaffey College to
also convert the former administrative offices next to the vehicle shop into a maker space for
classes using federal and local funds, which would particularly benefit southwest Rancho
Cucamonga. Recently, the City was notified that due to budget difficulties at Chaffey College, the
maker space project has been placed on hold. We remain optimistic that with the recently voter
approved bond obtained by Chaffey College in the 2018 local elections, this project will be able
to resume in the near future.
Miscellaneous
The current ADA Transition Plan was prepared in 1998 and has become outdated. Since that
time, a number of changes have occurred in the standards and regulations related to the
implementation of the Americans with Disabilities Act along with changes that have occurred
within the City's Public Right -of -Way, Public Facilities, Parks, and Trails. In order to address
these changes and maintain compliance with State and Federal law, the City will need to prepare
a complete update to the ADA Transition Plan. This update will include identifying barriers to
access along with anticipated costs to implement the plan. The plan will also plot a course to
address the highest priority locations over a period of three to five years. Plan preparation is
Fiscal Year 2019/2o Adopted Budget Page 15
anticipated to cost between $800,000 and $1,000,000. Based on the work required and cost to
prepare the plan, it is anticipated to be phased over a three-year period. In order to keep the plan
up to date, the City should anticipate doing minor updates every three to five years after the plan
is completed. Similar to the ADA Transition Plan efforts, the City is proposing to continue our
historic expenditures in the area of Tree Maintenance and Concrete Repair, with budgeted
amounts of $1,026,430 ($575,000 General Fund and $451,430 Landscape Maintenance Districts)
and $575,000 ($475,000 General Fund and $100,000 Measure 1), respectively.
A $1.7 million Class IV protected bike lane on 6th Street is planned to improve accessibility to the
Rancho Cucamonga Metrolink Station. The City has been able to leverage $340,000 in Citywide
Infrastructure Improvements Funds to obtain 80% of the funding for the project, $171,000 of which
is included in the FY 2019/20 budget, through an ATP Cycle 4 Grant funded in partnership with
SBCTA. Similarly, the City will be spending AB 2766 funds (AQMD) and Pedestrian Grant/Article
3 TDA funds in the combined amount of $620,000 to provide a paved pathway for pedestrian and
bicycle access along existing Flood Control access roads with a connection to the new Rancho
Cucamonga Sports Complex, across SCE right-of-way. Lastly, in the Traffic category, the City
will be spending $596,000 in AB 2766 AQMD funds for 2.4 miles of Class 1 bicycle shared -use
path improvements along the Cucamonga Creek Channel from Foothill Boulevard to 4th Street as
well as 1.8 miles along the Deer Creek channel shared use path from Church Street to 4th Street.
RCMU & Fiber Optic Network
The Rancho Cucamonga Municipal Utility and the Rancho Cucamonga Fiber Optic Enterprise will
have a busy 2019/20 with several key projects. RCMU will construct an electric and fiber line
extension along 7th Street from west of Haven Avenue to the railroad tracks to serve new
development occurring in the area. This project is $275,000. There is another $300,000 project
to install electric and fiber line extensions on Arrow Route to the new Etiwanda Grade Separation
project. Ultimately, this will also serve undeveloped/redeveloped parcels on or near Etiwanda
Avenue. Lastly, work continues on the $12.7 million Rancho Cucamonga Fiber Optic Network
using the bonds which were sold in 2019. This key project will utilize existing fiber optic conduit,
dark fiber, and traffic conduit to build a completely new network to "tie in" existing segments in
order to provide high speed broadband service to selected commercial, industrial and residential
areas throughout the City, initially focusing on the eastern and southern portions of the City. As
this message is being written, the City is finishing up the final conduit and connection to bring
Victoria Gardens on line by the new fiscal year and initiating public service.
Parks
Rancho Cucamonga is known throughout the region for the quality and quantity of its parks.
Although the growth in the City has largely leveled out compared to the 1990's and early 2000's,
parks remain a key focus. FY 2019/20 is no exception. Some of the ongoing projects include the
design of the Etiwanda Creek Park Phase II expansion at $450,000 (developer fees) and the
design and construction of LED field lighting for Garcia Park in the amount of $500,000 (LMD
funded). Finally, some $832,000 in funding from various landscape maintenance and community
facility districts has been designated to replace deteriorated rubberized playground surfacing at
Kenyon Park, Windrows Park, Milliken Park, Red Hill Park, Heritage Park, Church Park, Bear
Gulch Park, Hermosa Park, Old Town Park, West Beryl Park, Legacy Park and Olive Grove Park.
Streets
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
Fiscal Year 2019/2o Adopted Budget Page 16
result of all these changes has been the continual gradual decline of gas tax revenues to all local
agencies. With the passage of Senate Bill 1 (SB1), the Road Repair and Accountability Act of
2017, the City anticipated an influx of new "Gas Tax" revenue to address deferred maintenance
of our streets and roadways. Based on estimates prepared by the State Department of Finance
and the League of California Cities in May 2018, the City anticipates receiving an additional $1.3
million in the first year and approximately $3.1 million annually thereafter for Road Rehabilitation
Maintenance Account and Loan Repayment. For a number of reasons, including low gas prices
over the past couple of years, increased hybrid and electric vehicle sales, and processing
changes at the state level, revenue has been coming in at a slower than anticipated rate. Actual
SB1 revenue for Fiscal Year 2017/18 was $1 million and estimated for Fiscal Year 2018/19 is
$2.8 million, approximately $600,000 (or 14%) less than anticipated for these two years.
In addition to the lower than anticipated revenue, upgrades required when roads are rehabilitated,
like upgrades to curb ramps to meet current standards (averaging about $1,000,000 per year),
reduce the City's ability to stretch pavement maintenance dollars. Another potential threat to the
ongoing sustainability of the pavement maintenance program 100
are proposals by the Governor and Legislature to tie meeting
housing production goals to eligibility to receive SB1 funding. Preventive nnain
This could be devastating as both the establishment of these 70
goals and timing for production of housing is outside of the Thin AC overlays
control of the City. In order to address all of these concerns, the so
proposed Capital Improvement Program has been planned to be
relatively conservative while attempting to address the highest Poor Th i ck AC ove rl ays
needs first. If these trends continue resulting in long term zs
reduced revenue for pavement maintenance, the City may want Reconstruction
to consider alternative funding measures such as a Transaction o
and Use Tax or Local Infrastructure Sales Tax to preserve its
largest asset. PCI Thresholds & Treatments Assigned
90
Pavement Condition Index Trend
85
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55
PCI By Fiscal Year and Street Classification
50
2011
2012
2013 2014 2015
2016
2017
2018
—4e--Cityvjide
79
79
77 77 76
73
72
70
—0—Arterial
86
86
83 81 81
77
78
76
Secondary
86
86
85 83 82
79
80
77
Collector
82
82
80 79 79
73
76
75
-40--industrial
78
78
75 74 74
64
63
65
—40 --Local
75
75
73 73 72
71
70
66
For FY 2019/20, Rancho Cucamonga will be utilizing $2.2 million in estimated Gas Tax revenues
and fund balance, along with $2.2 million in estimated Measure I revenues, $52.1 million in Trade
Corridor Enhancement Program funds, $170,000 in Community Development Block Grant
Fiscal Year 2019/2o Adopted Budget Page 17
revenues, and $25,000 in estimated Citywide Infrastructure Improvement Fund revenues and
fund balance for street overlay and slurry seal programs as well as a major grade separation
project. Some of the projects in this $56.7 million plus total include:
• Church Street from Haven Avenue to Milliken Avenue pavement rehabilitation
• Etiwanda Avenue east side widening from Whittram Avenue to Arrow Route
• Etiwanda Avenue/Railroad Grade Separation Project
• Hermosa Avenue from Foothill to Church Street widening
• Highland Avenue from Archibald to Haven pavement rehabilitation
• Over $1.9 million in various local street pavement rehabilitation projects throughout the
City
Traffic
"If you don't like something, change it. If you can't change it, change your attitude. "
Maya Angelou
The last major category of highlighted improvements is in a category we frequently hear concerns
from long-time residents (15+ years) about, specifically traffic. Projects in this area are typically
those that will promote safe and efficient traffic circulation per State and local design standards.
Traffic projects are typically funded from developer fees, Measure I, Gas Tax funds, AB 2766
funds, Street Lighting District funds and some grant funding.
Leading off is a major initiative known as the Advance Traffic Management System (ATMS) Phase
I which will install closed circuit television cameras, video detection system, fiber optic cable and
conduit, communication networking equipment including hubs and upgrade (and future proof for
connected vehicle to infrastructure initiatives) for over 30 traffic signals into the Traffic
Management Center located at City Hall, including adaptive signal timing. This project should
improve timing and coordination of the City's traffic signal system and maximize efficiency and
community mobility on Haven Avenue from 4th Street to Wilson Avenue, Vineyard Avenue from
Foothill Boulevard to Red Hill Country Club Drive and Foothill Boulevard from Grove Avenue to
East Avenue. These streets are some of the busiest in the City and also have older infrastructure
that will most benefit from upgrade and replacement. The City is proposing to spend over $4.0
million on Phase I of the ATMS system from our Transportation reserve. We are also beginning
work on a $2.8 million Phase II, using the same funding source, to improve signal coordination
timing on Milliken Avenue from 4th Street to Grizzly Drive, 19th Street from Sapphire Street to
Haven Avenue, Arrow Route from Grove Avenue to East Avenue, Rochester Avenue from Base
Line Road to Banyan Street and Day Creek Boulevard from Base Line Road to Wilson Avenue.
In close coordination with ATMS Phase I and Phase II will be a $329,000 improvement project,
funded by Transportation reserves and Gas Tax, to install flashing yellow arrow left turn phasing
along Day Creek Boulevard between Church and Banyan.
Long Range Initiatives
Cyber Security
"Don't confront me with my failures, I had not forgotten them. " Jackson Browne
Cyber security remains a top priority for the City. Cities continue to fall victim to cyber -attacks that
paralyze operations and risk the loss or disclosure of thousands of digital records. Despite the
Fiscal Year 2019/2o Adopted Budget Page 18
severity of these attacks, many are believed to be indiscriminate opportunities rather than
deliberate orchestrated attacks. A predominant threat in the digital landscape are variants of
ransomware that can infect an organization's IT infrastructure and spread undetected until they
are able to encrypt enterprise servers or databases, triggering the dreaded message demanding
a bitcoin ransom for the city's data. They are spread through compromised e-mail accounts and
less -than -vigilant users who are tricked into activating malware through infected attachments or
internet links.
In response to this, the Department of Innovation and Technology (DoIT) has developed a multi-
faceted and layered approach to security that centers around building a culture of digital vigilance.
We developed a technology roadmap that incrementally builds the City's cyber defenses by using
the technology and resources we have in place effectively, including but not limited to:
• Separating public, business, and internet-of-things (IoT) network traffic
• Employing identity management and advanced threat protection on firewalls
• Ensuring data center infrastructure remains state -of -the art, including adding a fully -
redundant data center at the Fire Training Center
• Maintaining backups of enterprise systems
• Annually training users on detecting and avoiding cyber threats and phishing e-mails
• Limiting privileged user accounts and limiting administrative access to core digital systems
Future security enhancements will include implementing multi -factor authentication for remote
access, adding application level security tools that can apply machine learning and artificial
intelligence to identifying not just known threats but suspicious activity, and zero -trust network
management that will prevent unverified devices from joining the city's data network.
Thanks to the proliferation of intelligence -grade malware on the dark web and the rise of state-
sponsored hacking, dealing with an attack after the fact can become extraordinarily costly with no
guarantee of success. The situation is known as the "Defender's Dilemma," in which an attacker
only needs one breach on one occasion with any system while a city must defend every encounter
involving every application and database, every minute of every day, in order to be successful.
This is why cyber security is an all -in effort for the entire organization and will remain a priority for
the City for the foreseeable future.
General Plan
"To succeed, one needs a plan that is achievable, but not believable. " Anonymous
One of the cornerstones to Rancho's success has been its strong vision for the future. The
General Plan is a key piece of that success because it is one of the primary tools we have for
translating our vision for the future into action. Part of preparing for a world class 21st Century
Community is updating our General Plan with a focus on the essential elements that make Rancho
Cucamonga a special community, changing laws and the regulatory environment, and changing
desires and needs of a 21 st century populace.
Our current General Plan was adopted after a modest update in 2010. After ten years of guiding
the City, it is coming due for a more thorough and comprehensive update. In part, this update is
needed because of the incredible slew of new legislation that affects the content and status of the
General Plan and in particular the Housing Element. In the last ten years, the State has passed
new laws that require closer coordination between the Housing, Safety, Land Use, and Circulation
Fiscal Year 2019/2o Adopted Budget Page 19
Elements, as well as the inclusion of new topics such as environmental justice, economic
feasibility, and climate adaptation. Much has changed within the City over the last decade, as
well. We have transitioned from a fast-growing greenfield city to an infill city. The community and
the region are also undergoing demographic and market shifts, resulting in broader interests for
ranges of shopping, transportation, entertainment, and housing opportunities. All of these trends,
laws and the passage of time have combined into an undeniable need for a thorough update to
our General Plan.
This year, we will initiate a comprehensive update to the General Plan, working with the
community to define how the vision for a World Class Community will be realized over the next
two decades. With this update, every element of the General Plan will be updated and the General
Plan will be brought current with mandatory State requirements. While every element will be
updated, it is likely that much of the General Plan will speak to the importance of preserving and
protecting the unique community aspects of Rancho Cucamonga that make it such a wonderful
place to live, work, and play such as our excellent neighborhoods, our world-famous Victoria
Gardens Regional Mall, and an outstanding network of parks and recreation areas. For those
areas of the City still likely to develop or change, the General Plan will have to provide greater
levels of direction and detail in order to more effectively explain our community's vision for the
future. Updating the General Plan will be an intensive, several million dollars, multiple fiscal year
effort, but our history has shown that having a clear vision for our future and a plan to achieve
that vision has been one of our most effective tools for success. Rancho Cucamonga, long known
as the City with a Plan, will remain the City with a [21 st Century] Plan.
Etiwanda Heiahts
"/ can accept failure, everyone fails at something. But / can't accept not trying." Michael Jordan
"7s any man afraid of change? What can take place without change? What then is more pleasing or more
suitable to the universal nature? And can you take a hot bath unless the wood for the fire undergoes a
change? And can you be nourished unless the food undergoes a change? And can anything else that is
useful be accomplished without change? Do you not see then that for yourself also to change is just the
same, and equally necessary for the universal nature?" Marcus Aurelius
The Etiwanda Heights Neighborhood and Conservation
Plan and Environmental Impact Report are now available
for public review. After more than a decade of work on
planning for the annexation of half of the City's Sphere of A
Influence and over 89,000 points of input from the
community, we now have a community-based plan that
charts the future for the 4,300 acres of land in the
northeastern corner of the City. The Etiwanda Heights Plan
is both a vision document and regulatory tool. The plan
specifies a vision for a series of walkable, traditional _
neighborhoods designed to incorporate the rural heritage of our foothill neighborhoods. The
proposed neighborhoods would be comprised of a range of single-family homes, from half -acre
equestrian estates to smaller starter homes to active adult living options. The plan reflects the full
extent of our experience and expertise with designing and delivering world-class neighborhoods.
Every home would be within a 2 to 4 -minute walk of a park or trail. A small "Main Street" shopping
area would provide residents with shopping and dining opportunities within walking and biking
distance of their homes. The new neighborhoods would be built around a new K-8 school and
connected via a network of small, traditionally sized blocks and tree -lined streets. Furthermore,
Wilson and Rochester will be finished, extending much needed roadway capacity and accessibility
into the foothill neighborhoods that will bring residents traffic relief and improve first responders'
Fiscal Year 2019/2o Adopted Budget Page 20
ability to access our neighborhoods. The emphasis of designing for people and improved
accessibility has paid off. Initial analysis indicates these neighborhoods will generate at least 15%
less traffic per person than our existing neighborhoods. In part, the reduced need for cars is
achieved by the extensive trail network proposed to complete our trail network in the area. The
plan enhances recreational opportunities for those with horses, bicyclists, hikers, and runners by
providing for more than 11 miles of new trails. Within the 828 -acre neighborhood area, the plan
proposes 2,900 homes, 85 acres of parks, and 180,000 square feet of shops, retail, and
community center. It is this proposed development that will help the City achieve the overarching
goal: widespread conservation of the front country adjacent to the National Forest.
The remaining 3,565 acres of the plan are proposed as Rural Conservation and would provide for
a mix of conserved habitat mitigation lands and open space, existing open space preserves, and
very low-density rural homesteads. First, the plan prioritizes and directs new mitigation land into
the creation of three new preserves. Second, the plan applies the City's General Plan land uses,
proposed for this area ten years ago, onto the front
country, applying our stronger hillside design
standards to undeveloped lands and providing for no
more than 100 new homes in the Rural Conservation
Area. The plan further defines and clarifies these
standards, such as requiring clustering of houses,
smaller roadways, and vegetation buffers, so as to
further minimize the impact of potential new
development and reduce fire risks to new homes.
Third, the plan establishes a transfer of development
rights program. This program would provide a
mechanism for land owners within the Rural Conservation Area to sell the development potential
of their lands to the developers of the Neighborhood Area, providing those land owners with a
way of recapturing the value of their lands without having to develop those lands first. Such a
program will deliver more conserved open space without infringing on anyone's property rights.
Finally, the City's proposed trail network will thread through both the Neighborhood Area and the
Rural Conservation Area, tying the new open spaces and neighborhoods together and to the
City's existing foothill neighborhoods.
Significant Budget Drivers and Major Changes
Back Seat Drivers
2018 saw a significant change in the law in California regarding employment practices liability,
specifically as it relates to workplace harassment. What drove those changes? A 2018 Hiscox
Workplace Harassment Study found that:
• 78% of accused harassers are men
• 73% of accused harassers are in a senior position to the accuser
• 36% of companies do not offer employees anti -harassment training
• Millennials reported the highest percentage of being harassed
A January 2018 online survey from the nonprofit group Stop Street Harassment found that 81 %
of women and 43% of men had experienced some form of sexual harassment during their lifetime.
Driven by this, the California Legislature passed several new bills in this regard including:
Fiscal Year 2019/2o Adopted Budget Page 21
• SB 1300 — Amends the Fair Employment and Housing Act — Lowers employee's burden
and standard of proof; adds legislative intent making "motions for summary judgements"
virtually impossible; effectively eliminates CCP 998 offers; expands employer liability for
harassment by non -employees; and allows but does not require an employer to provide
"bystander intervention training."
• SB 820 — Settlements of Sexual Harassment Claims — Prohibits confidentiality clauses in
settlement agreements that limit the disclosure of facts related to sexual assault, sexual
harassment, workplace harassment, or discrimination based on sex.
• AB 3109 — Confidentiality Clause in Settlement Agreements — Prohibits contracts or
settlement agreements from limiting a party's right to testify in an administrative, legislative
or judicial proceeding they are requested to attend.
• AB 1343 — Sexual Harassment Prevention Training Expanded: In addition to the currently
required two hours of supervisory training every two years, one hour of training is now
required for all nonsupervisory employees including all part-time and seasonal employees.
• SB 224 — Expansion of Definition of Sexual Harassment: Expands list of professional
relationships where liability for sexual harassment claims may arise to include investors,
elected officials, lobbyists, directors, and producers; and gives the Department of Fair
Employment and Housing jurisdiction to investigate/take enforcement actions against
these individuals.
• AB 1619 — Increased Statute of Limitations for Sexual Assault: 10 years (was 3 years)
from the date of the assault or within 3 years after plaintiff discovers injury or illness due
to assault, whichever is later.
As a result, California is facing a 5% to 15% increase in insurance rates for employment practices
liability. Legally, the City has the affirmative and mandatory duty to ensure a harassment and
discrimination free workplace environment, and it is required to conduct prompt investigations of
harassment and discrimination claims (American Airlines v. Superior Court, 114 Cal. App. 4th 881
(2003), rev. den. (2004)). The City has the duty to investigate if the City knows or should have
known of harassing conduct.
Investigations are one method to reduce costs, over time, as they can provide a defense against
claims by the complainant, if the City takes reasonable care to prevent/correct harassment and
the complainant unreasonably failed to pursue corrective opportunities. Personnel investigations
can provide a defense against wrongful termination claims by the harasser as well. Although
these investigations can run from several thousand to over ten thousand dollars, per investigation,
it is critical that the City use unbiased, professionally trained, outside investigators to provide a
fact based and timely analysis of situations when complaints do arise. Based on discussions
between the City's Human Resources Director and other municipalities within the Inland Empire,
the occurrence of six to twelve personnel investigations per year is not atypical and in fact is on
the lower end of the municipalities based on the number of full and part-time employees. Although
a growing line item cost in the budget, we recognize this is a cost of doing business and far less
costly than the alternative.
"An ounce of prevention is worth a pound of cure." Benjamin Franklin
Complementing these increases, unfortunately, is the fact that 2018 was a bad year for property
and casualty insurance due to new records for catastrophic losses. Specific to California, there
were some $11 billion in estimated wildfire losses from the Camp, Woolsey, Carr and Mendocino
Complex fires. These fires destroyed over 21,000 structures and killed nearly 100 people.
Fiscal Year 2019/2o Adopted Budget Page 22
Further, with initial findings indicating both PG&E and SCE may have had some part in causation,
the fires are affecting the stability of those two utilities. Additionally, the risk of increasing and
expensive cyber losses due to compromised information technology infrastructure continues to
grow at an alarming rate. Cyber claims are second only to harassment in terms of high frequency
and high impact on public entities. Other emerging areas of increasing claims include active
shooters, shared bikes/scooters, drone deliveries and autonomous vehicles. In addition to
increasing rates, there is ever increasing frequency of lawsuits as well.
Translating these trends to the local level, one interesting area of growing costs for the City is
knocked down streetlights. With the ownership of the streetlights in town comes the responsibility
for replacing those lights when one is knocked down due to a traffic accident or, in most cases,
drunk or distracted driving. The Human Resources Department coordinates with RCMU and the
Police Department to gain the information needed to subrogate for the costs of the replacement
street light (i.e. Police Reports and Replacement Cost -sheets). This involves contacting those
responsible and their insurance companies when they are known. The subrogation process can
also include small claims court when insurance is not available, and/or repayment plans through
the court ruling or through an agreement between the City and the responsible party.
Subrogation is defined as the legal right to collect a debt or damages. California Government
Code section 53069.6 gives public entities the authority to take all practical and reasonable steps
to recover civil damages for the negligent, willful, or unlawful damaging or taking of property of
the local agency, including the institution of appropriate legal action. Pursuant to Government
Code section 53069.6, the City diligently pursues these recovery costs. Subrogation can include
contacting the responsible party for payments and payment arrangements, contacting insurance
companies for payments, drafting settlement agreements, tracking long term payment
agreements, filing appropriate court documents, serving court notices and even representing the
City in small claims court.
Law Enforcement Costs
"I know what you're thinking. Did he fire six shots or only five? Well, to tell you the truth,
in all this excitement, I've kinda lost track myself. But being as this is a. 44 magnum, the
most powerful handgun in the world, and would blow your head clean off, you've got to
ask yourself one question: "Do I feel lucky?" Well, do ya, punk?" Clint Eastwood
I know what you are thinking — why did the City Manager choose a quote about firearms for a
section on law enforcement? Not for the reasons you think. To wit, a major external driver of the
budget in Rancho Cucamonga is the cost of law enforcement. Rancho Cucamonga is a San
Bernardino County Sheriff's Department contract city, and it has been since shortly after
incorporation. Over the decades, the City has studied the cost of starting up its own police
department, regularly reviewing these costs using outside consulting expertise, approximately
every ten to twelve years. Each time, we have determined that the initial start-up costs were in
the millions of dollars and ongoing costs for a comparable department level of resources were
approximately 20% - 30% higher.
Today, Rancho Cucamonga is by far the largest contract law enforcement agency with the Sheriff.
With a large staffing increase of several deputies in FY 2018/19, the City will be working on
consolidating costs and managing the budget for FY 2019/20. The Sheriff contract budget is
approaching $40 million, although exactly how much and when increases happen will depend on
the results of the ongoing labor negotiations with the Safety Employee Benefit Association which
represents the sworn, non -management, deputies.
Fiscal Year 2019/2o Adopted Budget Page 23
In addition to staffing costs, all contract agencies are absorbing a nearly 20% increase in liability
payouts for the Sheriff's Department countywide, the result of some significant claims in FY
2016/17 and FY 2018/19 that spiked total costs over $15,000,000. Some of these claims were
the results of improper use of force, arguably like Mr. Eastwood in this opening quote. In Rancho
Cucamonga, however, close cooperation between City Management and our last several Police
Captains (our Chief) have resulted in a sustained emphasis on training in alternate use of force,
non -lethal use of force and, if necessary, hand-to-hand combat. As a result, we have fortunately
avoided many situations which could have resulted in negative headlines, and instead were
resolved or defused with less than lethal force. Not all agencies in the Sheriff family have been
so fortunate, however, and we are all collectively paying the price of those mistakes.
Finally, like all public pension funds, the San Bernardino County Employee Retirement
Association is dealing with lower market returns on investments, likely under 5%, which is a further
driver of pension rate increases. These costs are included in the contract for law enforcement.
The City must account for these increases when adding new deputies or other positions. We
don't rely on luck to handle our law enforcement needs in Rancho Cucamonga. Rather we rely
on careful planning, prudent investment in technology to supplement our fine sworn men and
women, and community and solution -oriented policing that addresses quality of life issues before
they become major drivers of crime. With the support of one of the finest law enforcement
agencies in California, and through a close working relationship with Sheriff John McMahon, that
formula has yielded good results for the last several decades.
Fire and Emeraencv Services
"Price is what you pay. Value is what you get." Warren Buffett
Resource Allocation
There are several major changes in the Rancho Cucamonga Fire District budget for FY 2019/20.
Most are highlighted in the Department Budget Highlights section, but several warrant mentioning
here. One unique initiative that is symbolic of the fiscal stewardship and conservative financial
approach the Fire Board (City Council) has always espoused is the reduction in assessment for
Community Facilities District 88-1. Together, the collaboration between a fiscally conservative
Fire Board and fiscally conservative stewards at the management level of the Fire District has, in
recent years, yielded tremendous value for the community.
One such example is that the Fire District has not collected most Fire Prevention fees since FY
2013/14, saving our businesses thousands of dollars individually, and millions of dollars
collectively, enabling them to reinvest these dollars in their businesses and community. This
became possible as the economy strengthened, and with the elimination of redevelopment, the
fiscal solvency of the Fire District improved significantly. FY 2011/12 was the last time the rates
for either Community Facilities Districts (CFD) 85-1 or 88-1 were raised. These community facility
districts were formed in the late 1980's when the Fire District struggled to pay for advanced life
support and other critical emergency services in a newly developing community with fixed
property taxes. They supplemented the Fire District budget with additional indexed CFD fees to
cover world class fire and emergency services. In FY 2015/16 a 5% fee reduction for CFD 88-1
was also implemented.
During the analysis of revenues for the FY 2019/20 budget, staff determined that due to the health
of the Fire General Fund, the rate for CFD 88-1 could once again be lowered and still provide for
the demands for service of the community. CFD 88-1 requires specific ratios based on square
footage of a home to determine the assessed rate. In other words, larger homes are charged
Fiscal Year 2019/2o Adopted Budget Page 24
more than smaller homes. The methodology used, was to lower the new rate of the largest homes
to the same level as CFD 85-1 and apply the ratio accordingly. This reduction proposed in the
FY 2019/20 budget is expected to save residential tax payers approximately $800,000,
collectively.
The 2018 Wildfire Season was the worst year on record for the State of
California as 8,527 fires burned almost 1.9 million acres of land. The
Camp Fire was recorded in 2018 as the deadliest fire in California history
claiming 85 deaths. It also recorded the largest wildland fire in the state's
history with the Mendocino Complex burning just over 459,000 acres.
Three fires were recorded in the top 20 of the state's most destructive
fires, with the Camp Fire setting an unprecedented record with nearly
19,000 structures lost. In addition, the Woolsey and Carr Fires each
consumed just over 1,600 structures. In support of the mutual aid
system, the Fire District responded to more than 50 fire incidents throughout the State of
California. As of February 2019, the District invoiced CalOES/USFS $1,435,000 to recover out-
of-pocket costs for FY 2018/19. These reimbursements account for personnel assigned to the
mutual aid incidents, as well as our recalling our personnel to ensure Fire District stations were
always fully staffed.
Rancho Cucamonga's wildland/urban interface area is prone to wildfire
that is often fueled by Santa Ana winds. The Fire District is committed to ,
Prevention, Community Awareness, Risk Reduction, and Hazard
Abatement to reduce the impact of preventable catastrophic events. To
reduce the wildfire hazard and risk of an urban conflagration resultingY
from a wildfire, similar to what has been experienced by several _
communities throughout California, the Fire District will complete a
feasibility study to determine if an opportunity exists for a one-time,
comprehensive weed and fire hazard abatement project on the private
equestrian trail easements throughout the City. This study will gauge
community interest in such a program, estimate costs, identify potential funding resources for the
project, and explore opportunities to partner with other agencies such as Cal Fire and Work
Release programs. If approved, the project will include a community outreach element intended
to increase the awareness of trail maintenance responsibility, especially among residents who
are new to Rancho Cucamonga and unfamiliar with the trail system amenity.
"How effectively do we deliver on our mission and make a distinctive impact,
relative to our resources?"' - Jim Collins
The Fire District will also evaluate the need to
implement four (4) person staffing on the ladder
trucks. Fire companies whose primary functions are
to perform the variety of essential support services at
fire and specialized rescue incidents, such as forcible
entry, auto extrication, ventilation, search and rescue,
aerial operation for water delivery and rescue, utility
control, illumination, overhaul and salvage work, are
known as ladder or truck companies. RCFD ladder
trucks respond to all major incidents in the
community, especially incidents requiring additional
personnel and specialized equipment to support
Fiscal Year 2019/2o Adopted Budget Page 25
incident operations. These labor-intensive operations are best managed with a supervisor
(Captain) and three (3) other personnel, which is consistent with NFPA 1710 and the National
Institute of Standards and Technology.
Currently, due to the staffing level of three (3) personnel on RCFD truck companies, both trucks
must be simultaneously dispatched to all reported structure fires to ensure safe and effective truck
company operations. Increasing the staffing by one firefighter on each truck company will reduce
our deployment model on a residential structure fire to one truck company. This service
enhancement will leave the other truck company available for additional calls for service. This
will also potentially reduce wear and tear on these resources.
Personnel Costs and Staffing Levels
"The value of a business is a function of how well the financial capital and the intellectual
capital are managed by the human capital. You'd better get the human capital part right"
Dave Bookbinder
Personnel costs continue to be another major budget driver for Rancho Cucamonga. Every year,
PERS rates continue to increase, and we are now in the middle of 2-3% a year rate increase for
the next three fiscal years, until rates (hopefully) begin to level off. These rates apply to the City's
three contractual groups, City Miscellaneous, Fire Miscellaneous and Fire Safety. The charts
below indicate their respective rates, both historically and prospectively:
City Misc. Required PERS Employer Contribution
(includes UAL Contribution as %)
30.00%
27.50%
25.00%
22.50%
20.00%
17.50%
15.00%
13.47%
12.61%
13.35%
12.50%
10.00%
25.83%
24.58%
22.97%
21.02%
18.59%
16.69%
15.85%
14.59%
26.37% 26.83%
FY 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 24/25
Fiscal Year 2O19/2o Adopted Budget Page 26
Fire Misc. Tier 1 Required PERS Employer Contribution
(includes UAL Contribution as %)
40.00/0 37.87%
0 38.44% 38.95%
36.27%
35.00% 34.12°k
31.49% '
30.00% 0
25.00% 22.92%
As you can see, rates are a function of size of the group and benefit promised. The largest group,
the City miscellaneous, was promised a 2.5% at 55 retirement benefit. Their rates are set by
PERS, adjusted by returns each year and actuarial studies that track the longevity of the retirees.
Similarly, Fire Miscellaneous was promised a comparable retirement benefit but the smaller size
of the group drives up their contribution rates. Lastly, the Fire Safety group, a mid-level size group
with a generous 3% at 50 retirement benefit is faced with the highest costs, some 100% higher
than the City Miscellaneous group.
What do these rates mean? Well, put simply, they represent percentages of each dollar spent on
personnel, that must be paid to CalPERS for that individual employee's retirement benefit to be
collected at some point in the future. So, if the City Miscellaneous rate is 21%, for every $1.00
spent on salary, the City must budget a corresponding $0.21 cents to pay to CalPERS that year.
Similarly, for every $1.00 spent on a firefighter salary, the Fire District must budget a
corresponding $0.43 cents to pay to CalPERS. So, in real time these numbers represent an
Fiscal Year 2019/2o Adopted Budget Page 27
19.20%
20.00%
18.09%
15.70%
15.74%
15.00%
10.00%
FY 14/15
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Fire Safety Tier 1 Required PERS Employer Contribution
(includes UAL Contribution as %)
60.00%
55.00%
51.98% 52.65%
51.23/ °
49.30%
50.00%
46.63%
45.00%
42.92%
40.00%
37.21%
35.00%
32.98%
3 0.85/0 °
27.85%
27.70%
30.00%
25.00%
20.00%
15.00%
FY 14/15
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
As you can see, rates are a function of size of the group and benefit promised. The largest group,
the City miscellaneous, was promised a 2.5% at 55 retirement benefit. Their rates are set by
PERS, adjusted by returns each year and actuarial studies that track the longevity of the retirees.
Similarly, Fire Miscellaneous was promised a comparable retirement benefit but the smaller size
of the group drives up their contribution rates. Lastly, the Fire Safety group, a mid-level size group
with a generous 3% at 50 retirement benefit is faced with the highest costs, some 100% higher
than the City Miscellaneous group.
What do these rates mean? Well, put simply, they represent percentages of each dollar spent on
personnel, that must be paid to CalPERS for that individual employee's retirement benefit to be
collected at some point in the future. So, if the City Miscellaneous rate is 21%, for every $1.00
spent on salary, the City must budget a corresponding $0.21 cents to pay to CalPERS that year.
Similarly, for every $1.00 spent on a firefighter salary, the Fire District must budget a
corresponding $0.43 cents to pay to CalPERS. So, in real time these numbers represent an
Fiscal Year 2019/2o Adopted Budget Page 27
operating budget mandated cost that must be taken into account each year in balancing the
budget.
Why are these rates so high? Well, also simply put, the numbers include the existing ongoing
normal cost of funding that retirement benefit for the upcoming year for currently working
employees, plus an additional unfunded amount that is required to cover the past benefits earned
for retired and active employees, because CalPERS rates were not set at a high enough level
during their working careers. The following charts correspond to the same three groups, City
Miscellaneous, Fire Miscellaneous and Fire Safety, and highlight those combined total costs
(normal rate and unfunded rate):
$9.0
$8.0
$7.0
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.40
$0.30
$0.20
$0.10
City of Rancho Cucamonga
Estimated CalPERS Employer Costs
(In Millions)
$7.9 $8.3
$7.6.
$7.0
$6.6
$5.4
FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25
■ Normal Cost 0 UAL
Fire District - Miscellaneous
Estimated Cal PERS Employer Costs
(In Millions)
$0.30 $0.31 $0.32 $0.31
$0.28
$0.26
$0.18 $0.21 $0.23 $0.26 $0.27 $0.27
.1 .2 Ii -9-2 -t -MM
FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25
■ Normal Cost ® UAL
Fiscal Year 2O19/2o Adopted Budget Page 28
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
Fire District - Safety
Estimated CalPERS Employer Costs
(in Millions)
$4.4 $4.7 $4.8 $4.9
$4.0
$5.0
FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25
■ Normal Cost IN UAL
In addition to the drivers noted above, Minimum Wage increases have a significant impact on the
City's overall budget. When the City first incorporated minimum wage was $2.65 per hour. The
current level is $12 per hour as of January 1, 2019, with already approved increases of $1 per
hour for each of the next three years. That growth is significant, and exceeds the actual inflation
adjusted amount which would otherwise be just under $11 per hour. Although it does not square
with the misleading stereotype of well-paid government workers, minimum wage increases have
a very outsize impact on the City budget. First of all, they cause compression in our part-time,
and ultimately full-time salary schedule. As the lower end positions increase, the City has to make
similar adjustments up the line to maintain separation, or eliminate and consolidate positions,
ultimately increasing costs. Further, our higher skilled part-time positions are impacted as the
differential between those positions and lower cost positions further down the scale continues to
shrink. There are direct costs also. An analysis of just a partial six months of higher costs (each
January is the current automatic $1 increase) in Public Works alone is slightly over $275,000.
Similar, though slightly smaller, increases impact Community Services and Library Services,
resulting in an overall increase of just under a half million dollars for six months of a $1 minimum
wage increase.
Obviously, personnel costs are a critical budgetary item, but not one that should become so
weighty it diminishes public services. Containing these personnel costs requires multiple
approaches. From a salary perspective Rancho Cucamonga has generally been, and continues
to remain, mid -pack (average) compared to many surrounding agencies. Control of salaries helps
control the cost of retirement benefits which are driven directly by salaries. On the PERS end,
the City and Fire District pay their PERS Unfunded Accrued Liability (UAL) contributions up -front
in one lump sum at the beginning of each fiscal year, helping to incrementally reduce liability by
minimizing interest costs, and in addition generally pays a little more on top of those minimum
contributions to slowly reduce the unfunded liability over time. The City and Fire District also have
specific reserves held in trust to help offset PERS liability and pay costs in down years. Those
reserves total $2,042,710 and $5,743,960, respectively.
Finally, one of the more novel ways (at least for public agencies) is to control staffing. More staff
generally equates to more retirees which drives total PERS costs. The City regularly looks at
staffing per 1,000 residents, as compared to our surrounding large neighbors, including agencies
like San Bernardino, Ontario, Pomona, Fontana and Corona. Excluding Animal and Library
Services, both of which are in many cases contracted out, the City of Rancho Cucamonga is
Fiscal Year 2019/2o Adopted Budget Page 29
among the leanest staffing per 1,000 residents, particularly given the high level of services we
provide, as shown in the chart below:
Total staffing per 1,000 Residents*
*Excludes Animal and Library Services
San Bernardino 3.79
Rancho Cucamonga 3.51
Pomona 4.23
Ontario 6.92
Fontana 3.35
Corona 3.62
1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
As we seek to control staffing levels, we still recognize that some level of ongoing restructuring is
not only necessary but desirable. FY 2019/20 is no exception as the City continuously reshapes
its workforce and organization to reflect the dynamics and demands of the current environment.
We conducted an outside review of reclassification requests received by Human Resources. Six
(6) requests were received and four (4) were recommended for approval based on the information
in the required questionnaire, interviews, and supplemental department information including job
descriptions, class specifications, reclassification policy and relevant memorandums of
understanding. The approved reclassifications were at the administrative assistant or
management aide levels. Nine (9) additional new full-time positions were requested through our
public employee review process. Two (2) were denied, two (2) were withdrawn, one (1) was
restructured and the remaining four (4) were approved. Most of the new positions were at the
supervisor or mid -management level in the RCCEA group, thus improving the span of control and
accountability of the City. Affected departments included Engineering Services, Public Works
Services, Community Services, Building and Safety Services, Planning, RCMU and Fire. The net
General Fund impact was approximately $161,000 which was subsequently almost completely
offset with a later resignation of a mid-level manager position that will not be refilled. Overall,
costs were contained through the elimination or consolidation of vacant positions.
MS4 Permit
The National Pollutant Discharge Elimination System (NPDES) requires that all local agencies
obtain and follow the requirements of a Municipal Separate Storm Sewer System (MS4) Permit
for all drainage systems that convey stormwater to waters of the U.S. The cities within San
Bernardino County and the County fall under a joint permit issued by the Regional Water Quality
Control Board (RWQCB). The latest MS4 Permit expired on January 29, 2015 and issuance of
the new permit has been delayed due to ongoing litigation over potential unfunded mandates
within the proposed permit. The new permit is not expected to be in force before the mid -2020. A
few provisions from the new permit have been imposed by order of the RWQCB including
provisions to reduce trash discharge to surface waters, which will fully take effect in 2020. With
the delay in the issuance of the new permit, the City has realized lower than anticipated costs for
compliance with the MS4 permit. Accordingly, the proposed budget indicates reduced anticipated
expenditures for the MS4 permit line item. Based on information currently available, it is
anticipated that this line item will experience a sharp increase in Fiscal Year 2020/21 when the
new permit is expected to be issued.
Fiscal Year 2019/2o Adopted Budget Page 30
Criminal Citation Prosecution
During 2017, Solution Oriented Policing Deputies began issuing Rancho Cucamonga Municipal
Code (RCMC) citations to more effectively respond to quality of life issues. As the number of
citations increased, the cost of prosecution also increased. In June 2018, Police Department
Commanders met with Community Improvement and the City prosecutor to identify methods to
reduce costs, which included:
• Citing under the Penal Code to shift prosecution to the District Attorney (DA)
• Dismissing citations in the interest of justice
• Working with the DA for global disposition, obtaining stay away orders as part of probation
• Writing fewer citations
Additionally, effective on January 1, 2019, local jurisdictions were prohibited from charging or
collecting from defendants the costs associated with prosecution.
Citations issued by Quarter: Costs by Quarter:
The municipal codes cited, except for Trespass, are largely quality of life concerns which are only
prohibited in the municipal code. Depending on the recipient and the circumstances, Deputies
may be able to utilize the administrative law citation process.
Citations were issued for the following violations:
2018
2019
1 st Qtr.
88
49
2nd Qtr.
96
RC9.16.020
3rd Qtr.
103
17
4th Qtr.
67
29
The municipal codes cited, except for Trespass, are largely quality of life concerns which are only
prohibited in the municipal code. Depending on the recipient and the circumstances, Deputies
may be able to utilize the administrative law citation process.
Citations were issued for the following violations:
2018
2019
1 st Qtr.
$44,173.00
$64,333.00
2nd Qtr.
$64,578.00
RC9.16.020
3rd Qtr.
$49,681.00
17
4th Qtr.
$59,199.00
29
The municipal codes cited, except for Trespass, are largely quality of life concerns which are only
prohibited in the municipal code. Depending on the recipient and the circumstances, Deputies
may be able to utilize the administrative law citation process.
Citations were issued for the following violations:
Fiscal Year 2019/2o Adopted Budget Page 31
2018
2019
RC9.18.012
Trespass
121
12
RC9.16.020
Drinking in public
99
17
RC9.31.010
Solicitation, Aggressive or on
street
29
1
RC9.26.010
Loitering in Public Places
24
1 12
RC9.31.020
Solicitation Non -charitable
24
RC12.04.010
Community Service
Regulations
21
RC9.26.020
Loitering in front of buildings
17
3
RC9.18.014
Public Urination
11
2
RC9.31.030
Solicitation Charitable
3
RC5.04.030
Business License required
2
RC9.04.010
Discharging Firearm
1
RC9.04.030
Poss. of weapon by minor
1
TOTAL
353
47
Fiscal Year 2019/2o Adopted Budget Page 31
Solution Oriented Policing Deputies have found the RCMC particularly effective as a tool. As
case law and the Legislature have ruled out some standards tools, RCMC violations became the
method of effectively responding to quality of life concerns. The defendants identified in the
citations are often repeat violators, receiving multiple citations. These chronic offenders are often
transient population, creating the appearance of blight, causing unsanitary conditions, or
contributing to a perception of unsafe neighborhoods or business complexes. Approximately 20
individuals received three or more citations in 2018.
Information on resolutions is not readily available on all cases. The following table shows the
cases most recently appearing in court and the latest status:
DEFENDANT
DATE
CODE
CURRENT STATUS
SL
1/12/2018
RC9.18.012
FTA, BW $25,000
AE
1/12/2018
RC9.18.012
FTA, BW $70,000
LW
1/12/2018
RC9.26.010
FTA, BW No bail
CD
3/9/2018
RC9.18.012
Dismissed in Interest of Justice, in
custody and pending mental health
evaluation
CJ
3/9/2018
RC9.16.020
FTA, BW $25,000
BJ
3/16/2018
RC9.18.012
Plead to Misd. with DA, 36 mo.
Probation with stay away order
CD
4/26/2018
RC9.18.012
FTA, BW $100,000
SK
5/31/2018
RC9.18.012
FTA, BW $60,000
AR
6/20/2018
RC9.16.020
Plead to more serious misdemeanor,
stay away orders for term of
probation
AR
6/28/2018
RC9.16.020
Plead to more serious misdemeanor,
stay away orders for term of
probation
ME
7/4/2018
RC9.18.012
FTA, BW $50,000
GA
7/23/2018
RC9.16.020
FTA, BW $90,000
BJ
8/14/2018
RC9.18.012
Plead to Misd. with DA, 36 mo.
Probation with stay away order
GA
9/5/2018
RC9.26.010
Dismissed, in custody and mentally
incompetent
AR
9/21/2018
RC9.16.020
Plead to more serious misdemeanor,
stay away orders for term of
probation
FJ
9/21/2018
RC9.26.020
FTA, BW $25,000
HC
11/1/2018
RC12.04.010
FTA, BW $5,000
ST
11/1/2018
RC9.18.012
FTA, BW $5,000
BL
11/1/2018
RC9.18.012
Plead to felony with DA, Probation
with stay away order
CG
11/26/2018
RC9.16.020
FTA, BW $5,000
KL
11/26/2018
RC9.31.010
Dismissed with Prob. Vio., 365 days
jail
Fiscal Year 2019/2o Adopted Budget Page 32
WJ
12/5/2018
RC9.26.010
Hearing 5/8, working on finding
housing
JD
12/19/2018
RC9.18.012
FTA, BW $10,000
VA
1/3/2019
RC9.12.010
Dismissed, Interest of Justice
LE
1/3/2019
RC9.26.010
Guilty plea, time served
SM
1/3/2019
RC9.26.010
FTA, BW $10,000
DC
1/4/2019
RC9.26.010
Plead to felony, 3 yrs. Probation with
stay away order
HB
1/18/2019
RC9.26.020
Dismissed, mentally incompetent
PE
1/28/2019
RC9.26.010
FTA, BW $10,000
SD
2/11/2019
RC9.16.020
FTA, BW $10,000
EL
2/13/2019
RC9.26.010
FTA, BW $10,000
GJ
2/14/2019
RC9.26.010
FTA, BW $2,500
City Council Goals
These 2019 goals were developed and updated at the January 2019 City Council goal -setting
session. As noted, many of these programs and projects are multi-year in nature.
PUBLIC SAFETY
Proactively develop public safety programs and facilities to meet community
needs.
V By 2nd Quarter 2019, increase Solution Oriented Police functions with enhanced staffing.
Focus efforts on addressing potential ABC concerns, reviewing massage establishments,
meeting regularly with all hotels and enhanced transient outreach. Police
Y► By 3rd Quarter 2020, focus efforts on reducing illegal dumping; specifically, multi -housing and
commercial property through enhanced patrols, elevating public awareness, and exploring
options with Burrtec and property management. Police, Engineering, and Community
Improvement
V By 4th Quarter 2020, develop and implement a plan to allow for live viewing of PSVN cameras
outside of the PD monitoring room using mobile or desktop browsers. Evaluate the ability to
allow crowd -source viewing of select cameras covering neighborhood assets. Department of
Innovation & Technology
:KP By 4th Quarter 2017, 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)
V, By 4th Quarter 2021, with the Automated License Plate Readers (ALPR), continue to build
safety to encircle the city for investigation purposes. Focus on west -end of the city and
intersections south of 1-210. Police (prior year Council Goal)
By 1 st Quarter 2019, 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)
V By 4th Quarter 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 (prior year
Council Goal)
Fiscal Year 2019/2o Adopted Budget Page 33
PARKS AND RECREATION DEVELOPMENT
Proceed with planning and development of major parks and recreational
projects.
T By 211 Quarter 2020, position the City to be a competitive applicant for the State of California
Parks, Environment, and Water Bond 2018, Prop. 68. Community Services
W By 4th Quarter 2019, 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)
V By 1St Quarter 2020, 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)
1V By 1St Quarter 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 (prior year Council Goal)
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.
' Conduct updated analysis with respect to AB 2404 to ensure that existing recreational athletic
resource allocations are equitable for all participants. Ongoing. Community Services and
City Attorney
i► By 3rd Quarter 2019, launch a new mobile -first, service -based City website, and intranet. City
Manager's Office and Department of Innovation & Technology
By 1St Quarter 2020, building off the Strategic Communications Plan, develop a Community
Engagement Policy with a health equity framework to ensure RC's diverse community
perspectives are included in shaping City policies, practices, programs, and services. City
Manager's Office
By 2nd Quarter 2020, in order to improve safety and provide for economic development,
complete design and right-of-way activities necessary to allow for the construction of the
Etiwanda Grade Separation Project. Engineering
By 2nd Quarter 2021, to support improvement of traffic flow through active management of the
City's transportation infrastructure, design and construct Phase I of the Advanced Traffic
Management System (AIMS) which will provide remote connectivity between the Traffic
Management Center and 100% of the traffic signals in the City. Engineering
9f► By 4th Quarter 2019, as dockless bicycle/scooter share services continue to expand
throughout other communities, evaluate whether these types of micro -transit services are
appropriate for Rancho Cucamonga and develop suitable regulations or restrictions that
reflects the community's interests. City Manager's Office
' By 3rd Quarter 2022, complete the design and fabrication of exhibits for the Second Story and
Beyond interactive discovery space at the Biane Library. Library Services
By 2nd Quarter 2016, develop a Public Art Master Plan to consider how significant art pieces
can be incorporated into future public and private development, to include funding options for
both art installation and long-term maintenance. City Manager's Office (prior year Council
Goal)
Fiscal Year 2019/2o Adopted Budget Page 34
MID AND LONG-RANGE PLANNING
Begin efforts to develop mid-range and long-term goals and vision for the City.
By 3rd Quarter 2019, in partnership with the Library and Community Services, complete
transition away from City directed and led Foundations to a model resembling the Animal
Center Foundation. Develop Memorandum of Understandings with each Foundation for future
partnerships that advocate and support the department's fundraising goals and initiatives.
Community Services and Library
By 4th Quarter 2020, develop and adopt a comprehensive Tree Ordinance and Urban Forestry
Master Plan. Public Works and Administrative Services
V By 4th Quarter 2019, prepare the Etiwanda Heights Neighborhood and Conservation Plan and
submit it to Planning Commission and City Council for review. Community Development
V By 4th Quarter 2022, prepare a comprehensive update to the General Plan. Community
Development and City Manager's Office
V By 2nd Quarter 2019, 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)
fl By 2nd Quarter 2018, build 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)
' Continue to advocate for changes in the San Bernardino Council of Government's (SBCOG's)
function and operation including updating fee structure and to increase COG services for the
West Valley. Ongoing. Engineering and City Manager's Office (prior year Council Goal)
By 4th Quarter 2018, 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 Department of Innovation & Technology (prior year
Council Goal)
Team RC Vision, Mission and Values — It's You, It's Me, It's Us
The following represents our organization's Vision, Mission and Values developed by a team of
City employees through a collaborative and inclusive process as part of the Team RC workforce
development initiative. This is a living document that represents a hope for our future and will
continue to grow and develop with the organization.
VISION
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
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.
Fiscal Year 2019/2o Adopted Budget Page 35
PEOPLE: Our respect for each other is demonstrated by empowering and valuing one another
while also encouraging personal growth and enhanced health and wellbeing. We embrace a
healthy life/work balance and are continuously striving to ensure the highest quality of life for our
employees.
INDIVIDUAL EXCELLENCE: Individual excellence is achieved through recognizing workforce
strengths. It is fostered through individuals who possess a strong work ethic, sense of pride and
commitment, and who value honesty, integrity and personal growth.
RANCHO WAY: The Rancho Way is fostered through maintaining a high level of professionalism,
producing quality work products and striving to retain the public's trust through fiscal discipline
and accountability.
INNOVATION: Embrace and appreciate technology; use technology to bring innovation and a
creative spirit to our current work and to help anticipate the challenges of tomorrow.
TEAMWORK: Teamwork is encouraged and reinforced through collaboration, communication
and leadership at all levels. Unwavering unity, common goals and a positive attitude are
embodied by all.
Awards Received
Animal Services
2016 — Helen Putnam Award in the category of Enhancing Public Trust, Ethics, & Community
Involvement for the Kitten Nursery
City Manager's Office
2015, 2016, 2017 — KABOOM! recognizes the City as a Playful City USA
2015 — California Association of Public Information Officials (CAPIO) Excellence in
Communication Award of Merit for Graphics, "Join the Healthy RC Picture"
2015, 2019 —1St Place Directing Change Program and Film Competition awarded by Each Mind
Matters for the Healthy RC Youth Leaders Mental Health video
2016, 2018 — Beacon Platinum Level Spotlight Award for Sustainability Best Practices, the
Streetlight Retrofit Project and Sustainable Community Action Plan from the Institute for Local
Government
2016 — Honorable Mention for the Directing Change Program and Film Competition awarded by
Each Mind Matters for the Healthy RC Youth Leaders Mental Health video
2016 — California Association of Public Information Officials (CAPIO) Most Improved
Publication, Healthy RC for its School Safety Brochure
2016 — California Association of Public Information Officials (CAPIO) Citizen
Participation/Community Visioning Award of Merit, Healthy RC for its Circulation Master Plan
2016 — California Association of Public Information Officials (CAPIO) Award of Distinction,
Healthy RC for its Walk to School Day
2018 — Helen Putman Award in the category of Health & Wellness Programs for Your Mind
Matters Mental Health Campaign
Fiscal Year 2019/20 Adopted Budget Page 36
2018 — Inland Empire Economic Partnership Red Tape to Red Carpet Award for Sustainable
and Green Development for the Sustainable Community Action Plan
2019 — California Association of Public Information Officials (CAPIO) Award of Distinction in the
category of Multicultural Outreach/Campaign for the Spanish Your Mind Matters Campaign
2016 — California Association of Public Information Officials (CAPIO) Most Creative/Dollar
Stretcher Award of Merit, Healthy RC Grow Healthy Together
2016 — California Association of Public Information Officials (CAPIO) Multi-year Strategic
Planning and Execution Award of Distinction, Healthy RC Strategic Planning and Execution
2016 — Dairy Council of California awarded Healthy RC Youth Leader Annika Kim as a
Student Community All-Star for the state of California
2017 — California Association of Public Information Officials (CAPIO) Excellence in
Communication Award of Merit for Most Effective Social/New Media Campaign, "City of Rancho
Cucamonga Council Districts Measure Q outreach"
2017 — Innovations in American Government Bright Idea award by Harvard Ash Center for
Democratic Governance and Innovation
2017 — Community Partner Award from National CORE Hope Through Housing
2017 — Dairy Council of California awarded Healthy RC Youth Leader Maelin Aquino as a
Student Community All-Star for the state of California
2018 — Southern California Edison Cool Planet Award for the Streetlight Retrofit Project and
Sustainable Community Action Plan
2018 — Southern California Association of Governments (SCAG) 2018 Sustainability Award for
our Sustainable Community Action Plan
2018 — American Planning Association (APA) California, Innovation in Green Community
Planning Award for the Sustainable Community Action Plan
Community Services
2016 — Award of Excellence for the Lewis Family Playhouse Website in the category of Marketing
& Communication from CPRS
2016 — International Award in the category of Marketing from LERN
2017, 2018— Project of the Year award in the category of Recreation and Athletic Facilities
from APWA
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
2018 — Outstanding New Recreation Facility Award from the Southern California Municipal
Athletic Federation
Fiscal Year 2019/2o Adopted Budget Page 37
DoIT
2016 — Digital Cities Survey Award, ranked 2"d among cities of same size
2017 — Digital Cities Survey Award, ranked 8th among cities of same size
2018 — Digital Cities Survey Award, ranked 9th 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
Enqineerinq
2015, 2016, 2017 — APPA "Safety Award of Excellence"
2017 — Inland Empire Economic Partnerships Turning Red Tape into Red Carpet "Smart City"
Award
2018 — American Public Power Association Safety Award
2018 — One in a Million Award from CalRecycle for City's Household Hazardous Waste Program
recovery and reuse of mobility scooter
Finance
2015, 2016, 2017 — The Government Finance Officers Association (GFOA) awarded a
Certificate of Achievement for Excellence in Financial Reporting for the comprehensive
annual financial report (CAFR) for the fiscal year
2015, 2016, 2017, 2018 — The Government Finance Officers Association (GFOA) awarded a
Distinguished Budget Presentation Award for the annual budget document for the fiscal year
Fire
2016 — Inland Empire Media Awards - Best Public Service of the Year Award for the
ReadyRC campaign
2018 — Public Project of the Year Award from the American Institute of Architects, Inland
Empire Chapter
Human Resources
2016 — Innovation Academy Class Completion Award — Alliance for Innovation
2017 — Most Innovative Organization Award — Southern California Public Management
Association for Human Resources
2017 — Client -Partner Team Award — GM Business Interiors
Police Department
2015 — WeTip National Crime Fighting Conference awarded "Police Department of the Year"
2017, 2018 — named by WalletHub one of the Safest Cities in America
Fiscal Year 2019/2o Adopted Budget Page 38
Procurement
2015, 2016, 2017, 2018 — The Achievement of Excellence in Procurement, awarded by the
National Procurement Institute
Operating Budgets Analysis and Comparisons
"Lies, damned lies, and statistics". Mark Twain
The operating budgets for the City of Rancho Cucamonga are comprised of the following main
sections:
• Operating Budget (basic municipal operations)
o City General Fund
o Library Operational Fund
o Fire District Operational Funds
• Special Districts (restricted funding sources for specific operational purposes)
In addition, the complete budget includes various other special funds including developer impact
fee funds, grant funds, and reserves. Most of these funds are restricted from use for general
municipal operations.
Operating Budget
The City General Fund budget, which supports the majority of City services, is made up of a
number of revenue sources. General Fund revenue for FY 2019/20 is projected to be
$88,290,270 which is just over $1 million higher than in FY 2018/19. By comparison, General
Fund revenues grew some $3 million from FY 2017/18 to FY 2018/19. This slowing of revenue
growth reflects the generally built out nature of the City where it will over the years become
increasingly more of a challenge to balance costs versus revenue, particularly given growth in
certain cost areas such as salaries and benefits (including medical and PERS). The overall
Operating Budget is divided up among the various departments as indicated below:
City Operating Budgets
City General Fund, Fire District Funds and Library Funds
$505,450
$2,749,310 $5,562,050
$5,771,450
$14,754,010
$805,350
�$
�' $1,916,950
-� $2,780,770
$1,810,830
. • $11,662,280
$3,416,210
■ Governance
■ Records Mgmt.
Community Services
Library Services
■ Admin. Services
■ Econ. and Comm. Dev.
■ Building & Safety Services
■ Engineering Services
■ Planning
■ Public Works Services
■ Animal Care & Services
■ Police
■ Fire
Fiscal Year 2019/2o Adopted Budget Page 39
The pie chart above reflects the traditional, and relatively typical, focus of municipal services. By
far the largest cost is Police services which is followed by Fire services. When combined with
Animal Care & Services, these three departments comprise Public Safety as a whole and make
up over 63% of the City's operating budget. Rancho Cucamonga is fortunate in this regard as
the efficiency of our police and fire services, and their relatively modest cost and staffing
compared to other agencies, have allowed the City more resources for other areas. In some
older, financially constrained communities, public safety services approach 80% or more of the
budget.
Other large areas include Public Works Services and Administrative Services (Human Resources,
Finance, Dolt, Purchasing). Library and Community Services are also significant areas of
municipal operations. It is important to note that this pie chart reflects the overall expenditure of
Operating Budget funds; however, not all the funds are equally fungible. For example, because
Fire is a separate subsidiary district, which pre -dated the City, their funds are restricted only for
emergency services operations. They cannot be used to supplement community services or
public works.
Overall, the total Operating Budget increased by just over $6.3 million, or 4.81 %, from the prior
year as noted below.
Changes in Operating Budget
$120,000,000
u.
$110,000,000
$10Q000000
$90,000,000
�'
P,
$80,000,000
:.
p .
$70,000,000
$60,000,000
$50,000,000
O`O\01 O�\O00 0) C'P'\ti0 10\titi ti1\y� ti~\y� 1�\,yA ,y�i �y\tid 'y`Q\,y'� ,y4O
■ General Fund M Library Fund ,. Fire District
Fiscal Year 2019/2o Adopted Budget Page 40
General Fund
The City's General Fund is the primary funding source for municipal operations. It is comprised
of seven major revenue services, making up 91% of total revenues, as indicated below:
Sales tax is the primary revenue source at $32.5 million, most of which primarily comes from
Victoria Gardens. While this seems like a large number, in perspective, if sales tax were our only
revenue it would cover just over 70% of the Police Department budget! Additionally, while our
sales tax revenue is strong, even with Victoria Gardens, we still receive less sales tax annually
than our neighboring cities of Ontario, Fontana and San Bernardino. When one considers that
sales tax revenues in Rancho Cucamonga are regional, coming mostly from patrons outside the
Com, it makes clear the importance of nurturing and growing our retail operations. As growth in
sales tax continues to skew towards online retailers, the future for cities like Rancho Cucamonga,
who lack Amazon -type fulfillment centers, is rather bleak. Online sales tax goes not to the location
where the product is ordered, or in some cases where it is shipped from, but instead to the County
sales tax pool for allocation based on the existing proportion of physical sales tax. Cities like
Fontana with its auto mall, or Ontario with its auto malls and outlet mall, generally receive a
disproportionate share of the online sales tax (allocated through the pools) as compared to what
their residents actually purchase. Reforming this distribution to one that is more equitably based
on the location where the product is received and the location where the product is shipped is a
focus of the City's legislative efforts.
For FY 2019/20, sales tax grew by about $1.6 million or approximately 5.16% from the prior year.
Fiscal Year 2019/2o Adopted Budget Page 41
Franchise
Property tax
fees
$9,672,760
$6,652,070
Development
fees $4,180,000
Transient
Business licenses
Vehicle license
occupancy
taxes
Sales tax $32,552,480
fees $20,279,320
$4,613,410
$2,779,690
Sales tax is the primary revenue source at $32.5 million, most of which primarily comes from
Victoria Gardens. While this seems like a large number, in perspective, if sales tax were our only
revenue it would cover just over 70% of the Police Department budget! Additionally, while our
sales tax revenue is strong, even with Victoria Gardens, we still receive less sales tax annually
than our neighboring cities of Ontario, Fontana and San Bernardino. When one considers that
sales tax revenues in Rancho Cucamonga are regional, coming mostly from patrons outside the
Com, it makes clear the importance of nurturing and growing our retail operations. As growth in
sales tax continues to skew towards online retailers, the future for cities like Rancho Cucamonga,
who lack Amazon -type fulfillment centers, is rather bleak. Online sales tax goes not to the location
where the product is ordered, or in some cases where it is shipped from, but instead to the County
sales tax pool for allocation based on the existing proportion of physical sales tax. Cities like
Fontana with its auto mall, or Ontario with its auto malls and outlet mall, generally receive a
disproportionate share of the online sales tax (allocated through the pools) as compared to what
their residents actually purchase. Reforming this distribution to one that is more equitably based
on the location where the product is received and the location where the product is shipped is a
focus of the City's legislative efforts.
For FY 2019/20, sales tax grew by about $1.6 million or approximately 5.16% from the prior year.
Fiscal Year 2019/2o Adopted Budget Page 41
Sales Tax
$34,000,000
$32,000,000
$30,000,000
$28,000,000
$26,000,000
$24,000,000
$22,000,000
$20,000,000
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oti oti oti oti oti oti oti oti oti oti
k, 0" 0
Looking forward we expect that locally General Consumer Goods will be mostly flat with perhaps
a 1 % growth. Restaurants and Food/Drug sales are expected to grow 2-3%, while Building and
Construction plus Business and Industry should increase a modest 1 % or so. The largest growth
in sales tax is likely to come in the State and County pools as California, through the California
Department of Tax and Fee Administration, squares its collection practices with the United States
Supreme Court decision in Wayfair v. South Dakota imposing sales tax on even out-of-state
retailers not previously subject to state sales tax. These funds largely go into the State and
County pools and are rapidly becoming significant. Just how significant is visible on the chart
below:
Local 11% Sales Tax by Calendar Year
$1.800.000K
$1,400,000K
$1200.000K
Brick & Mortar S1,000,OOOK
122% Growth 2012 -2916
$800,0OOK
Online 143.6% Growth 2012 -2018
y600,000K
_ $400,000K
-
$200.000K
$0K
'00 '01 '02 '03 '04 '05 '06 W '08 '09 '10 '11 '12 '13 '14 '15 '18 '17 '18
Vehicle License Fees (VLF) and Property Tax In -Lieu of VLF are a significant revenue source to
state and local governments, and the City estimates them to be at $20.2 million for FY 2019/20,
which is $1,049,890, about 5.46%, more than in FY 2018/19. Prior to the 2004 budget act, the
VLF tax rate was 2% of the value of the vehicle, although the State often swapped out over 1.3%
of the total VLF fees for general fund revenues to local agencies. During the economic downturn
Fiscal Year 2019/2o Adopted Budget Page 42
at that time, it was proposed that a swap of revenue occur in which cities would receive a like
amount of property tax revenue in place of the State general fund revenue and that the adjusted
amount would thereafter increase annually in proportion to the growth in gross assessed valuation
for that jurisdiction. This swap has benefited cities with higher assessed valuations (generally
upper -middle income communities where property is in demand) like Rancho Cucamonga.
$21,000,000
$20,000,000
$19,000,000
$18,000,000
$17,000,000
$16,000,000
$15,000,000
$14,000,000
$13,000,000
VLF and Property Tax In -Lieu of VLF
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o° o° oti oti oti oti oti oti oti o'oti oti
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F F F F F F F F
Property Tax is a modest revenue source (#3 at $9.6 million) for Rancho Cucamonga because
we are a post -prop 13, low property tax city. This does NOT mean property taxes are any lower
in Rancho Cucamonga than any other agency,
rather it means that because the City incorporated ea
Property Tax Dollar
after Prop 13, the pre-existing pre -incorporation tax Breakdown
rates that were in effect at the time Prop 13 passed,
effectively limit the property tax revenue the City
can receive. There are numerous tax rate areas in
Rancho Cucamonga and each one is different. In
general, however, if you look at the more recent tax
rate areas that have been developed, the City
receives approximately $0.05 (allocated between
the General Fund and Library Fund) of every FWW
property tax dollar paid. Most of the property tax F" 0~
(22%) goes to the State (and then to schools),
another portion goes directly to the various School ®m
Districts (30%) and about 15% goes to San alf � EBM
Bernardino County. Other agencies dividing up the
remaining share include Flood Control, Inland
Empire Utility Agency and County Superintendent
of Schools.
Residential property is the single biggest assessed value category in Rancho Cucamonga
comprising over 60% of the total value of the tax roll. For FY 2018/19, the City saw a strong
Citywide net taxable value increase of 5.83% and an increase of 4.37% is anticipated for FY
2019/20. Overall, property tax revenue for the General Fund is estimated to grow about $649,580
next year, or a relatively strong 6.72%. Interestingly, some of the major property taxpayers are
Fiscal Year 2019/2o Adopted Budget Page 43
not necessarily residential in nature, including Goodman Rancho LLC (industrial), Rancho Mall
LLC (retail), Frito Lay (manufacturing) and ProLogis/Catellus (industrial).
$11,000,000
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
Property Taxes*
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F e F e F e F e F e e F F
Franchise Fees are those fees paid by natural gas, electric and refuse providers in the City of
Rancho Cucamonga. They are the fee that is paid by the utility (Southern California Gas,
Southern California Edison, and Burrtec) for the privilege of operating exclusively in the City and
using the city right of way. In some cases, they are regulated by the California Public Utility
Commission. Typically, a solid and modestly growing revenue source, franchise fees have largely
stagnated and become somewhat volatile from year to year with increasing amounts of
conservation, alternatives like solar and battery power, and ever tightening energy efficiency
regulations for new construction. Franchise fees are estimated at $6.6 million for FY 2019/20,
which is $311,530, or about 4.47%, less than in FY 2018/19. The primary reason for the decrease
is due the reclassification of Towing Services Fees from the franchise fee category to the Charges
for Services category in the General Fund revenues. The FY 2018/19 Adopted Budget included
$300,000 in Franchise Fee -Towing Services revenues which were moved to Charges for Services
as part of the FY 2018/19 Amended Budget to more accurately reflect the nature of these
revenues.
Fiscal Year 2019/2o Adopted Budget Page 44
$7,500,000
$7,000,000
$6,500,000
$6,000,000
$5,500,000
$5,000,000
Franchise Fees
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Transient Occupancy Tax (TOT) was originally developed to compensate local government with
an additional stable source of general fund monies. It has no cap; however, new or increased
TOT requires a vote. It is authorized by the Revenue and Taxation Code and applies to stays of
30 days or fewer in hotels. TOT is set as a percentage of the hotel room rate, and it is collected
by the owners and operators of hotels and motels. Just ten (10) years ago this was a modest
revenue source to the City, however, with the area growth in travel and business, it has now
become of increasing significance. As a result, the City regularly audits hotels for TOT
compliance. The TOT rate in Rancho Cucamonga is 10%, which is less than some of our
surrounding and competing jurisdictions.
The City estimates it will collect $4.6 million in TOT for FY 2019/20, which is just $107,610 more,
or 2.39% more than in FY 2018/19. By comparison the prior year saw a nearly $770,000 growth
in TOT with some $330,000 in growth the year before (FY 2017/18) and another $760,000 growth
in FY 2016/17. With most hotels in the Rancho Cucamonga and Ontario area being limited
service, lower -end full service, or extended stay, the City is looking to diversify and differentiate
its hotel offerings with a new Hilton Tapestry luxury hotel getting ready to begin construction at
Base Line and Day Creek. Similar efforts are being focused on attracting full service and luxury
hotels at other locations in the City.
Fiscal Year 2019/2o Adopted Budget Page 45
$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
Transient Occupancy Taxes
$1,500,000
$1,000,000
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Business License and Development Fees are the final two revenues which make up the City's
top seven General Fund revenues. Business License revenue is a tax on the privilege of engaging
in business in the local city. It is authorized by the California Constitution and collected by well
over 90% of all local agencies. Business License revenues are estimated to be $2.7 million for
FY 2019/20, essentially flat as compared to FY 2018/19. This reflects the generally built out
nature of the City with limited new businesses opening each year.
$2,950,000
$2,800,000
$2,650,000
$2,500,000
$2,350,000
$2,200,000
$2,050,000
$1,900,000
$1,750,000
Business Licenses
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Similarly, Development Fees are relatively consistent with the prior year, coming in at an
estimated $4.1 million as compared to $3.8 million in the prior year.
Fiscal Year 2019/2o Adopted Budget Page 46
$5,500,000
$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000 -
$2,500,000
$2,000,000 - -
$1,500,000 -
Development Fees
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Interestingly, you can see that these fees have still not returned to the level they were in FY
2007/08, the last full year before the Great Recession. That is even after being adjusted for
inflation and cost increases. Again, this reflects the fact that the City is increasingly built out and
while we are reviewing ever more complex projects (typical of an infill community), we are
reviewing smaller and smaller numbers of those projects. Rancho Cucamonga's large growth
and development days are clearly behind us, still visible in the rearview mirror, but shrinking
quickly as we move into the 21St century.
Overall, the City's revenue growth is typical of a largely built out community. What is not
necessarily typical of many built out, older communities, is the following:
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
Reduction in Usage of Reserves - City General Fund
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■ Economic Circumstances Rsry > Interest from Fund 025
Insurance Reimb from Fund 025
"The business schools reward difficult complex behavior more than simple behavior, but
simple behavior is more effective." Warren Buffett
Fiscal Year 2019/2o Adopted Budget Page 47
This is because the City, led by conservative fiscal stewards on the City Council, has a long-
standing commitment to living within its means. The City typically only uses its reserves during
fiscal downturns, as a cushion to prevent large swings in services. Once the Great Recession
was over, the City promptly weaned itself off of reserves and has not used them for nearly seven
years now. Reflecting this conservative fiscal approach, when the City approached Standard &
Poors in the fall of 2018 about a credit rating for the bond sale for the Rancho Cucamonga Fiber
Optic Network, Standard & Poors UPGRADED the City's credit rating from AA- to AA+. This is
the second highest credit rating possible, exceeded only by AAA, which very few cities in
California actually have.
Overall, the City of Rancho Cucamonga General Fund remains healthy. With the loss of
Redevelopment, and the loss of $197,000,000 in reserves that it had brought to Rancho
Cucamonga, the City was forced to begin saving General Fund dollars for significant capital
repairs and improvements, including equipment replacement. In many cities, without a history of
saving and setting aside reserve funding, infrastructure or capital competes with the personnel
and services for limited general funds, or it is entirely dependent on grants or outside funds.
Rancho Cucamonga has a history of setting aside funds in the reserves to cover these needs,
and, as the chart below indicates, the City continues to practice that prudent approach to fiscal
management:
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
2019/20
$1,175,000
Similarly, this year the City is bumping up its vehicle and equipment depreciation by $230,000,
from $300,000 last year to $530,000 in FY 2019/20. Another $162,640 is going into computer
equipment depreciation, which is an 38.6% increase from FY 2018/19. These efforts, along with
other cost savings measures such as the street light purchase and LED conversion or the Solar
RC Expansion Project, will continue as the City prepares for the future. We do these things
because we know that another downturn is coming, and those who save for winter, make it
through the winter. Those that do not, often never see another spring.
"Someone's sitting in the shade today because someone planted a tree a long time ago."
Warren Buffett
Library
"Bad libraries build collections, good libraries build services, great libraries build
communities." R. David Lankes
On April 23, 2013, the Rancho Cucamonga Public Library was awarded the National Medal for
Museum and Library Service, the nation's highest honor than can be bestowed upon a library or
museum. As a relatively new library, the City, upon first separating from the county system,
Fiscal Year 2019/2o Adopted Budget Page 48
focused on flexibility in programs and services to the community. With an entrepreneurial and
innovative staff, the Library has continued to grow and thrive. Programs for after school tutoring,
adult literacy, cultural arts nights and the Play and Learn Island interactive manipulative exhibits
that help children grow and improve their hand -eye coordination and small motor skills, are just
some of the highlights. This focus on community driven services was recognized by the Institute
of Museum and Library Services when it awarded Rancho Cucamonga the gold medal in 2013.
Now, just six years later and under the direction of a new and even more innovative Library
Director, the Rancho Cucamonga Public Library (RCPL) has continued to grow and thrive.
For FY 2019/20, the budget has grown by several hundred thousand dollars to just under $5.8
million, as noted in the chart below:
Changes in Operating Budget - Library Fund
$6,000,000
$5,500,000
$5,000,000
$4,500,000
$4,000,000 -- -
$3,500,000
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Despite
Despite this increase, RCPL continues to manage its fiscal house with appropriate oversight, not
using reserves for regular operating costs whenever possible. Reserves are typically utilized for
capital or other one-time costs.
Usage of Library Reserves
$250,000
$200,000
$150,000
$100,000
$50,000
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Fiscal Year 2019/2o Adopted Budget Page 49
This is critical because RCPL is primarily property tax funded, a stable revenue but one not
generally subject to large upward swings in an infill community. This prudent approach is
important because the Library is working on its Second Story, both literally and figuratively. In
early 2017, tenant improvements to the second floor of the Biane Library at Victoria Gardens were
completed. The space now features an Art Studio, STEM Lab, Workshop, Kitchenette and an
Open Exhibit area that are all ready for people of all ages to learn through play and hands-on
experiences. Some of the exciting offerings are listed at www.citvofrc.us/citvhall/Iib/2nd story
and more are coming soon. The space is available for rentals, including private meetings,
celebrations and corporate events. Ultimately, the Open Exhibit Area will be fully improved into
an interactive children's learning environment where children of all ages can grow and learn and
challenge their imagination and creativity in a literature themed series of continuously changing
interactive exhibits like nothing else in California. The ultimate goal: a second IMLS Gold Medal
this time as a children's museum. Because great libraries build communities.
Fire District
"You need to plan the way a fire department plans: it cannot anticipate where the next fire will
be, so it has to shape an energetic and efficient team that is capable of responding to the
unanticipated as well as to any ordinary event. "Andy Grove
Fifty-seven years before the incorporation of the City, the community of Alta Loma first grappled
with fire protection issues in the early 1920's. Just a few decades later so too did the community
of Cucamonga. Ultimately, the Alta Loma and Cucamonga Fire Departments merged in 1975 to
form the Foothill Fire District, a separate entity from the city. In 1989, the District gave up its
independence, becoming a self -governed subsidiary district of the City of Rancho Cucamonga in
which the City Council sits as the ex -officio Board of Directors of the District. Generally, the
District covers the same land area as the City, although it extends all the way to the National
Forest, whereas, the City's incorporated boundaries presently do not.
The Fire District budget for FY 2019/20 continues to increase, growing from $35.8 million last
fiscal year to $37.1 million this fiscal year, a 3.7% increase.
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 2019/2o Adopted Budget Page 50
Operating cost increases are generally driven by increases in labor costs and medical/retirement
benefits. Major revenue sources include property tax (71.2%) as well as assessment revenues
from CFD 85-1 (16.1%) and CFD 88-1 (1.2%). The budget is structurally balanced, with only a
minimal amount of reserves being utilized by CFD 85-1, and the Fire District is fiscally in generally
good health.
City of RCFPD Fire General Fund
The California Municipal Financial Health Diagnostic
Financial Health Indicators - Summary Checklist
Indicator
Ratin
Net pera Ing deficit / surplus. There are no recurring genera
fund operating deficits. General revenues are sufficient to meet the net general
Healthy
revenue demand
2. Fund balance. Reserves are sufficient over multiple consecutive years and in
Healthy
compliance with adopted policy
`3.
Capital Asset Condition. The county is keeping pace with the aging of its
Healthy
capital assets
N
t0
4. Liquidity. Cash and short-term investments are sufiieicent to cover current
Health y
liabilities (including short-term debt and accounts payable within 60 days)
S. 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 qrowth
6. General fund subsidies of other funds. Any general fund subsidies other
Healthy
enterprises or special funds are sustainable and in compliance with adopted policy
7. Constraints on budgetary discretion. The board of supervisors' authority
Healthy
to make budget changes is not excessively constrained by charter contract or law
8. Balancing the budget with temporary funds. The use of reserves
selling assets. deferring asset maintenance to balance the general fund has been
Healthy
limited prudent and in compliance with adopted policy
9. Balancing the budget with borrowing. The use of short-term borrowing
N
internal borrowing or transfers from special funds to balance the general fund has
Healthy
0
been limited prudent and in compliance with adopted policy.
r
10. Balancing the budget by deferring employee compensation costs.
U
Pension liabilities and other non -salary benefits have been determined disclosed
Healthy
and actuarially funded in compliance with adopted policy
C
N
11. Balancing the budget with backloaded debt service payments. Deb:
Healthy
service payments have not been backloaded into future years
Ti
a
12. Funding operating costs with non-recurring revenues. ongoing
operating costs are being funded with ongoing rather than temporary revenues (e g
Healthy
from development etc
13. Timeliness and accuracy of financial reports. Financial Reports are
bung filed on time (CAFR, Annual Audit State Controller s Financial Transactions
Healthy
Report)
14. Service level solvency. Public service levels meet the standards and needs
Healthy
in this community
As noted earlier, not only are fees for fire inspections being waived again for the seventh
consecutive year, a moderate reduction in fees for CFD 88-1 is proposed to bring revenues in line
with CFD 85-1 (which is also proposed for an eighth straight year with no fee increase).
Meanwhile, after the successful opening in 2018 of the Rancho Cucamonga All Risk Public Safety
Training Facility on Jersey Avenue, which is a 46,000 square feet police and fire training facility
with structures simulating industrial, high-rise, single and multi -family residential facilities, the
District is now partnering again with the Rancho Cucamonga Police Department on a west -side
Public Safety Center at Vineyard Avenue and San Bernardino Road. This new facility will relocate
the existing San Bernardino Road Station, old and under -sized, to a more optimal (for response
time) westerly location that includes a fully functioning and manned west end Sheriff's substation
including new and enlarged evidence storage and equipment storage facilities for the Police
Department.
Fiscal Year 2019/2o Adopted Budget Page 51
Special Districts
"Insanity is doing the same thing over and over again and expecting different results. "
Albert Einstein
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 and storm
drains, or new parks and trails, or other public improvements, virtually all new development in the
City was part of one or more special tax districts. These Mello -Roos tax districts help pay to
develop the infrastructure in the community surrounding a home so the burden does not fall on
existing taxpayers.
Most of these districts were created prior to Proposition 218 in 1996 and have no index to adjust
for rising costs. Prior to Prop 218, the City Council would review and adjust each district's budget
annually to keep pace with rising costs like electricity, water and contract labor costs. Once Prop
218 passed, any increases in rates now had to be approved by the property owners within the
districts. As long as these districts kept growing, they were stable because of the influx of new
revenues from new properties. As the growth ended, and the improvements matured to the point
that regular maintenance was needed, that fiscal stability became challenged. Following the
City's long-standing policy of living within its means, services were adjusted to match revenues.
Eventually, plans were developed to address the fiscal challenges and, in many cases (LMD 2,
LMD 4, LMD 6), property owners voted to approve new updated assessment rates that keep pace
with rising costs.
This was not the case in all districts as PD 85 and LMD 1 on the west side of town, paying an
average rate of $30 per parcel since 1985, voted down an increase to $90 per year by a nearly
3:1 margin. As a result, the west side city parks and trails, primarily in Council Districts 1 and 2,
are balanced on mid 1980's dollars at 2019 costs for water, electricity and contract labor services.
In the mid to late 1980's, for example, gasoline was between $1.00 and $1.50 per gallon versus
3-4 times higher today. A new vehicle was between $4,000 and $16,000 versus 2-4 times higher
today. Minimum wage was in the $3.00 - $4.00 per hour range versus 3-4 times higher today.
The implications are obvious, either the City's General Fund subsidizes the difference (and
thereby has less resources for public safety, public works and senior and community services) or
services are reduced accordingly. In this case, the City Council, representing the entire
population of Rancho Cucamonga, and not just those two specific areas, has chosen to lower
maintenance levels and minimize capital replacement until a new revenue source becomes
available.
The City provides a General Benefit equivalent payment to PD 85 and LMD 1, using the same
methodology as was used on the east side parks and landscape districts, which ensures absolute
equity. The percent of General Fund contribution (approximately 11 %) 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 $715,310 in FY 2019/20 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), LMD 1 (8 parks and various green spaces/trails),
and SLD 2 (local street lights). 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
Fiscal Year 2019/2o Adopted Budget Page 52
• 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 reviews 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 three 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.
SPECIAL DISTRICTS WITH RATE ADJUSTMENT MECHANISM
District
Recommendation
Change (%)
Maximum
Assessment
Recommended
Assessment
LIVID 2
Keep Flat
0.00%
$ 518.98
$ 503.80
LIVID 4-R
Keep Flat
0.00%
$ 457.96
$ 397.15
LIVID 6-11
Increase
3.00%
$ 438.75
$ 438.75
LIVID 9
Increase
31.70%
$ 596.80
$ 311.92
LIVID 10
Keep Flat
0.00%
$ 904.44
$ 736.62
CFD 2000-03B
Increase
6.00%
$ 1,387.73
$ 1,387.73
Department Budget Highlights
Public Safety Services and City Management
Police Department
The Police Department is committed to providing the best law enforcement services possible to
help keep the City of Rancho Cucamonga among the safest cities in the state.
The Department remains committed to working with our local schools to provide safe learning
environments. The station currently has six (6) School Resource Officers (SRO). Four (4) are
dedicated to the four (4) high schools and the remaining two (2) are dedicated to the middle and
elementary schools. One (1) of these SRO positions is new to the city and allows the high schools
to maintain a dedicated SRO nearly full time.
Fiscal Year 2019/2o Adopted Budget Page 53
Our Crime Prevention Unit has hosted events to educate and mentor young kids and pre -teens.
One of these programs is the B.R.A.V.E program. B.R.A.V.E stands for Be Brave, Be Ready, Be
Aware, Be Victorious and Be Empowered. B.R.A.V.E was developed by the Joyful Child
Foundation in Memory of Samantha Runion. It is a self-defense program for kids aged 5-12. The
skills are basic but coupled with education and prevention. It has been successful and well
received by the public. It also includes a workshop for parents. Topics include predatory
behaviors, reducing vulnerabilities and the grooming of children.
Another program is T.H.A.T. which stands for Teen Human -trafficking Awareness Talk. Human
trafficking has become a nationwide epidemic. Before it gets any bigger or any closer, the Crime
Prevention Unit sets out to develop and deliver programs that educate our community with
prevention strategies.
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
to decrease crimes associated with the homeless
population. This past year, the Department also added a
Deputy to the Solution Oriented Policing (SOP) Quality of
Life Team to work as a homeless resource officer focusing
solely on homelessness, trespassing and vagrancy issues.
Additionally, the SOP team continues to provide "harden the
target" training to the community in relation to active shooter
events. This is done by providing free training to members
of the community, school districts and city employees.
The Automated License Plate Reader (ALPR) program
continues to produce great results for the City. The program's goal is to capture data on wanted
vehicles allowing Deputies to locate those vehicles in the field before they can be used to commit
additional crimes. Between May 1, 2018 and April 30, 2019, the ALPR cameras captured 304
readings. Of those readings, 84 hits resulted in criminal reports, i.e., stolen vehicle, wanted vehicle
related to a crime, missing person, etc.
The Department also utilizes a Public Safety Video Network (PSVN) as a force multiplier for the
City. PSVN cameras have been added at locations throughout the City that are heavily visited by
citizens. Additionally, they've also been added to several intersections near the Victoria Gardens
and at some intersections along Foothill Boulevard, a main thoroughfare in the City.
PSVN cameras at these locations allow the Department to view many situations and give direction
to responding Deputies as to the location of suspects and/or other vital details captured on the
camera. The PSVN cameras have proven helpful in capturing suspect descriptions and vehicle
information. For example, this past year, Central Park was burglarized for several gardening tools.
Investigators used information captured on the PSVN cameras, in conjunction with the ALPR
cameras, to identify the suspect. Thanks to both the PSVN and ALPR cameras, the suspect was
arrested, and the equipment was recovered.
FY 2019/20 Budget Highlights
• Currently, the Department operates out of the main station in the Civic Center along with a
satellite office at Victoria Gardens Regional Shopping Center. However, the West Side Public
Safety Facility will break ground in 2019, which will house both Fire District and Police staff.
This facility will greatly improve customer service for residents along the western side of the
city. It will also allow deployment into the field directly from the facility to handle calls for
Fiscal Year 2019/2o Adopted Budget Page 54
service. The Department will continue to plan for the eventual staffing and equipping of the
new station during FY 2019/20.
The Department will continue interaction with the homeless and transient population to limit
quality of life crimes such as littering, loitering and panhandling. The Solution Oriented Police
team works with the San Bernardino County Sheriff's HOPE team and attends training classes
to stay up to date with rehabilitation programs available to the homeless.
• The Crime Prevention Unit will continue to host events educating the public on Human
Trafficking, teen self-defense and internet safety, Every 15 Minutes DUI education program,
Citizen Advisory Meetings and the National Night Out event.
• Building on the past success of the ALPR program, the Department will add additional ALPR
cameras to the intersections of:
➢ Haven Avenue and 19th Street
➢ Base Line Road and Carnelian Street
➢ Day Creek Boulevard and Highland Avenue
Fire District
The Fire 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.
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, technical rescue and tactical response. 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 Fire District will continue to foster a high level of readiness through the development and
training of a diverse workforce in an effort to enhance the all-risk emergency and non -emergency
services we provide. Best practices and cutting-edge innovations while leveraging partnerships,
resources, data and technology will also be utilized to maximize the value in the delivery of our
services. In 2018, the District responded to 16,652 incidents.
Fiscal Year 2019/2o Adopted Budget Page 55
FY 2019/20 Budget Highlights
In collaboration with Team RC, the Fire District will
continue the construction of the new West Side Public
Safety Facility, which includes 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 Fire District will complete the Banyan Fire Station 175 water conservation landscaping
project, along with ADA compliant hardscape repairs and improvements. This project aligns
with our sustainability efforts to conserve natural resources.
• In an effort to increase public response and our ability to provide critical information to the
community, the Fire District will procure a mass notification system that will allow alerts to be
sent to the public and internally to City employees during emergencies and disasters.
The Fire District will replace the 1997 Type 1 Heavy Rescue apparatus. This apparatus
supports the Technical Rescue Team and is a self-sufficient apparatus that can transport
personnel and its equipment to the scene of Urban Search and Rescue (US&R) incidents
such as earthquakes, extrications, trench collapse, confined space rescue and advanced high
angle rope rescue. The apparatus can power its own equipment and lighting, as well as
provide air and hydraulic supply for the variety of lifting, cutting and breaking tools and
equipment. It must carry the minimum equipment required by CAL OES for Type 1 Heavy
Level Rescue.
The Fire District will complement our HAZMAT unit with Type 2 equipment to provide a
premier service and value to the residents and businesses of Rancho Cucamonga. Type 2
equipment is defined to handle "known and unknown chemicals," which will provide a cost-
effective platform to mitigate potential demands for service caused by industrial/commercial
businesses, hazardous material transport on our freeways, and day-to-day household
emergencies.
• The Fire District continues to fund proposed operations and capital projects, while holding or
reducing Community Facilities District (CFD) assessment levels.
• For the seventh (7th) consecutive year, Fire Prevention Permit and Inspection Fees continue
to be suspended.
• The Fire District proposes funding one (1) full-time Lead Maintenance Worker to oversee staff,
schedule preventive maintenance, assist in management of maintenance contracts, and other
day-to-day operations of Fire District facilities. This additional oversight will ensure that these
programs are kept up-to-date and the facilities are maintained in a safe and efficient manner.
Fiscal Year 2019/2o Adopted Budget Page 56
During FY 2019/20, staff will evaluate the need to
reinstate four (4) person staffing on the ladder trucks. Fire
companies whose primary functions are to perform the
variety of essential support services at fire and
specialized rescue incidents, such as forcible entry, auto
extrication, ventilation, search and rescue, aerial
operation for water delivery and rescue, utility control,
illumination, overhaul and salvage work, are known as
ladder or truck companies. Fire District ladder trucks
respond to all major incidents in the community,
especially incidents requiring additional personnel and specialized equipment to support
incident operations. These labor-intensive operations are best managed with a supervisor
(Captain) and three (3) other personnel, which is consistent with NFPA 1710 and the National
Institute of Standards and Technology.
To reduce the wildfire hazard and reduce the risk of an urban conflagration resulting from a
wildfire, similar to what has been experienced by several communities throughout California,
the Fire District will complete a feasibility study to determine if there exists an opportunity for
a one-time, comprehensive weed and fire hazard abatement project on the private equestrian
trail easements throughout the City. This study will gauge community interest in such a
program, estimate costs, identify potential funding resources for the project, and explore
opportunities to partner with other agencies such as Cal Fire and Work Release programs. If
approved, the project will include a community outreach element intended to increase the
awareness of trail maintenance responsibility, especially among residents who are new to
Rancho Cucamonga and unfamiliar with the trail system amenity.
Active shooter threats continue to affect society. Over the last 16 years, Rancho Cucamonga
police and fire personnel have facilitated 154 dynamic training sessions to more than 7,500
first responders throughout the region. The training grew into a whole -community approach,
which has collectively trained over 25,000 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 Fire District will continue to expand workforce and community -wide
training in how to react to an active shooter or purposeful mass injury incident. This
comprehensive public safety and community resiliency program helps "harden the target" and
makes our community more impenetrable to terrorist acts.
"When we listen and celebrate what is both common and different, we become a
wiser, more inclusive, and better organization."- Pat Wadors, Head of HR at
Linkedln
According to Human Resource professionals, when organizations focus equally on diversity
and inclusion they will start to see results from a performance standpoint, from a business
promotion standpoint and from an employee engagement standpoint. As reported by the
Forbes Coaches Council, "It's been proven that when a team includes people of different
genders, ethnicities, cultural backgrounds, etc., it produces more creative, innovative and
effective results. That's because diverse groups offer a wider range of experiences, and don't
simply parrot back the same old ideas produced by people of similar backgrounds. But,
diversity doesn't just happen on its own: organizations need to actively seek and recruit
candidates from a variety of backgrounds to ensure they're not inadvertently creating a
homogenous workforce." The Fire District, in collaboration with the City of Rancho
Cucamonga and community stakeholders, will engage with current and future employees to
recruit and hire a diverse workforce, fulfilling our mission to provide emergency and non-
emergency services to the residents of our City.
Fiscal Year 2019/2o Adopted Budget Page 57
Animal Care and Services
"Such short little lives our pets have to spend with us, and they spend most of it waiting for us to
come home each day." John Grogan
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 6,000 calls for service
related to stray animals, rescues, and animal welfare. Last
year, 91% of all the dogs and cats that we cared for were
placed into new homes, with rescue partners or were
reunited with their owners.
Some of the Department's responsibilities include bringing pets and people together through pet
adoptions, animal retention programs, community outreach as well as developing enrichment
programs to keep our homeless pets healthy and happy as they wait for their forever homes. The
Department is also charged with the responsibility of investigating cases of animal abuse and
neglect and protecting the public's health and safety through enforcement of animal laws,
responding to calls of stray and aggressive animals and enforcing animal licensing and a rabies
control program. By working together, our mission will become a reality.
FY 2019/20 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, veterinary and neonatal Kitten Nursery programs are
supplemented by the Animal Care Foundation's fundraising
efforts. The additional donations enable the Center to provide
specialized surgeries, such as orthopedics, and purchase
additional supplies to increase the number of pets adopted into
new homes.
• The Field Services division continues to budget for proper tools,
equipment and continued education to ensure a prompt and
professional response to animal related community concerns and
natural disasters.
• The Animal Services Department continues to increase the
number of outreach and community events attended each year.
The Center is also enhancing its community involvement, specifically the Pet Cadet program,
where youth between the ages of 12 and 18 can volunteer with a parent or guardian.
• Utilizing the City's Vehicle and Equipment Replacement Fund, the Center will be purchasing
additional dental equipment to complement what was purchased in the prior year for
medium/large animals. The additional plate will allow for the Department to work on small
animals as well.
• Additionally, funding will be provided for the purchase of a second Autoclave for use in the
surgery center to sterilize all surgical equipment. The second machine will allow staff to
alternate between the two machines, thus extending the life of both machines.
Fiscal Year 2019/2o Adopted Budget Page 58
City Management/Community Improvement
"To add value to others, one must first value others." John Maxwell
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 (CMO) supports a number of interdepartmental initiatives including
Community Affairs, Community Improvement, Healthy RC, Legislative Affairs, and Performance
Management through data -based decision making.
FY 2019/20 Budget Highlights
Community Affairs — Continue implementation of the Strategic Communications Plan,
including small shifts in the City's traditional branding. Also, working with the Department of
Innovation and Technology, the Community Affairs Network will be launching a brand-new
City website in the third quarter of 2019.
Community Improvement — Continue efforts to proactively
CA nd vacant structures, including , trail issuesabandoned
vehicles, and other neighborhood concerns.
Mental Health — Healthy RC will continue to host
Mental Health Symposiums focusing on topics that are
relevant to the community's interests related to mental
health and coping skills. The Mental Health
Subcommittee will continue to meet and work towards
creating effective strategies to help those in our
community of all ages break the stigma of mental health.
respond to nuisance properties
• Youth Engagement & Development— Healthy RC in conjunction with Community Services
and the Library will host the 3rd Annual Healthy RC Youth Summit and continues to engage
youth through the Healthy RC Youth Leaders Program.
• Data and Performance — The City Manager's Office is currently working with all Departments
to collect data and develop metrics for future Open Performance Data dashboards. This
includes data collection efforts for the Thoroughbred Holiday Lights event which occurs each
December. To continue to understand the effects of drive-thru only restrictions, data related
to vehicle counts, pedestrian counts, and drive-thru time will be collected in December 2019.
School Partnerships — The Community Schools Model has been a great success and staff
will continue to work with Los Amigos Elementary as well as begin efforts with other schools
to promote and enhance student success and improve family quality of life. The Healthy RC
Safe Routes to School program will also continue to support the development of school
specific programs that will encourage students to walk and roll to """jj�!�
and from school.Poo •• M®
• Sustainability — The CMO team will continue efforts to increase
community and municipal energy efficiency and resilience as our
climate continues to change. Efforts include the continuation of the
GRID Alternatives solar installation program partnership, an
Fiscal Year 2019/2o Adopted Budget Page 59
analysis of electric vehicle charging stations, and inventories of both community and city
greenhouse gases.
• Transportation – The CMO team will be working to develop a pilot transportation assistance
program to aid those in our community that have difficulty accessing reliable and sensible
transportation. The City will be looking into partnering with Transportation Network
Companies like Uber or Lyft to provide rides at discounted prices for individuals in need.
Community and Cultural Services
Library Services
"Libraries store the energy that fuels the imagination. They open up windows to the world and
inspire us to explore and achieve and contribute to improving our quality of life. Libraries change
lives for the better."—Sidney Sheldon
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.
The Library Services Department provides services and programs from two facilities: the Paul A.
Biane Library and the Archibald Library. The Department is comprised of eight divisions:
Administration, Circulation Services, Adult Services, Children's Services, Literacy, Bookmobile
Services, Technology Services, and Second Story and Beyond.
Each year the libraries are visited by over half a million users, borrowing more than 800,000 items.
The libraries' public access computers are accessed more than 70,000 times throughout the year.
Annually, more than 20,000 children attend storytime sessions where the Library's early childhood
development experts help its youngest visitors expand their vocabularies, gain experience in
social settings and develop a love of reading.
Throughout the year the Library hosts multiple large-scale
events creating opportunities for families to come together to
celebrate culture, art and literacy. Special events include:
Asian Pacific Islander Night, Black History Night, Hispanic
Heritage Night, Read Across Rancho and the Library's
annual signature event—Star Wars Reads, which attracts
close to 4,000 regional visitors in May.
In addition to traditional public library services, the Library
Services Department provides Passport Services to over
5,000 area residents throughout the year.
The Library also offers outreach services, featuring
bT,Bookmobile Services to children and delivery services to
homebound residents. A full-service Virtual Library provides
24/7 access to eBooks, research databases, online
homework tutoring, language learning software and local
history information. Sensory storytimes offer programs
targeted specifically to special needs patrons and their families.
Fiscal Year 2019/2o Adopted Budget Page 60
FY 2019/20 Budget Highlights
Bookmobile Refresh—The Bookmobile will be receiving an interior refresh as most of its
interior components are cleaned or replaced, including
Bookmobile's book collection will also be enhanced
with additional titles, and circulation workflows will be
improved when the entire book collection is converted
to the RFID tagging system currently used by the
City's other library facilities. The goal of the project is
to provide an improved physical space, more copies
of "in demand" titles, and shorter wait times at the
check-out counter.
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• Second Story and Beyond Further development of the Second Story and Beyond
interactive discovery space will take place as Library staff work with a consultant to engage
the services of a premier museum exhibits designer.
• Integrated Library System (ILS)—Library Staff will be researching and evaluating the
Integrated Library Systems market to upgrade or replace the Library's ILS. The existing ILS
manages several key aspects of the Library's Circulation Services division including:
circulating library materials, sending automated email notices and hosting the online catalog
interface.
• Little Free Libraries—The Library will continue to champion this international grassroots
initiative by offering hands-on opportunities for community members to build their own Little
Free Library through classes with Second Story and Beyond. Additional City sponsored and
maintained Little Free Library units will be placed in underserved areas of the City.
• Increased Materials Collection—All formats of the materials collection will be expanded with
new and updated titles ensuring an informative, contemporary, relevant and appealing
collection overall.
Community Services
"We make a living by what we get, but we make a life by what we give." Winston Churchill
The Community Services Department's mission is to
serve the community by creating opportunities to
play, celebrate, connect, explore, and be entertained
through quality programs, safe parks, and well-
maintained facilities. The Department coordinates
programs and services through seven divisions:
Administration, Youth and Adult Sports, Youth and
Family Programs, Special Events, Cultural
Arts/Playhouse Operations, Senior Services, and
Human Services. The Department also oversees
park development activities including the planning,
design, and renovation of parks and facilities, as well
as advocating for open space, thus helping to enhance the quality of life for individuals of all ages.
There are more than 30 parks in the City, all of which are heavily used for organized youth and
adult sports, picnics, and general recreational purposes. The parks provide a variety of amenities
including picnic areas, park shelters, playgrounds and tot lots, exercise courses, sports fields,
equestrian features, volleyball courts, basketball courts, tennis courts, and trailheads.
Fiscal Year 2019/2o Adopted Budget Page 61
Each year, thousands of community members benefit from participating in
the Community Services Department's many recreational and social
programs. These programs include Playschool, Teen Center programs,
youth activities, recreational classes for all ages, trips and excursions,
sports programs, and senior citizen services. Through partnerships and
collaborations, the Department is also proud to offer a variety of
recreational and social opportunities for community members with
developmental, learning, and physical disabilities.
A wide array of family -friendly special events is also held throughout the
year, all aimed at promoting art, entertainment, and cultural interests for
the members of our community. These special events include the July 4th
Fireworks Spectacular, Concerts in the Park, three seasons of Movies in
the Park, Founder's Day Community Parade, and the new Fitspo: Fitness and Sports Expo event.
The Lewis Family Playhouse at the Victoria
Gardens Cultural Center offers an energetic,
vibrant space dedicated to igniting
imaginations, fostering an appreciation for the
arts and celebrating life's moments. It
provides unique opportunities for the
community to experience and enjoy
professional theatre, young audience
productions, cultural programs and family
entertainment, along with exciting guest artist
performances, music and dance concerts, comedy shows, national touring productions, and top
headline artists. The site also provides a great backdrop and location for a wide array of private
rentals.
The Department assists many non-profit social service groups in their mission to provide aid to
our community through partnership efforts and facility usage. As a result of these partnerships,
the RC Family Resource Center provides a one-stop shop for the community's social service
needs. In addition, the center hosts private rentals and is actively adding a variety of contract
classes to benefit the community.
FY 2019/20 Budget Highlights
Program and Service Ana/yzation — The Department will continue analyzing, streamlining,
and restructuring programs and services to ensure that it continues to provide residents
opportunities for healthy lifestyles, personal growth, and a sense of community.
Cultural Center Courtyard Redesign — After a series of
meetings between CSD Management, Playhouse Staff, and
Library Staff, a design kick-off meeting and site walk was held
between City Staff and the design consultant. The project is
moving forward with a site survey and civil drawings to be
used by the consultant as a starting point for their design and
construction plans.
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
expedite any future funded projects by making it possible to pert
70 acres will help to
orm smaller, more
Fiscal Year 2019/2o Adopted Budget Page 62
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. The City is moving forward with
an environmental consultant and has an anticipated study completion date of late fall to early
winter of FY 2019/20.
• Etiwanda Creek Park Expansion — The City will continue the design and plan review for the
next phase of Etiwanda Creek Park development, expected to begin in early 2020. This
project involves the initial design of the park expansion, which may include additional
athletic/recreation multi -use fields, tennis courts, a dog park, and additional parking. Required
environmental and biological studies will also be completed as part of the design.
Camp Cucamonga — The Youth and Family
Division will continue the successful Camp
Cucamonga program incorporating new and
exciting programs, including a new class for 4.5
to 5 -year-old children and a 4 -month payment
plan option. Camp staff provide hands-on,
innovative, fun activities that keep campers
engaged all summer long! Youth and teen
campers hit "The Great Outdoors" as they participate in unique summer adventures including
an all -day camp offering traditional summer camp activities including hiking, fishing, building
forts, exploring nature, songs, skits, group competitions, icky sticky slimy stuff, arts and crafts,
games, food projects, archery and non-stop outdoor fun!
RC Sports Center— Construction of the new RC Sports Center was completed in summer
2018. Built as part of the Epicenter Sports Complex, it features three indoor high school
regulation size basketball courts that convert to volleyball courts; a concession area with cafe
seating; a multi-purpose room used for team meetings and award ceremonies; staff area; and
three outdoor covered basketball courts. Programming at the Sports Center now includes
youth and adult basketball, youth volleyball, pee wee basketball, court rentals, party packages
and drop-in play. The Sports Center has seen an increase in adult basketball registration and
is also attracting an increasing number of unique rentals, including professional boxing events,
cultural celebrations, and new sports clinics.
Concerts in the Park — The Department has expanded the annual Summer Concerts in the
Parks series at Red Hill Community Park to provide additional fun for the entire family during
the months of June to August. The series has increased to feature six bands of various
genres, as well as a beer garden for adults 21 and over to enjoy while listening to the music.
A variety of food vendors, activities, and the mid -show raffle complete this annual community
event.
City Clerk Services
"The price of greatness is responsibility." Winston Churchill
The City Clerk Services 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. The Department assists with a number of important activities, including accurately preparing
and processing agendas; administering the Citywide records management program, including
records storage and destruction; and coordinating City elections, including the filing of Candidate
Disclosure Statements and Statements of Economic Interests, as required by law.
Fiscal Year 2019/2o Adopted Budget Page 63
FY 2019/20 Budget Highlights
• The Department will 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.
• As part of our goal, the City Clerk's Office will strive to increase customer/citizen research
methodologies by providing access to public records within the City's document imaging
system via a Weblink Public Portal made available on the City's webpage.
• During FY 2019/20, the City Clerk's Office will also implement and coordinate with other City
departments, the City's new Records Management Manual involving records storage,
retrieval, retention, and destruction; and provide training on records management, including
electronic documents and scanning of documents, while ensuring compliance with city, state
and federal regulations.
• In an effort to improve access to public documents, the City Clerk's Office will provide a Public
Portal Access Link to Netfile, the City's online filing system for Campaign Statements, thereby
reducing paper and staff time and increasing transparency by making it easier for the public
to access campaign information through the City's website at any time.
Administrative Services
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 31 consecutive years, the Department has received the Government Finance
Officers Association's (GFOA) Certificate of Achievement for Excellence in 4�
Financial Reporting. This award recognizes excellence in financial
reporting by state and local governments and is the highest form of bb . CfHI-lee1 Achtw nl
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the last seven years, the Department has received the GFOA's "'' CfyufRa xhndcan,in6
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Distinguished Budget Presentation Award, which is the highest form C''°"
of recognition in governmental budgeting.
FY 2019/20 Finance Budget Highlights
In conjunction with the Department of Innovation & Technology (DoIT), facilitate the
implementation of the COGNOS Reporting module for the City's financial system. COGNOS
Reporting is a comprehensive reporting solution that allows staff to: generate reports that
conform to accepted industry or internal standards; develop reports that meet the City's needs
and save them as templates for repeated use; and control access to specific data elements
or collections of data by users or groups of users.
• The Accounts Payable Division will work to implement electronic routing of accounts payable
invoices for approval. This will help to reduce the amount of paperwork generated by the
division and facilitate electronic storage of the invoices and supporting documentation.
• The Department will continue to develop training opportunities for the City organization.
• Continue to facilitate economic studies for our community to guide key City decision makers.
Fiscal Year 2019/2o Adopted Budget Page 64
Human Resources/Risk Management
"When people talk, listen completely." Ernest Hemingway
The Human Resources Department oversees the City's Human Resources and Risk
Management functions. These functions include talent management (attract, develop, retain,
motivate and engage employees), citywide values (Culture — Team RC), benefits management,
employee transactions (classification and compensation), employee relations, labor relations,
organization and employee development, policies and procedures, risk management (safety,
general liability, subrogation, excess insurance), wellness, and workers compensation. The
mission of the Human Resources Department is to work collaboratively as a business partner with
all City departments to assist them in developing and maintaining a diverse high-quality workforce
that supports and fosters a dynamic, meaningful, customer oriented and safe environment for
Team RC members. We encourage all employees to look for innovative ways to improve the
efficiency and effectiveness of the City for optimal success. We support a continuous learning
environment for employees to help them achieve an enriching employee experience.
FY 2019/20 Budget Highlights
• The Department is completing the implementation of a Performance Management System to
improve the City's current performance evaluation and goal setting system. The new
Performance Management System will provide more effective and meaningful performance
evaluations for employees and the organization. Human Resources (HR) will slowly roll out
the program and provide continuous training to end users.
• The Department will be implementing a Learning Management System to improve the
delivery, management, tracking, and reporting of various employee trainings. The new system
will be designed to increase the development, productivity, safety, and retention of current
employees.
• The Department will continue to make revisions and manage the new onboarding program to
ensure a more meaningful onboarding experience. The Department will continue to provide
training to supervisors and managers on using the new onboarding software.
• During the new fiscal year, the Department will initiate innovative
advertising, sourcing, and applicant tracking tools to improve the
City's talent acquisition strategies. In addition, the Department will
continue to foster and facilitate employee development,
organizational development and succession planning through
innovative and cooperative programs and participate in community
events to improve outreach for recruitments.
• 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.
• The Department will continue to track and report information for the Affordable Care Act (ACA)
and/or deal with its repeal and replacement. The Department is also updating City policies
and procedures to ensure compliance with changing mandates and deadlines of the program.
• Efforts will continue to update City and Fire District policies to assure compliance with
California and Federal regulations.
• Overall, the Department will continue to improve the efficiency and effectiveness of HR
practices and procedures to better serve internal and external customers.
Fiscal Year 2019/2o Adopted Budget Page 65
Department of Innovation and Technology (DoIT)
Imagine City Hall as a Service. The ability to serve the community with or without the confines of
a physical City Hall. The ability to attract, hire and retain the best and brightest talent from around
the world without the need to relocate. This is the technology roadmap the Department of
Innovation and Technology proposes for the upcoming decade.
From 2010 to 2019, there has been a persistent and accelerating trend towards mobilization. With
the release of the iPhone in 2007, the world shifted from pre -digital to a fully digital society within
a few short years. With lower cost to entry and dramatically increased access, mobile internet has
become a dominant force over the past decade. This shift has changed expectations as well.
Consumers are increasingly seeking lack -of -friction over exceptional personal service. Ease is
the new watermark for services, and City Hall is no exception.
As the pace of change continues to accelerate with technology, the challenge for the near future
will be not to accurately predict what outcome will arrive, but to effectively prepare for a multitude
of outcomes arriving simultaneously. The classic strategy of "wait and see" for local government
provides more operational peril than financial security in the upcoming digital environment. The
new normal is flexibility, both at the service level for users and in the IT infrastructure the City
relies on to conduct the business of governance.
The Fiscal Year 2019/20 budget for DoIT focuses on investments that maximize the City's ability
to interact online with patrons and expands the efficiency of allowing employees to complete data
collection in the field and to work remotely, independent of the confines of City Hall.
FY 2019/20 Budget Highlights
• The Department will complete the City's backup data center project in cooperation with the
Rancho Cucamonga Fire Protection District to provide high -availability services capable of
continuing City operations uninterrupted in the event of a failure at either data center and rapid
disaster recovery for the City's digital estate.
• The Department will work in cooperation with the Rancho Cucamonga Municipal Utility to
expand municipal fiber optic network services to fire stations and other City facilities currently
utilizing leased network services to connect to the City's data network.
• Increased digital security measures will be put in place including implementation of enterprise
identity management, multi -factor authentication platforms, enhanced e-mail fraud detection,
and continued citywide user security training.
• The City's use of drones will be expanded to assist with development, construction inspection,
hazard mitigation, and public safety response. Drones have been used to examine building
inspection areas that are harder to reach or take a longer time to get to. They can also be
used to inspect larger areas and in a view from overhead where a capture of data can be
compared at multiple timeframes.
• Efforts that began during FY 2018/19 will continue as the Department updates all legacy
personal computers to Windows 10 operating system ahead of end -of -life for Windows 7 in
January 2020 and upgrades legacy servers to ensure continued security support from
Microsoft.
Fiscal Year 2019/2o Adopted Budget Page 66
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 2019/20 Procurement Budget Highlights
The Division will implement an electronic Request for Proposal ("RFP") Evaluation system.
An electronic RFP evaluation process simplifies the manual evaluation process by saving time
and generating a more confidential evaluation. Conducting evaluations directly through the
bid system streamlines the process for evaluators who will be able to review and evaluate the
RFP material from their computer in lieu of attending meetings. This ensures that the
evaluation process is conducted from an objective view and adds to the impartiality, equality
and transparency of the Procurement process as a whole.
The completion and implementation of the City's Federal Grant Procurement Policy as well
as the City's Procurement Manual are planned for the upcoming fiscal year.
Economic and Community Development Services
Engineering Services
"Management is doing things right, leadership is doing the right thing." Peter F. Drucker
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. The Department fulfills this goal through its four sections: Capital Project
Management; Environmental Programs; Land Development and Transportation; and the Rancho
Cucamonga Municipal Utility.
FY 2019/20 Budget Highlights
• This year, the Department will be preparing transportation thresholds, procedures, and
guidelines for implementation of SB743 requirements for the City along with taking a leading
role in the Countywide implementation.
• Construction of the first phase of the Advance Traffic Management System (ATMS) will
commence beginning with the Haven Avenue and Foothill Boulevard corridors. The second
phase will begin design and construction of ATMS along Milliken Avenue, 19th Street, and
Arrow Route.
• The upgrade of existing traffic signals to include Flashing Yellow Left Turn Arrows will occur
at four intersections along Day Creek Boulevard.
• Approximately 1,005,310 SF of pavement will be resurfaced on major roadways including
Highland Avenue from Archibald Avenue to Haven Avenue; Hermosa Avenue north of Banyan
Street; Banyan Avenue between Haven Avenue and Rochester Avenue; and Church Street
Fiscal Year 2019/20 Adopted Budget Page 67
from Haven Avenue to Milliken Avenue. In addition, approximately 2,782,300 SF of pavement
rehabilitation and slurry seal are planned on local residential streets citywide.
• During FY 2019/20, the Etiwanda Grade Separation Project will
complete the design phase and move into construction which is
anticipated to begin in June 2020 and be completed within 18
months. A preliminary rendering is shown.
• RCMU will continue to design and construct the build out of the
RC Fiber Network and in cooperation with Inyo Networks, the City's third -party retail provider,
expand the retail service base for high quality, high speed internet service within the RCMU
service area.
• A major update to the City's ADA Transition Plan will begin in early FY 2019/20 with the
assistance of a multi -departmental team, the assistance of the community, and a highly
qualified consultant team. This updated plan will aid in identifying and planning projects to
remove architectural barriers and continue to provide access to residents and visitors to City
facilities.
• Several programs will continue or commence that will aid in meeting the City's environmental
objectives as well as various regulatory requirements. Among these are building partnerships
with businesses, schools, and City facilities to establish organic recycling programs (A131826);
providing recycling bins to schools to increase recycling opportunities; development of an
implementation plan to reduce short-lived climate pollutants (SB1383); and completion of
Phase II of the On -Land Visual Trash Assessments (MS4 Permit).
Public Works Services
"Success is not final, failure is not fatal: it is the courage to continue that counts."
Winston Churchill
The Public Works Services Department maintains the City's
infrastructure including approximately 533 lane miles of roadway,
214 signal -controlled intersections/crossings (five additional
signals anticipated in FY 2019/20), comprehensive inventory of
trees, 31 parks, 14 City facilities and 8 Fire District facilities.
FY 2019/20 Budget Highlights
Minimum Wage: Minimum wage impacts continue to be
the largest reason for budget increases in the Public Works budget (approximately
$276,000 increase for FY 2019/20) due to the heavy dependence on contract labor-
intensive services such as janitorial, security guard, and landscape maintenance services.
Overseeding: In the active use area of the parks and sports fields, additional funds have
been added in Landscape Maintenance Districts (LMDs) 2, 4, and 10 to dethatch, aerate
and overseed turf areas that have compacted over the years and where re-establishing
turf has been a problem. This process will strengthen existing turf, help reduce soil
compaction, provide a denser playing surface, reduce water consumption by retaining
what's provided and protecting it from evaporation, and improve overall soil and turf health.
Staff will address these issues at Vintage Park, Windrows Park, Victoria Groves Park,
Kenyon Park, Coyote Canyon Park, Spruce Park, and Rancho Summit Park.
• Paseo Lighting Retrofits: While park lighting was addressed previously in LMD 2, this
year the focus will be on the repair, replacing, or upgrading of paseo lighting (including
Fiscal Year 2019/2o Adopted Budget Page 68
poles, wires, and underground connections) in various locations of LMD 2. These retrofits
are expected to result in a 30% reduction in electricity use as well as reduced maintenance
costs.
Water Costs/Water Audit: The City takes a holistic
approach to water management looking at the entire
landscape, not just the irrigation system, to identify water
conservation opportunities. One component of this program
is the performance of comprehensive water audits of
landscape sites. These audits evaluate current horticultural
practices, plant palettes, irrigation programs and the physical
condition of the landscape and irrigation system. The results
of these audits provide a guide for improving the landscape
while reducing overall water consumption.
Drought Tolerant Landscape Renovations: As part of the water saving effort, $800,000
has been set aside in LMDs 2 ($400,000) and 4R ($400,000) specifically for turf removals,
and we will continue to search for grants and rebates to help offset these expenses. The
work in LMD 2 will continue on Victoria Park Lane, just east of Day Creek Boulevard and
includes the removal of turf in parkways and tract inlets, along with converting existing
planter sections with low water use landscape plants and materials. Likewise, the work in
LMD 4R will be a continuation of previous turf removals and drought tolerant landscaping.
Work this year will be done mostly in parkways and paseos along Base Line Road east of
Haven Avenue. Additional work may be done on landscape sites within the
neighborhoods. The design was completed in FY 2018/19, and construction is scheduled
to commence in FY 2019/20.
Rubberized Playground Surface Replacement: The
rubberized surface that has been installed under the
playground equipment must meet impact requirements of the
National Playground Safety standards. This project will be for
the replacement of the deteriorating rubberized surfaces in
LMD's 1, 2, and 4R, PD85 and CFD 2000-03.
• Park Facility Painting: This is a painting project that will _
address all paintable surfaces of structures and amenities
located in a park site at one time. This process will insure that the finishes protecting wood,
steel and other materials will be uniform throughout the park. In addition, this project
extends the service life of the amenities and minimizes liability, thereby reducing costs
and the need for reactive maintenance. Parks will be completed on a five-year schedule
with parks in LMD's 2, 4R, 9 and 10 scheduled for completion in FY 2019/20.
• Signal Maintenance: In FY 2018/19, the city added 5 additional signals installed at the
following locations for maintenance in FY 2019/20:
o 1St location:
East Avenue at Miller Avenue
o 2nd location:
Rochester Avenue at 6' Street
o 3rd location:
Milliken Avenue at 5th Street
o 4th location:
Rochester Avenue at Jersey Boulevard
o 5th location:
Hellman Avenue at 8th Street
• There are several traffic signal equipment replacements that are included in the FY
2019/20 budget:
Fiscal Year 2019/2o Adopted Budget Page 69
o Traffic Signal Battery Replacement ($76,500): These are replacement batteries for
the traffic signal uninterrupted power supply systems. The average battery life is 3 to
5 years. This is an on-going, multi-year request.
o Traffic Signal Cabinet Replacements ($140,000): Traffic signal cabinets are
knocked out of service 2-3 times per year by careless drivers. Each cabinet costs
approximately $60,000 and takes approximately three months to be built. This is an
on-going, multi-year request.
o Traffic Signal Controller Replacements ($25,000):
Traffic signal controllers do just what their name
implies, they control the traffic signals going from red to
yellow to green for each signal in each direction of an
intersection. Each controller costs approximately
$5,000, and we are in the process of replacing outdated
controllers that are no longer repairable and must be
replaced with a new type of controller. This is an on-
going, multi-year request.
o Traffic Signal UPS Replacements ($40,000): These uninterrupted power supply
systems for signalized intersections are needed to replace aging systems. Each
replacement is approximately $10,000. This is an on-going, multi-year request.
o Traffic Signal Battery Back -Up System ($300,000): This project will replace
outdated traffic signal back-up systems. This is a 5 -year phased project.
Construction of a second warehouse at the Public Works Services Center will be
underway in FY 2019/20. The second warehouse will be constructed adjacent to the
existing warehouse as detailed in the master plan for the site. It is similar in size to the
existing warehouse that was constructed in 2001 and has reached its capacity. This
warehouse will be constructed to support solar panels on the roof and will allow for
additional storage for all City departments.
• Garcia Park: Design and install new LED ballfield lights, including electrical service
upgrade and landscape restoration.
• Milliken Underpass Sidewalk Expansion: The expansion of the sidewalk area under
Milliken is needed to create a safer working environment and reduce the traffic lane
reductions currently necessary when staff is working in this area. It will also eliminate
some irrigation which will help with water savings goals.
• Other new facilities projects for this year include: roof repair at the City Yard; the Metrolink
canopy painting; replace restroom and storage building roofs at Heritage Park; and
concrete sealing for the seating area at the City's Minor League baseball stadium.
• Other miscellaneous small projects include: refurbish the equestrian main arena; and
improvement of wrought iron in various locations in LIVID 4R.
Planning
"As a rule, men worry more about what they cannot see, than about what they can.
Julius Caesar
The Planning Department functions as the professional and technical advisor to the Planning and
Historic Preservation Commission and the City Council on policy matters and issues concerning
the physical development of the community. The Department strives to encourage proactive long-
range planning; to recognize and solve problems before they occur and take advantage of
Fiscal Year 2019/2o Adopted Budget Page 70
opportunities while they exist; to promote citizen awareness in support of community goals,
objectives, policies, and programs; and to actively promote retail expansion by attracting new
stores, restaurants, and services to the community.
The 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.
FY 2019/20 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.
• Work continues on evaluating regulations from the state regarding housing. The 15 bills
adopted into last year's 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 Etiwanda Heights Specific Plan is expected to be completed in FY 2019/20
• Staff will begin work with a selected consultant for the next General Plan Update. The next
General Plan will build on and refine the City's vision for a world class community: create a
diverse set of places, maintain and grow a strong industrial and manufacturing sector, develop
new urban cores/neighborhoods and protect/maintain/enhance suburban neighborhoods and
rural areas of the city.
• The FY 2019/20 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. The Department will be selecting an
outside contractor during the year to administer the program to ensure all HUD requirements
are met.
Building and Safety Services
"One of the tests of leadership is the ability to recognize a problem before it becomes an
emergency." Arnold Glasgow
The Building and Safety Services Department 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, 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. Reviewing plans 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 inspections for
compliance with California Fire Code and all fire, life and safety inspection activities.
Fiscal Year 2019/2o Adopted Budget Page 71
FY 2019/20 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.
Economic Development
"Sustainable development is the pathway to the future we want for all. It offers a framework to
generate economic growth, achieve social justice, exercise environmental stewardship and
strengthen governance" — Ban Ki -moon
At its heart, economic development is about building a healthy local economy in order to have a
healthy community. The City's economic development efforts are intended to promote and meet
the needs of business and industry and to create the best community in which to live, work, learn
and do business. Economic development efforts span across business support services, to
workforce development and expansion of public infrastructure.
The City's Economic Development Strategic Plan offers new strategies and improves on existing
activities 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 2019/20 Budget Highlights
• The Department will implement the Economic Development Strategic Plan to lay the
foundation for the City's economic development efforts over the next 5 to 10 years.
• Plans are in place to partner with the Inland Center for Sustainable Development (ICSD) to
identify and support regional issues unique to the Inland Empire. ICSD partners include both
San Bernardino and Riverside Counties, the University of California Riverside, San
Bernardino County Transportation Authority, Bank of America and several other agencies and
cities.
• The Department will 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.
• Economic and Community Development staff will continue to work with Engineering staff to
assist in the improvement of the City's infrastructure and build new technology infrastructure
to provide support to existing and startup businesses and residents in the community including
businesses seeking to expand within or relocate to Rancho Cucamonga.
• Overall, staff will support the development of housing to create a diverse residential market
with opportunities for people of all income levels.
Fiscal Year 2019/2o Adopted Budget Page 72
Summary
"You are not here merely to make a living. You are here in order to enable the world to
live more amply, with greater vision, with a finer spirit of hope and achievement. You are here to
enrich the world, and you impoverish yourself if you forget the errand." Woodrow Wilson
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. In FY 2019/20, with a credit rating of AA+, all-time lows for
crime and unemployment, record highs for property values and sales taxes, some of the finest
schools in the State, and an array of diverse retail and cultural offerings, that original formula has
enriched this part of the world in many ways, large and small, and contributed to a commUNITY
which prides itself on its spirit of hope and achievement. As we move into the 21St Century and
embark on a new General Plan and other long-term plans and programs, we recognize that a
greater vision requires the same things tomorrow as it does today and did yesterday. A vision
that is achievable but not believable. Local control over our own destiny. Fiscal and
environmental sustainability. Embracing innovation as the opportunity for continuous
improvement. Celebrating our community successes in a public way that highlights the best of
what makes Rancho Cucamonga a special place. A place where all have an opportunity to
succeed. An inclusive community for all who put family first and are seeking that place to live
where arts, technology, business, health, education and our creative nature come together in
harmony. That is the greater vision.
Because we are one Rancho Cucamonga. One commUnity.
Fiscal Year 2019/2o Adopted Budget Page 73
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Rancho Cucamonga
California
For the Fiscal Year Beginning
July 1, 2018
� . P ;1%9 u
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, 2018. 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 2019/2o Adopted Budget Page 75
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RANCHO
CUCAMONGA
CALIFORNIA
GENERAL
INFORMATION
Fiscal Year 2019/2o Adopted Budget Page 77
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Fiscal Year 2019/2o Adopted Budget Page 78
Name
L. Dennis Michael
Lynne Kennedy
Ryan Hutchison
Kristine Scott
Sam Spagnolo
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
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
Planning Director
Police Chief
Public Works Services Director
Term Expires
2022
2020
2022
2022
2020
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
Anne McIntosh
Donny Mahoney
Bill Wittkopf
Fiscal Year 2019/2o Adopted Budget Page 79
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Fiscal Year 2019/2o Adopted Budget Page 8o
City Clerk
Administrative
Services
Admin/Procurement
Finance
Human
Resources
Innovation and
Technology
Building and
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Organization Chart
Citizens
of
Rancho CucamonL3a
City Council
City Manager
Civic and
Cultural Services
Community
Services
Library
Services
Records
Management
Engineering
Services
City
Attornev
Police
Department
Fire
District
Animal Care
and Services
Community
Improvement
Planning
City Treasurer
Economic and
Community
Development
Public Works
Services
Fiscal Year 2019/2o Adopted Budget Page 81
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Functional Units by Fund Type
Fiscal Year 2019/20 Adopted Budget
�i°�isca ear 2019/20
t
$268,588,400
Ceneral Fund
I Special Revenue Funds
Capital Projects Funds
$88,290,270
$151,996,700
51,210
Governance
AB 2928 Traffic Congestion Relief
AD 84-1 Day Creek/Mello
Police
AB2766 Air Quality Improvement
CFD 2001-01
Animal Care and Services
AD 91-2 Redemption -Day Canyon
Administrative Services
AD 93-1 Masi Commerce Center
n erprise nn s "
Finance
Animal Center Impact Fee
$16,430,610
Human Resources
Assessment Districts Admin
Sports Complex
Economic and Comm. Dev.
Asset Seizure - State and Federal
REGIS Connect
Building and Safety
Beautification
Municipal Utility
Engineering Services
CA Recycle/Litter Reduction Grant
Utility Public Benefit
Planning
CA State Library
RCMU Capital Replacement Fund
Public Works Services
CFD 2000-03 Park Maintenance
Fiber Optic Network
Community Services
Citywide Infrastructure Imprv.
Community Dev. Block Grant
Community/Rec Center Development
$2,191,110
$9,678,500
COPS Hiring Program Grant
Equipment /Vehicle Replacement
Governance
COP'S Program Grant - State
Computer Equip/Tech Replacement
Comm Dev Technical Services
Dept of Homeland Security Grant
Police
Drainage Facilities
Reimb St/County Parking Cit
Emergency Mgmt Performance Grant
Law Enforcement Reserve
Etiwanda No. Equestrian Facility
Traffic Safety
Federal Safetea-LU
Administrative Services
Fire Protection District
Info Technology -Development
Freedom Courtyard Rsrc Grant
City Technology Fee
Gas Tax
Capital Reserve
General City Street Lights
Finance
Housing Successor Agency
Benefits Contingency
Integrated Waste Management
Human Resources
Landscape Maintenance Districts
Capital Reserve
Library Capital Fund
Economic and Comm. Dev.
Library Development
Comm Dev Technical Services
Library Fund
City Technology Fee
LMD #1 Capital Replacement
Building and Safety
Measure I
Comm Dev Technical Services
Park Development
City Technology Fee
Park Improvement
Mobile Home Park Program
Park Land Acquisition
SB 1186 Cert Access Special Program
PD 85 Capital Replacement
Engineering Services
PD 85 Redemption Fund
Comm Dev Technical Services
Pedestrian Grant/Art 3
City Technology Fee
Police Impact Fee
Capital Reserve
Proposition 113 State Funding
Planning
Public Resrce Grants/Healty RC
Comm Dev Technical Services
Recreation Services
City Technology Fee
Road Maint & Rehab Acct
Public Works Services
Safe Routes to School Program
CVWD Reimbursements
SB 1 - TCEP
County of S.B. Reimbursements
Staff Innovation (CA ST LB)
Capital Reserve
Street Light Maintenance Districts
Community Services
The Big Read Library Gant
Capital Reserve
Transportation
Underground Utilities
Used Oil Recycling
Victoria Gardens Cultural Center
Fiscal Year 2019/2o Adopted Budget Page 83
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Fiscal Year 2019/2o Adopted Budget Page 84
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Snapshot of the City of Rancho Cucamonga
General Information:
The City of Rancho Cucamonga currently has an estimated population of 179,412 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 it operates under the
Council -Manager form of city government. The
City officials elected at large include a Mayor, a
City Clerk and a City Treasurer. Effective
December 7, 2016, the four Council members are O
elected by geographic districts. Districts 2 and 3
held elections in November 2018. Districts 1 and
4 will hold elections in 2020. The Mayor and Q
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 by Calendar Year (per California State Department of Finance):
2008-175,627
2009177,051
2010178,904
2011-169,498
2012-171,058
2013172,299
2014174,064
2015-175,251
2016-177,324
2017-176,671
2018-179,412
Number of Registered Voters (per San Bernardino County Registrar of Voters): 92,591
Capital Asset Statistics (per June 30, 2018 CAFR):
Police: Fire:
Stations: 1 Fire Stations: 7
Patrol units: 65
Public Works: Parks and Recreation:
Streets (miles): 532 Parks: 32
Streetlights: 16,721 Acreage: 346
Traffic signals: 235 Community centers: 6
Fiscal Year 2019/2o Adopted Budget Page 85
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Population by Age
2010 (Census), 2019 (est), and 2024 (est)
2010 Population by Age
183,341
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%
opulation by Age
183,341
Total
177,078
0 - 4
5.8%
5 - 9
6.0%
10-14
6.4%
15-24
13.1%
25-34
16.8%
35-44
14.0%
45-54
13.5%
55-64
12.7%
65-74
7.7%
75-84
2.9%
85+
1.1%
opulation by Age
Total
183,341
0 - 4
5.8%
5 - 9
5.8%
10-14
6.0%
15-24
11.4%
25-34
16.5%
35-44
16.2%
45-54
12.3%
55-64
11.8%
65-74
8.9%
75-84
4.0%
85+
1.1%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2019 and 2024. Esri converted Census 2000 data into 2010 geography.)
Fiscal Year 2019/2o Adopted Budget Page 86
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Educational Attainment
Current Year
opu a ion _ y uca ona ammen
Total
121,744
Less than 9th Grade
3.1%
9th - 12th Grade, No Diploma
4.9%
High School Graduate
17.6%
GED/Alternative Credential
2.7%
Some College, No Degree
25.7%
Associate Degree
10.8%
Bachelor's Degree
22.0%
Graduate/Professional Degree
13.3%
Source: Esri Community Profile (U.S. Census Bureau, Census 2010 Summary File 1. Esri
forecasts for 2019. Esri converted Census 2000 data into 2010 geography.)
Fiscal Year 2019/2o Adopted Budget Page 87
CITY OF RANCHO CUCAMONGA
Principal Employers
Current Year and Nine Years Ago*
2018 2009
Percent of
Number of
Employer
Employees,
Rank
Total
Inland Empire Health Plan (IEHP)
2,315
1
Etiwanda School District
2,293
2
Chaffey Community College
2,111
3
Alta Loma School District
1,095
4
City of Rancho Cucamonga
865
5
Amphastar Pharmaceutical
643
6
Mercury Insurance Company
632
7
Macy's
615
8
Central School District
605
9
Big Lots Distribution Center
600
10
Bass Pro Shop
500
11
Coca Cola Bottling Co.
400
12
ADECCO
360
13
Percent of
Percent of
Total
Number of
Total
Employment
Employees,
Rank
Employment
2.50%
n/a
n/a
n/a
2.47%
1,267
2
1.63%
2.28%
1,300
1
1.68%
1.18%
923
3
1.19%
0.93%
908
4
1.17%
0.69%
880
5
1.13%
0.68%
550
7
0.71%
0.66%
n/a
n/a
n/a
0.65%
n/a
n/a
n/a
0.65%
n/a
n/a
n/a
0.54%
n/a
n/a
n/a
0.43%
n/a
n/a
n/a
0.39%
n/a
n/a
n/a
Note: "Total Employment" as used above represents the total employment of all employers located within City limi
1 Includes full-time and part-time employees.
*Only the top ten employers for each year presented have data displayed. If a company did not rank in the top
ten employers for both years presented, then one of the two years will state "n/a".
Source: June 30, 2018 Comprehensive Annual Financial Report
Fiscal Year 2019/2o Adopted Budget Page 88
CITY OF RANCHO CUCAMONGA
Principal Sales Tax Remitters
Current Year and Nine Years Ago
2018
2009
Business Name
Business Category
Business Name
Business Category
Ameron
Heavy Industrial
Active
Sports Goods/Bike Stores
Anker
Electronics/Appliance Stores
Ameron International
Contractors
Apple
Electronics/Appliance Stores
Apple
Electronics/Appliance Stores
Bass Pro Shops Outdoor World
Sporting Goods/Bike Stores
Bass Pro Shops Outdoor World
Sporting Goods/Bike Stores
Best Buy
Electronics/Appliance Stores
Best Buy
Electronics/Appliance Stores
Chevron
Service Stations
Chevron
Service Stations
Costco
Discount Department Stores
Circle K 76
Service Stations
Edgepark Surgical
Medical/Biotech
Circuit City
Electronics/Appliance Stores
Home Depot
Building Materials
Costco
Discount Department Stores
ICL Performance Products
Drug/Chemicals
Dan Reshaw Mobil
Service Stations
JC Penney
Department Stores
Day Creek Arco
Service Stations
Jeromes
Home Furnishings
Distributor Warehouse
Business Services
Living Spaces Furniture
Home Furnishings
Home Depot
Building Materials
Lowes
Building Materials
JC Penney
Department Stores
Macys
Department Stores
Living Spaces Furniture
Home Furnishings
Meadowbrook Meat Company
Food Service Equip./Supplies
Lowes
Lumber/Building Materials
Monoprice
Fulfillment Centers
Macys
Department Stores
Parallon Supplies Chain Solution Medical /Biotech
Novartis Animal Health
Medical/Biotech
Ralphs
Grocery Stores Liquor
Pauls TV
Electronics/Appliance Stores
Ross
Family Apparel
Sears
Department Stores
Tamco
Heavy Industrial
Southwire
Energy/Utilities
Target
Discount Department Stores
Tamco
Heavy Industrial
USA Gasoline
Service Stations
Target
Discount Department Stores
Walmart
Discount Department Stores
Walmart
Discount Department Stores
Walters Wholesale Electric
Plumbing/Electrical Supplies
Walters Wholesale Electric
Plumbing/Electrical Supplies
* Firms listed alphabetically
Source: June 30, 2018 Comprehensive Annual Financial Report
Fiscal Year 2019/2o Adopted Budget Page 89
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2019/2o Adopted Budget Page 90
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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 2019/2o Adopted Budget Page 91
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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 2019/2o Adopted Budget Page 92
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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 2019/20:
Other General Funds:
County of S.B. Reimbursements
Special Revenue Funds:
SB 140 Various Grant Funds
Foothill Blvd. Maintenance
Capital Projects Funds:
ADs 82-1, 86-2
CFDs 2000-01, 2003-01, 2004-01,
2006-01, 2006-02
The following Flow Chart describes the City's annual budget process.
Fiscal Year 2019/2o Adopted Budget Page 93
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
January
FINANCE
Analyze and Project
Revenue Estimates
February
FINANCE
Present Mid -Year
Budget Review
March/April
CITY MANAGER/
FINANCE DIRECTOR
Budget Meetings with
Departments
May
CITY MANAGER
Submit Proposed
Budget to City Council
Budget Process
FLOW CHART
February
DEPARTMENTS
Early January Submit Budget
Requests to Finance
Department
BUDGET
KICK-OFF February/March
April/May
FINANCE
Prepare Proposed
Budget
June
CITY COUNCIL/
CITY MANAGER
Conduct Budget
Study Session
FINANCE
Review and Analyze
Budget Requests/
Finalize Revenue
Projections
May
ENGINEERING/
PUBLIC WORKS
CIP presented to
Planning Commission
June
CITY COUNCIL
Hold Public Hearing
and Adopt Budget
Fiscal Year 2019/2o Adopted Budget Page 94
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Fiscal Year 2019/2o Adopted Budget Page 95
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FINANCIAL SUMMARY - OPERATING BUDGET
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Description Actual Budget Budget
Revenues By Category:
Taxes
$106,999,306
$107,485,540
$111,461,650
Licenses & Permits
4,084,986
4,314,650
4,364,620
Fines & Forfeitures
1,573,602
1,157,510
1,367,420
Use of Money & Property
868,694
1,133,950
1,047,040
Charges for Services
3,474,247
3,278,620
3,992,960
Intergovernmental
181,177
198,610
169,080
Other
4,691,228
4,445,790
5,265,250
Transfer In
2,986,477
2,855,720
3,757,480
Total Revenues
$124,859,717
$124,870,390
$131,425,500
Expenditures By Department:
464,958
$
580,390
Governance:
505,450
Community Services
City Council
$ 116,510
$ 126,720
$ 118,110
City Clerk
1,868
1,970
1,960
City Treasurer
10,654
12,390
12,420
City Management
2,190,703
2,547,030
2,616,820
Total Governance
$ 2,319,735
$ 2,688,110
$ 2,749,310
Public Safety:
Fire District
$
32,583,525
$
35,819,290
$
37,144,160
Police
Engineering Services
37,086,712
2,509,100
39,974,900
Planning
42,327,060
Animal Care Services
1,810,830
3,113,889
9,578,360
3,350,790
11,662,280
3,416,210
Total Public Safety
$
72,784,126
$
79,144,980
$
82,887,430
Civic and Cultural Services:
$ 10,285,439
$ (19,530)
$ 219,620
Records Management
$
464,958
$
580,390
$
505,450
Community Services
4,793,458
5,232,070
5,562,050
Library Services
4,606,578
5,126,230
5,771,450
Total Civic and Cultural Services
$
9,864,994
$
10,938,690
$
11,838,950
Administrative Services:
Administration/General Government
$
7,690,165
$
7,353,060
$
7,791,390
Finance
1,749,880
1,833,250
1,877,380
Human Resources
811,448
982,330
1,017,550
Innovation and Technology
3,447,090
3,841,150
4,067,690
Total Administrative Services
$
13,698,583
$
14,009,790
$
14,754,010
Economic and Community Development:
Administration
$ 543,758
$ 792,280
$ 805,350
Building and Safety Services
1,641,372
1,892,240
1,916,950
Engineering Services
2,010,319
2,509,100
2,780,770
Planning
2,133,031
1,656,030
1,810,830
Public Works Services
9,578,360
11,258,700
11,662,280
Total Economic and Community Development
$ 15,906,840
$ 18,108,350
$ 18,976,180
Total Expenditures
$114,574,278
$124,889,920
$131,205,880
Excess of Revenues Over (Under) Expenditures
$ 10,285,439
$ (19,530)
$ 219,620
See Notes to Financial Summary
Fiscal Year 2019/2o Adopted Budget Page 96
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FINANCIAL SUMMARY - ALL FUNDS
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
Revenues By Category:
Taxes
$130,483,403
$131,861,200
$137,631,770
Licenses & Permits
18,044,565
4,315,462
6,029,220
4,573,710
811,448
4,623,380
Fines & Forfeitures
Innovation and Technology
1,823,471
5,043,080
1,419,250
Total Administrative Services
1,613,680
Use of Money & Property
$ 29,922,060
4,242,081
$ 64,029,407
7,253,240
$128,412,850
8,140,200
Charges for Services
$229,950,370
19,390,547
Excess of Revenues Over (Under) Expenditures
21,500,220
$ (18,233,570)
23,516,770
Intergovernmental
13,508,218
24,103,790
67,939,860
Development Fees
10,283,990
4,839,430
4,457,340
Other
10,737,430
8,392,860
7,013,190
Transfer In
7,660,835
7,773,100
11,258,700
Total Revenues
$202,445,437
$211,716,800
$266,194,890
Expenditures By Department:
Governance:
City Council
$
116,510
$
126,720
$
118,110
City Clerk
1,868
1,970
1,960
City Treasurer
10,654
12,390
12,420
City Management
2,190,703
2,556,760
2,626,550
Total Governance
$
2,319,735
$
2,697,840
$
2,759,040
Public Safety:
Police
$
38,296,395
$
44,782,690
$
44,016,280
Fire District
51,432,943
$
50,163,500
$
41,768,390
Animal Care Services
3,113,889
3,350,790
3,416,930
Total Public Safety
$
92,843,227
$
98,296,980
$
89,201,600
Civic and Cultural Services:
Records Management
$
464,958
$
580,390
$
505,450
Community Services
13,928,053
11,314,570
11,407,490
Library Services
4,801,526
5,153,970
6,379,910
Total Civic and Cultural Services
$
19,194,537
$
17,048,930
$
18,292,850
Administrative Services:
Administration/General Government
$ 15,109,020
$ 14,811,110
$ 17,512,910
Finance
18,044,565
5,387,030
6,029,220
Human Resources
811,448
982,330
1,017,550
Innovation and Technology
4,629,684
5,043,080
5,362,380
Total Administrative Services
$ 38,594,717
$ 26,223,550
$ 29,922,060
Economic and Community Development:
Administration
$ 785,583
$ 1,437,260
$ 1,464,010
Building and Safety Services
1,648,507
1,932,690
1,959,190
Engineering Services
34,665,720
46,112,370
89,264,070
Planning
3,293,955
7,808,790
3,763,230
Public Works Services
23,635,642
28,391,960
31,962,350
Total Economic and Community Development
$ 64,029,407
$ 85,683,070
$128,412,850
Total Expenditures
$216,981,623
$229,950,370
$268,588,400
Excess of Revenues Over (Under) Expenditures
$ (14,536,186)
$ (18,233,570)
$ (2,393,510)
See Notes to Financial Summary
Fiscal Year 2019/2o Adopted Budget Page 97
CITY OF RANCHO CUCAMONGA, CALIFORNIA
NOTES TO FINANCIAL SUMMARY
Fiscal Year 2019/20 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 — Operating Budget:
2017/18 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/budgeted was the differences in budgetary accounting verses GAAP accounting methods. Certain
transactions were budgeted to authorize the spending (e.g., debt service payments and contributions to the
Fire District's irrevocable trust for pension rate stabilization); however, in the final accounting, these
transactions only affected the balance sheet not the statement of revenues and expenditures. Other positive
variances were due to less than anticipated expenditures for public safety contract and labor costs.
2018/19 Adopted and 2019/20 Adopted: The City's goal is to adopt a balanced Operating Budget with the
exception of the planned use of reserves. For FY 2018/19, the General Fund budget included 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 included 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 was 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 were
balanced for FY 2018/19. For FY 2019/20, there is no planned usage of reserves for the General Fund or the
Library Fund. However, CFD 85-1 includes the planned usage of reserves in the amount of $77,720 due to
the fine-tuning of the assessments sent to the tax roll based on parcel type.
Financial Summary — All Funds:
2017/18 Actual: Revenues increased overall by $8,930,812, with $8,745,750 of this increase resulting from
growth in taxes (sales tax - $2,147,479; property tax in -lieu of VLF - $1,053,676; property tax payments
related to the former Redevelopment Agency - $1,356,471; and general property tax increases from an overall
increase in the City's assessed valuation and additional parcels being added on to the tax roll). Additionally,
intergovernmental revenues decreased $4,003,672 due to prior year reimbursements from various
governmental agencies for their share of operating and capital projects for general infrastructure
improvements throughout the City. Development fees increased $3,281,708 as a result of a surge in
development activity. Expenditures increased $38,894,829 primarily due to an increase in spending for
capital projects throughout the City, including the Fire District's new All -Risk Training Center and the City's
purchase and acquisition of streetlights from Southern California Edison.
2018/19 Adopted and 2019/20 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 2019/20 and includes the funding sources. Some of the larger items included in the
CIP include the Etiwanda Grade Separation ($52,175,000); the Advance Traffic Management System —
Phases 1 and 2 ($6,867,000); and the Public Works Services Department's Warehouse Expansion
($2,140,000).
Fiscal Year 2019/2o Adopted Budget Page 98
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Page 99
City of Rancho Cucamonga, California
Fiscal Year 2019/20 Adopted Budget
Special Districts Summary
The City of Rancho Cucamonga has twelve 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 they 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 2019/20 are $135,830 for LMD #1, $324,860 for LMD #2 and $41,090 for LMD #6R. The FY
2019/20 Budget includes increases in the annual assessments for LMD #6-R and LMD #9 in the
amount of 3.0% and 31.7%, respectively.
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 2017/18, the SLDs purchased
most of the streetlights throughout the City from Southern California Edison which greatly reduced
annual utility costs. The budgeted contribution from the General Fund for FY 2019/20 is $284,250
for SLD #2 and $83,920 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 2019/20 of $213,530 is set to cover
operations of the Heritage Community Park, Red Hill Community Park, and the Red Hill Water
Feature.
Fiscal Year 2019/2o Adopted Budget Page ioo
City of Rancho Cucamonga, California
Fiscal Year 2019/20 Adopted Budget
Special Districts Summary
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.
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 2019/20 Budget includes a 6.0% increase in the
annual assessments.
As noted in the preceding paragraphs, in three of the City's newer districts, rate increases have been
included in the FY 2019/20 Budget. 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.
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 2019/20.
Fiscal Year 2019/2o Adopted Budget Page lot
CITY OF RANCHO CUCAMONGA, CALIFORNIA
LANDSCAPE MAINTENANCE DISTRICTS, STREET LIGHTING MAINTENANCE DISTRICTS,
AND OTHER MAINTENANCE DISTRICTS
CHANGES IN FUND BALANCE
FY 2017/18
Fund Balance Actual Support From Actual Fund Balance
Fund # Fund Name 6/30/2017 Revenues Other Funds Expenditures 6/30/2018
LANDSCAPE MAINTENANCE DISTRICTS
130
LMD #1 GENERAL CITY
1,177,537
1,290,260
123,410
1,188,013
1,403,194
131
LMD #2 VICTORIA
3,528,133
3,409,866
293,490
3,540,000
3,691,489
132
LMD #3A HYSSOP
38,580
3,693
7,264
35,009
133
LMD #313 MEDIANS
1,820,006 '
1,026,890
779,803
2,067,093
134
LMD #4R TERRA VISTA
4,897,658
2,761,524
2,004,469
5,654,713
135
LMD #5 ANDOVER
39,175 r
2,707
7,336
34,546
136
LMD #6R CARYN COMMUNITY
419,982
498,473
52,460
420,382
550,533
137
LMD #7 NORTH ETIWANDA
1,135,275
983,619
50,000
906,882
1,262,012
138
LMD #8 SOUTH ETIWANDA
69,586r
34,561
35,222
68,925
139
LMD #9 LOWER ETIWANDA
1,533,057
317,542
558,594
1,292,005
140
LMD #10 RANCHO ETIWANDA
1,164,874
598,104
536,844
1,226,134 `
141
LMD #1 CAPITAL REPLACEMENT
84,817
(350)
90,000
6,083
168,384
STREET LIGHTING DISTRICTS (A)
151
SLD #1 ARTERIAL
281,532;
1,263,062
4,975,598
(3,431,004);
152
SLD #2 RESIDENTIAL
235,795 `
772,846
350,170
4,721,348 '
(3,362,537)
153
SLD #3 VICTORIA
1,229,099
414,935
1,875,437
(231,403);
154
SLD #4 TERRA VISTA
552,727.
229,208
938,884
(156,949)'
155
SLD #5 CARYN COMMUNITY
(100,601)`
81,742
425,418
(444,277),
156
SLD #6 INDUSTRIAL AREA
430,377
144,016
707,656
(133,263)
157
SLD #7 NORTH ETIWANDA
(34,545)
247,899
105,100
1,324,938
(1,006,484)
158
SLD #8 SOUTH ETIWANDA
2,016,618
87,168
383,176
1,720,610
OTHER MAINTENANCE DISTRICTS
838
AD 91-2 REDEMPTION -DAY CANYON
40,408 '
32,174
548
25,610
47,520 `
847
PD 85 CAPITAL REPLACEMENT
96,391
(499)
116,800
8,268
204,424
848
PD 85 REDEMPTION FUND
1,342,936
1,309,843
203,990
1,174,033
1,682,736
868
CFD 2000-03 PARK MAINTENANCE
495,711
464,386
1,957
475,268
486,786
(A) On August 16, 2017, the City Council authorized an advance of $14,400,340 from the General Fund to the Lighting
Districts Funds to provide funding for the purchase and acquisition of Southern California Edison owned streetlights and
the installation of LED lighting to streetlights, intersections, and bridges. The advance is payable in monthly installments
and the final payment will occur in August 2037. Due to the outstanding advances to the General Fund, the fund balance
for a majority of the Street Lighting Districts will be negative until the advances are repaid in August 2037. Each of these
districts receives annual assessments to pay for annual operating expenses, including the debt service for the advances.
These current resources are identified as Spendable Fund Balance and are detailed in the Fund Balance Summaries section
of this document.
Fiscal Year 2019/2o Adopted Budget Page 102
FY 2018/19
Estimated Support From
Revenues Other Funds
Estimated
Estimated Fund Balance
Expenditures 6/30/2019
FY 2019/20 Estimated
Budgeted Support From Budgeted Fund Balance
Revenues Other Funds Expenditures 6/30/2020
1,323,140
135,820
1,534,590
1,327,564
1,320,940
135,830
1,848,730
935,604
3,609,490
299,540
4,044,960
3,555,559
3,612,270
324,860
4,849,910
2,642,779
4,330
10,050
29,289
4,280
11,000
22,569
1,110,590
1,093,590
2,084,093
1,093,480
1,399,800
1,777,773
2,836,240
2,447,820
6,043,133
2,888,970
3,416,550
5,515,553
3,070
8,980
28,636-
3,020
9,670
21,986
518,520
60,370
585,560
543,863
533,200
41,090
629,190
488,963
1,009,030
30,000
1,205,920
1,095,122
999,930
1,252,200
842,852
35,930
36,450
68,405'
35,520
39,960
63,965
537,170
647,060
1,182,115
689,550
1,204,850
666,815
627,370
692,810
1,160,694
624,590
740,340
1,044,944
3,360
90,000
40,440
221,304
3,890
90,000
40,620
274,574
898,300
1,050,920
(3,583,624)
830,580
1,005,760
(3,758,804)
392,620
188,420
739,360
(3,520,857)
376,450
284,250
661,180
(3,521,337)
397,090
355,470
(189,783)
385,090
328,780
(133,473)
185,630
312,200
(283,519)
184,270
178,260
(277,509)
47,460
82,920
(479,737)
44,220
77,210
(512,727)
145,670
146,800
(134,393)`
141,430
137,630
(130,593)
132,670
62,590
236,550
(1,047,774)'
132,670
83,920
216,730
(1,047,914)
111,870
100,720
1,731,760
109,060
98,120
1,742,700
34,810
26,690
55,640'
34,640
25,110
65,170
4,110
116,800
41,340
283,994
3,760
116,800
165,670
238,884
1,347,660
214,250
1,359,730
1,884,916
1,346,500
213,530
1,520,070
1,924,876
479,370
502,920
463,236
505,160
665,670
302,726
Fiscal Year 2019/2o Adopted Budget Page 103
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Fiscal Year 2019/2o Adopted Budget Page 104
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Revenue
Summaries
Fiscal Year 2019/2o Adopted Budget Page 105
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Fiscal Year 2019/2o Adopted Budget Page lob
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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 2019/20
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 $32.6 million for FY
2019/20, a $1.7 million or 5.5% increase over the FY 2018/19 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 2019/2o Adopted Budget Page 107
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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 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 $20,279,320 which is a
$1,049,890 or 5.5% increase from the FY 2018/19 budget.
Franchise fees. The City receives franchise fees for gas, electric, refuse, and cable 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 $6,652,070 which is a $311,530
or 4.5% decrease from FY 2018/19. The primary reason for the decrease is due the reclassification
of Towing Services Fees from the franchise fee category to the Charges for Services category in
the General Fund revenues. The FY 2018/19 Adopted Budget included $300,000 in Franchise
Fee -Towing Services revenues which were moved to Charges for Services as part of the FY
2018/19 Amended Budget to more accurately reflect the nature of these revenues.
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 4.60%.
Property tax revenues for the City General Fund (including post -RDA property tax revenue) have
increased overall by $566,170 or 7.1% from FY 2018/19, with property transfer taxes projected to
increase by $83,410 or 7.7%. The Library's property tax has increased by $477,780 or 10.8%
from FY 2018/19 and continues to include the statutory pass-through payment from the County of
San Bernardino, formerly paid by the now dissolved Redevelopment Agency. The Fire District
General Fund property tax revenue has increased by $1,278,640 or 5.1% from FY 2018/19,
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. Property tax revenue for the Fire
Fiscal Year 2019/2o Adopted Budget Page 1o8
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Revenue and Resource Estimates
District's two Community Facilities Districts (CFDs) decreased by $881,450 or 12% from FY
2018/19. The majority of the decrease was in CFD 88-1. During the analysis of revenues for the
FY 2019/20 budget, staff determined that due to the health of the Fire General Fund, the rate for
CFD 88-1 could once again be lowered and still provide for the demands for service of the
community. CFD 88-1 requires specific ratios based on square footage of a home to determine
the assessed rate, in other words larger homes are charged more than smaller homes. The
methodology used was to lower the new rate of the largest homes to the same level as CFD 85-1
and apply the ratio accordingly. 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
$350,000 (excluding special services fees) or 9.1%, from FY 2018/19.
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 $62,490 or 2.3% from FY 2018/19.
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,
room rate increases, and new hotel development. 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 $107,610 or
2.4% from FY 2018/19.
The revenues discussed above total $118,418,600 and represent 90.1% of the City's Operating
Budget and 31.7% 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 $14,971,500, or 5.6% of the City's overall budget. The
amounts of the assessments have been calculated in accordance with the governing regulations and
are assessed on a per parcel or per dwelling unit basis. Certain special districts have a provision
for an annual CPI increase, but the majority of the special districts do not have such a provision.
All revenues collected are legally restricted for use in the respective special districts only.
Fiscal Year 2019/2o Adopted Budget Page log
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Revenue and Resource Estimates
Additional property tax revenues are reflected in the Fire Protection Capital Fund in the amount
of $9,758,450, or 3.7%, of the City's overall budget. These property tax revenues represent the
tax increment that was collected by the Redevelopment Agency in prior years for Fire District
capital expenditures. Due to the elimination of the Redevelopment Agency (RDA) on February 1,
2012, these revenues are now distributed directly to the Fire District and will be primarily used for
the same capital expenditure purposes. The revenues are allocated between the Fire District
General Fund and the Fire Protection Capital Fund to ensure that the Fire District's operational
budget is maintained at the same level it was when the RDA was still in existence.
Charges for services are received for Community Services recreational and community activities,
in the amount of $1,888,950, as well as for the City's Municipal Utility, in the amount of
$14,520,320, which provides electrical service to a portion of the City. Together, these revenues
represent 5.5% 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 $67,939,860, or 25.5%, of the City's overall budget.
Other sources of revenue include interest earnings, reimbursements from other funds, and transfers
in.
Fiscal Year 2019/2o Adopted Budget Page llo
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Fiscal Year 2019/2o Adopted Budget Page ill
City of Rancho Cucamonga, California
Revenue Summary by Category
Operating Budget*
Fiscal Year 2019/20 Adopted Budget
Intergovernmental Other
Charges for Services n 110
3.04'
Use of Money & P
0.80%
Fines & Forfeitures
1.04%
Licenses & Permit:
3.32%
Taxes:
In
Property Tax**
$ 67,638,520
Sales Tax
32,552,480
Franchise Fees
6,652,070
Transient Occupancy Tax
4,613,410
Admissions Tax
5,170
Subtotal -Taxes
111,461,650
Licenses & Permits
4,364,620
Fines & Forfeitures
1,367,420
Use of Money & Property
1,047,040
Charges for Services
3,992,960
Intergovernmental
169,080
Other
5,265,250
Transfer In
3,757,480
Total Operating Budget $ 131,425,500
*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 $20,193,480 for the City General Fund
(Fund 001).
Fiscal Year 2019/2o Adopted Budget Page 112
City of Rancho Cucamonga
Revenue Summary by Category
Operating Budget
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page iia
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
001 - GENERAL FUND
TAXES
$
70,504,953
$
70,588,230
$
73,689,370
LICENSES & PERMITS
4,068,941
4,298,150
4,348,120
FINES & FORFEITURES
1,286,714
1,083,510
1,249,420
USE OF MONEY & PROPERTY
286,721
522,270
410,330
CHARGES FOR SERVICES
3,252,216
3,056,700
3,785,440
INTERGOVERNMENTAL
170,690
173,610
159,080
OTHER
3,445,839
2,546,400
2,857,640
TRANSFER IN
1,874,716
1,650,530
1,790,870
TOTAL 001 - GENERAL FUND
$
84,890,790
$
83,919,400
$
88,290,270
281 - FIRE FUND
TAXES
$
24,960,848
$
25,159,940
$
26,438,580
LICENSES & PERMITS
16,045
16,500
16,500
FINES & FORFEITURES
152,381
74,000
118,000
USE OF MONEY & PROPERTY
505,020
502,400
490,400
CHARGES FOR SERVICES
559
3,320
5,320
OTHER
1,077,293
1,551,320
1,572,060
TOTAL 281 - FIRE FUND
$
26,712,146
$
27,307,480
$
28,640,860
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
$
5,963,747
$
6,056,100
$
5,987,200
USE OF MONEY & PROPERTY
18,947
39,820
43,570
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$
5,982,694
$
6,095,920
$
6,030,770
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
$
1,232,642
$
1,240,750
$
428,200
TRANSFER IN
1,058,720
1,205,190
1,966,610
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
$
2,291,362
$
2,445,940
$
2,394,810
290 - LIBRARY FUND
TAXES
$
4,337,116
$
4,440,520
$
4,918,300
FINES & FORFEITURES
134,507
0
0
USE OF MONEY & PROPERTY
58,006
69,460
102,740
CHARGES FOR SERVICES
221,472
218,600
202,200
INTERGOVERNMENTAL
10,487
25,000
10,000
OTHER
168,096
348,070
835,550
TRANSFER IN
53,041
0
0
TOTAL 290 - LIBRARY FUND
$
4,982,725
$
5,101,650
$
6,068,790
TOTAL OPERATING BUDGET
$
124,859,717
$
124,870,390
$
131,425,500
Fiscal Year 2019/2o Adopted Budget Page iia
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
LICENSES & PERMITS
4201 Business Licenses
$ 2,606,637 $
2018/19
2019/20
4207 Building Permits
2017/18
Adopted
Adopted
4208 Bldg Pmt -Strong Motion Fees
Actual
Budget
Budget
001 - GENERAL FUND
5,798
6,160
4,120
TAXES
814
1,760
1,760
4101 Property Taxes-CY Secured
$ 4,394,174 $
4,506,200 $
4,838,990
4102 Property Taxes-CY Unsecured
156,080
183,230
171,880
4103 Property Taxes-PY Sec & Unsec
87,919
94,180
96,810
4104 Property Taxes-Penalties/Int.
61,014
182,170
67,200
4105 Property Taxes -Supplemental
130,981
115,380
144,240
4106 Property Taxes -Unitary
2,111,177
815,360
863,570
4107 Property Transfer Tax
1,182,724
1,085,230
1,168,640
4111 Property Tax In -Lieu of VLF
18,281,381
19,135,120
20,193,480
4113 Property Tax- Post RDA Res Blc
2,076,352
2,041,430
2,321,430
4120 Sales and Use Tax
30,906,609
30,400,000
31,965,020
4121 Prop 172 -Half Cent Sales Tax
571,685
554,480
587,460
4125 Transient Occupancy Tax
3,578,006
4,505,800
4,613,410
4126 Admissions Tax
6,008
6,050
5,170
4130 Franchise Fee -Gas & Electric
2,545,780
2,532,790
2,530,760
4131 Franchise Fee-Resid. Refuse
981,237
1,070,210
921,260
4132 Franchise Fee -Comm. Refuse
1,672,976
1,536,870
1,749,060
4133 Franchise Fee -Cable
1,470,848
1,523,730
1,450,990
4135 Franchise Fee -Towing Services
290,000
300,000
0
TOTAL TAXES
$ 70,504,951 $
70,588,230 $
73,689,370
LICENSES & PERMITS
4201 Business Licenses
$ 2,606,637 $
2,610,400 $
2,670,440
4207 Building Permits
1,039,024
1,250,000
1,200,000
4208 Bldg Pmt -Strong Motion Fees
2,420
9,090
9,110
4209 Mobile Home Permit
5,798
6,160
4,120
4210 Bldg Permits-SB1473(90% to CA)
814
1,760
1,760
4215 Animal Licenses
286,229
313,230
351,740
4216 Parking Permits
200
250
710
4220 Other Licenses & Permits
478
460
990
4231 Business Licenses-P/Y
10,950
11,300
11,560
4232 Business Licenses -Penalties
116,391
95,500
97,690
TOTAL LICENSES & PERMITS
$ 4,068,941 $
4,298,150 $
4,348,120
FINES & FORFEITURES
4301 Vehicle Code Fines
$ 219 $
0 $
0
4302 Parking Citations
640,694
459,470
563,790
4306 Vehicle Release Fees
240,672
266,700
266,700
4307 Citation Proof of Corr Fees
5,508
5,500
6,840
4308 General Ordinance Fines
197,069
194,390
227,890
4309 False Alarm Fees
61,200
68,060
81,770
4313 Other Fines & Forfeitures
141,352
89,390
102,430
TOTAL FINES & FORFEITURES
$ 1,286,714 $
1,083,510 $
1,249,420
USE OF MONEY & PROPERTY
4401 Interest Earnings
$ 502,693 $
445,270 $
332,400
4402 Unrealized Gain
(433,354)
0
0
4403 Restricted - Interest Earnings
122,686
0
0
Fiscal Year 2019/2o Adopted Budget Page 114
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
OTHER
4901 Other Revenue
$ 1,253,244 $
775,060 $
908,230
2018/19
103,644
2019/20
125,160
4911 Reimbursement from Other Funds
2017/18
910,670
Adopted
4913 State Mandate Reimbursement
Adopted
63,820
42,710
Actual
337,306
Budget
366,090
Budget
4419 Other Rental/Lease Income
1,610
26,500
4917 RDASA Admin Allowance
26,930
361,830
27,860
4440 Sale of Fixed Assets
200,000
68,196
200,000
50,070
128,193
50,070
TOTAL USE OF MONEY & PROPERTY
$
286,721
$
522,270
$
410,330
CHARGES FOR SERVICES
0
TOTAL OTHER
$ 3,445,840 $
2,546,400 $
2,857,640
TRANSFER IN
4501 Plan Check Fees
$
950,265
$
1,030,000
$
1,030,000
4502 Building Plan Check
350,170
(1,144)
218,390
0
0
4508 Planning Fees
741,408
750,000
750,000
4509 Planning- Special Services Fee
15,711
220,000
220,000
4510 Engineering Fees
1,298,926
800,000
1,200,000
4554 Park Maintenance Fees
168
0
0
4556 Sports Lighting Fees
849
590
300
4560 Fingerprint Fees
17,445
19,530
9,220
4563 Candidates Filing Fees
0
22,000
0
4564 Returned Item Charge
460
430
860
4570 Sale of Printed Material
9,464
6,150
9,060
4571 Sale of Taxable Items
136
0
0
4630 Animal Adoption Fees
141,437
130,000
130,000
4631 Animal Spay/Neuter Fees
10,952
17,000
17,000
4633 Animal Boarding Fees
12,888
11,000
9,000
4634 Animal Impound Fees
22,538
21,000
21,000
4636 Owner Surrender Fees
15,215
15,000
15,000
4638 Microchipping Fee
8,835
7,500
7,500
4640 Vaccination Services
6,663
6,500
6,500
4680 Towing Services Agreement Fees
0
0
360,000
TOTAL CHARGES FOR SERVICES
$
3,252,216
$
3,056,700
$
3,785,440
INTERGOVERNMENTAL
4701 Motor Vehicle In -Lieu Fees
$
93,340
$
94,310
$
85,840
4710 Homeowners Property Tax Relief
77,350
79,300
73,240
TOTAL INTERGOVERNMENTAL
$
170,690
$
173,610
$
159,080
OTHER
4901 Other Revenue
$ 1,253,244 $
775,060 $
908,230
4905 Contributions/Fundraising
103,644
86,660
125,160
4911 Reimbursement from Other Funds
504,127
910,670
964,640
4913 State Mandate Reimbursement
55,136
63,820
42,710
4914 Non -Abated Reimbursements
337,306
146,750
366,090
4915 Bad Debt Recovery
0
1,610
810
4917 RDASA Admin Allowance
863,945
361,830
250,000
4918 Housing SA Admin Allowance
200,000
200,000
200,000
4919 Housing Court Receivership
128,193
0
0
4941 Other Revenue - ActiveNet
286
0
0
4999 Unapplied Cash
(41)
0
0
TOTAL OTHER
$ 3,445,840 $
2,546,400 $
2,857,640
TRANSFER IN
8006 Transfer In -Fund 006
$ 39,170 $
71,850 $
64,720
8188 Transfer In -Fund 188
350,170
188,420
218,390
Fiscal Year 2019/2o Adopted Budget Page 115
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
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
4314 Red Light Fines
4316 Weed Abatement
TOTAL FINES & FORFEITURES
USE OF MONEY & PROPERTY
$ 16,622,926
$
2018/19
2019/20
18,305,650
2017/18
Adopted
Adopted
Actual
Budget
Budget
8190 Transfer In -Fund 190
206,301
0
0
8290 Transfer In -Library Fund
37,935
0
0
8705 Transfer In -Municipal Utility
1,241,140
1,390,260
1,507,760
TOTAL TRANSFER IN
$ 1,874,716 $
1,650,530 $
1,790,870
TOTAL 001 - GENERAL FUND
$ 84,890,789 $
83,919,400 $
88,290,270
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
4314 Red Light Fines
4316 Weed Abatement
TOTAL FINES & FORFEITURES
USE OF MONEY & PROPERTY
$ 16,622,926
$
17,185,110
$
18,305,650
590,443
382,940
693,290
650,210
332,755
0
330,230
0
366,430
131,070
264,559
122,920
0
144,340
480,609
4419 Other Rental/Lease Income
322,100
92,468
529,260
512,646
573,550
4440 Sale of Fixed Assets
623,710
174,286
171,240
168,280
6,116,112
$
5,761,500
$
5,650,700
$ 24,960,847
$
25,159,940
$
26,438,580
$ 16,045
$
16,500
$
16,500
$ 16,045
$
16,500
$
16,500
140
$ 14,162
$
4,000
$
20,000
14,150
8,000
4549 Hazmat Recovery
8,000
(220)
0
0
124,289
62,000
90,000
$ 152,381
$
74,000
$
118,000
4401 Interest Earnings
$
479,726
$
404,510
$
382,940
4402 Unrealized Gain
(333,649)
0
0
4403 Restricted - Interest Earnings
264,559
0
0
4419 Other Rental/Lease Income
92,468
97,890
107,460
4440 Sale of Fixed Assets
1,917
0
0
TOTAL USE OF MONEY & PROPERTY
$
505,021
$
502,400
$
490,400
CHARGES FOR SERVICES
4501 Plan Check Fees
$
112
$
1,000
$
1,000
4546 FSD Fees
0
140
140
4548 D.U.I. Recovery
297
280
280
4549 Hazmat Recovery
0
900
900
4553 Fire Maintenance Fees
150
1,000
3,000
TOTAL CHARGES FOR SERVICES
$
559
$
3,320
$
5,320
OTHER
4901 Other Revenue
$
27,782
$
10,600
$
10,600
4914 Non -Abated Reimbursements
900,724
691,800
706,800
Fiscal Year 2019/2o Adopted Budget Page iib
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
TOTAL TAXES
USE OF MONEY & PROPERTY
4401 Interest Earnings
4402 Unrealized Gain
TOTAL USE OF MONEY & PROPERTY
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
TOTAL TAXES
TRANSFER IN
8281 Transfer In -Fire Fund
TOTAL TRANSFER IN
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
290 - LIBRARY FUND
TAXES
4101 Property Taxes-CY Secured
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4105 Property Taxes -Supplemental
4113 Property Tax- Post RDA Res Blc
TOTAL TAXES
FINES & FORFEITURES
4312 Library Fines and Fees
TOTAL FINES & FORFEITURES
USE OF MONEY & PROPERTY
4401 Interest Earnings
4402 Unrealized Gain
$ 5,938,124
$
2018/19
2019/20
5,959,650
2017/18
Adopted
Adopted
Actual
Budget
Budget
4916 Reimbursement from OPEB Trust
144,933
845,520
851,260
4941 Other Revenue - ActiveNet
3,854
3,400
3,400
TOTAL OTHER
$ 1,077,293 $
1,551,320 $
1,572,060
TOTAL 281 - FIRE FUND
$ 26,712,146 $
27,307,480 $
28,640,860
282 - COMMUNITY FACILITIES DIST 85-1
TAXES
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
TOTAL TAXES
USE OF MONEY & PROPERTY
4401 Interest Earnings
4402 Unrealized Gain
TOTAL USE OF MONEY & PROPERTY
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
283 - COMMUNITY FACILITIES DIST 88-1
TAXES
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
TOTAL TAXES
TRANSFER IN
8281 Transfer In -Fire Fund
TOTAL TRANSFER IN
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
290 - LIBRARY FUND
TAXES
4101 Property Taxes-CY Secured
4102 Property Taxes-CY Unsecured
4103 Property Taxes-PY Sec & Unsec
4105 Property Taxes -Supplemental
4113 Property Tax- Post RDA Res Blc
TOTAL TAXES
FINES & FORFEITURES
4312 Library Fines and Fees
TOTAL FINES & FORFEITURES
USE OF MONEY & PROPERTY
4401 Interest Earnings
4402 Unrealized Gain
$ 5,938,124
$
6,006,190
$
5,959,650
7,160
30,610
7,550
18,463
19,300
20,000
$ 5,963,747
$
6,056,100
$
5,987,200
140,340
140,340
$ 48,832
$
39,820
$
43,570
(29,885)
4,918,300
0
0
$ 18,947
$
39,820
$
43,570
4Z S QRS FQd
G
C, ()QS QW)
1P
6 0110 770
$ 1,215,406 $ 1,230,760 $ 410,150
12,668 8,020 13,420
4,568 1,970 4,630
e 1 ')2) <A) e 1 ')nn '71Zn e a72 Inn
$ 1,058,720 $ 1,205,190 $ 1,966,610
N 1 nco ��n S 1 Inc ion N t QrA AU)
$ 2,291,362 $ 2,445,940 $ 2,394,810
$ 3,990,931
$
4,085,350
$
4,540,760
85,680
100,220
98,730
48,263
51,510
55,610
71,902
63,100
82,860
140,340
140,340
140,340
$ 4,337,116
$
4,440,520
$
4,918,300
$ 134,507
$
0
$
0
$ 134,507
$
0
$
0
$ 79,878
$
67,460
$
92,740
(76,110)
0
0
Fiscal Year 2019/2o Adopted Budget Page 117
City of Rancho Cucamonga
Revenue Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page iib
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
4410 Media Rentals
54,237
0
0
4419 Other Rental/Lease Income
0
2,000
10,000
TOTAL USE OF MONEY & PROPERTY
$
58,005
$
69,460
$
102,740
CHARGES FOR SERVICES
4512 Library Card & Merchndse Sales
$
5,321
$
0
$
5,000
4515 Interlibrary Loan (ILL)
110
100
100
4565 Passport Processing Fees
140,527
120,000
120,000
4567 Passport Photo Fees
28,411
24,000
20,000
4570 Sale of Printed Material
26,547
24,000
24,000
4575 Exhibit Sales
0
0
15,000
4591 Recreation Fees - ActiveNet
380
10,000
6,600
4690 Contract Classes -Library
19,317
25,500
10,000
4691 Program Revenue -Library
859
15,000
1,500
TOTAL CHARGES FOR SERVICES
$
221,472
$
218,600
$
202,200
INTERGOVERNMENTAL
4740 Grant Income
$
10,487
$
25,000
$
10,000
TOTAL INTERGOVERNMENTAL
$
10,487
$
25,000
$
10,000
OTHER
4901 Other Revenue
$
3,490
$
125,940
$
125,940
4907 Private Contributions Library
137,000
137,000
140,000
4909 RC Library Foundation Support
31,000
65,000
554,610
4911 Reimbursement from Other Funds
2,500
2,500
0
4914 Non -Abated Reimbursements
0
17,630
15,000
4941 Other Revenue - ActiveNet
302
0
0
4946 Fee Revenue - ActiveNet
(6,196)
0
0
TOTAL OTHER
$
168,096
$
348,070
$
835,550
TRANSFER IN
8299 Transfer In -Library Devel Fund
$
53,041
$
0
$
0
TOTAL TRANSFER IN
$
53,041
$
0
$
0
TOTAL 290 - LIBRARY FUND
$
4,982,724
$
5,101,650
$
6,068,790
TOTAL OPERATING BUDGET
$
124,859,715
$
124,870,390
$
131,425,500
Fiscal Year 2019/2o Adopted Budget Page iib
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2019/2o Adopted Budget Page 119
City of Rancho Cucamonga, California
Revenue Summary by Category
All Funds
Fiscal Year 2019/20 Preliminary Budget
Development Fees Other
1.67% 12.63% Transfer In
_4.23%
Intergovernmental
25.52%
Taxes
51.70%
Charges for Services
8.83%
Use of Money &—/
Property
3.06%
Fines & Forfeitures
0.61%
Licenses & Permits
1.74%
Taxes
$ 137,631,770
Licenses & Permits
4,623,380
Fines & Forfeitures
1,613,680
Use of Money & Property
8,140,200
Charges for Services
23,516,770
Intergovernmental
67,939,860
Development Fees
4,457,340
Other
7,013,190
Transfer In
11,258,700
Total All Funds Budget $ 266,194,890
Fiscal Year 2019/2o Adopted Budget Page 120
City of Rancho Cucamonga
Revenue Summary by Category
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 121
2017/18
Actual
2018/19
Adopted
Budget
2019/20
Adopted
Budget
CITY OF RANCHO CUCAMONGA
TAXES
$
90,542,023
$
91,098,340
$
95,019,340
LICENSES & PERMITS
4,299,417
4,557,210
4,606,880
FINES & FORFEITURES
1,671,090
1,345,250
1,495,680
USE OF MONEY & PROPERTY
3,429,174
6,227,950
7,067,570
CHARGES FOR SERVICES
19,389,673
21,495,900
23,510,950
INTERGOVERNMENTAL
13,508,218
24,103,790
67,939,860
DEVELOPMENT FEES
10,283,990
4,839,430
4,457,340
OTHER
9,641,956
6,824,540
5,424,130
TRANSFER IN
6,602,115
6,567,910
9,292,090
TOTAL CITY OF RANCHO CUCAMONGA
$
159,367,656
$
167,060,320
$
218,813,840
R.C. FIRE PROTECTION DISTRICT
TAXES
$
39,941,380
$
40,762,860
$
42,612,430
LICENSES & PERMITS
16,045
16,500
16,500
FINES & FORFEITURES
152,381
74,000
118,000
USE OF MONEY & PROPERTY
812,907
1,025,290
1,072,630
CHARGES FOR SERVICES
874
4,320
5,820
OTHER
1,095,474
1,568,320
1,589,060
TRANSFER IN
1,058,720
1,205,190
1,966,610
TOTAL R.C. FIRE PROTECTION DISTRICT
$
43,077,781
$
44,656,480
$
47,381,050
TOTAL ALL FUNDS BUDGET
$
202,445,437
$
211,716,800
$
266,194,890
Fiscal Year 2019/2o Adopted Budget Page 121
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 122
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
001 - GENERAL FUND
4101 Property Taxes-CY Secured
$ 4,394,174 $
4,506,200 $
4,838,990
4102 Property Taxes-CY Unsecured
156,080
183,230
171,880
4103 Property Taxes-PY Sec & Unsec
87,919
94,180
96,810
4104 Property Taxes-Penalties/Int.
61,014
182,170
67,200
4105 Property Taxes -Supplemental
130,981
115,380
144,240
4106 Property Taxes -Unitary
2,111,177
815,360
863,570
4107 Property Transfer Tax
1,182,724
1,085,230
1,168,640
4111 Property Tax In -Lieu of VLF
18,281,381
19,135,120
20,193,480
4113 Property Tax- Post RDA Res Blc
2,076,352
2,041,430
2,321,430
4120 Sales and Use Tax
30,906,609
30,400,000
31,965,020
4121 Prop 172 -Half Cent Sales Tax
571,685
554,480
587,460
4125 Transient Occupancy Tax
3,578,006
4,505,800
4,613,410
4126 Admissions Tax
6,008
6,050
5,170
4130 Franchise Fee -Gas & Electric
2,545,780
2,532,790
2,530,760
4131 Franchise Fee-Resid. Refuse
981,237
1,070,210
921,260
4132 Franchise Fee -Comm. Refuse
1,672,976
1,536,870
1,749,060
4133 Franchise Fee -Cable
1,470,848
1,523,730
1,450,990
4135 Franchise Fee -Towing Services
290,000
300,000
0
4201 Business Licenses
2,606,637
2,610,400
2,670,440
4207 Building Permits
1,039,024
1,250,000
1,200,000
4208 Bldg Pmt -Strong Motion Fees
2,420
9,090
9,110
4209 Mobile Home Permit
5,798
6,160
4,120
4210 Bldg Permits-SB1473(90% to CA)
814
1,760
1,760
4215 Animal Licenses
286,229
313,230
351,740
4216 Parking Permits
200
250
710
4220 Other Licenses & Permits
478
460
990
4231 Business Licenses-P/Y
10,950
11,300
11,560
4232 Business Licenses -Penalties
116,391
95,500
97,690
4301 Vehicle Code Fines
219
0
0
4302 Parking Citations
640,694
459,470
563,790
4306 Vehicle Release Fees
240,672
266,700
266,700
4307 Citation Proof of Corr Fees
5,508
5,500
6,840
4308 General Ordinance Fines
197,069
194,390
227,890
4309 False Alarm Fees
61,200
68,060
81,770
4313 Other Fines & Forfeitures
141,352
89,390
102,430
4401 Interest Earnings
502,693
445,270
332,400
4402 Unrealized Gain
(433,354)
0
0
4403 Restricted - Interest Earnings
122,686
0
0
4419 Other Rental/Lease Income
26,500
26,930
27,860
4440 Sale of Fixed Assets
68,196
50,070
50,070
4501 Plan Check Fees
950,265
1,030,000
1,030,000
4502 Building Plan Check
(1,144)
0
0
4508 Planning Fees
741,408
750,000
750,000
4509 Planning- Special Services Fee
15,711
220,000
220,000
4510 Engineering Fees
1,298,926
800,000
1,200,000
4554 Park Maintenance Fees
168
0
0
4556 Sports Lighting Fees
849
590
300
Fiscal Year 2019/2o Adopted Budget Page 122
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
4560 Fingerprint Fees
17,445
19,530
9,220
4563 Candidates Filing Fees
0
22,000
0
4564 Returned Item Charge
460
430
860
4570 Sale of Printed Material
9,464
6,150
9,060
4571 Sale of Taxable Items
136
0
0
4630 Animal Adoption Fees
141,437
130,000
130,000
4631 Animal Spay/Neuter Fees
10,952
17,000
17,000
4633 Animal Boarding Fees
12,888
11,000
9,000
4634 Animal Impound Fees
22,538
21,000
21,000
4636 Owner Surrender Fees
15,215
15,000
15,000
4638 Microchipping Fee
8,835
7,500
7,500
4640 Vaccination Services
6,663
6,500
6,500
4680 Towing Services Agreement Fees
0
0
360,000
4701 Motor Vehicle In -Lieu Fees
93,340
94,310
85,840
4710 Homeowners Property Tax Relief
77,350
79,300
73,240
4901 Other Revenue
1,253,244
775,060
908,230
4905 Contributions/Fundraising
103,644
86,660
125,160
4911 Reimbursement from Other Funds
504,127
910,670
964,640
4913 State Mandate Reimbursement
55,136
63,820
42,710
4914 Non -Abated Reimbursements
337,306
146,750
366,090
4915 Bad Debt Recovery
0
1,610
810
4917 RDASA Admin Allowance
863,945
361,830
250,000
4918 Housing SA Admin Allowance
200,000
200,000
200,000
4919 Housing Court Receivership
128,193
0
0
4941 Other Revenue - ActiveNet
286
0
0
4999 Unapplied Cash
(41)
0
0
8006 Transfer In -Fund 006
39,170
71,850
64,720
8188 Transfer In -Fund 188
350,170
188,420
218,390
8190 Transfer In -Fund 190
206,301
0
0
8290 Transfer In -Library Fund
37,935
0
0
8705 Transfer In -Municipal Utility
1,241,140
1,390,260
1,507,760
TOTAL 001 - GENERAL FUND
$ 84,890,789 $
83,919,400 $
88,290,270
003 - REIMB ST/COUNTY PARKING CIT
4303 Parking Cit Surcharge -State
$ 8,694 $
9,070 $
12,020
4304 Parking Cit Surchrge-County
6,550
6,870
9,100
4305 Parking Cit Surcharge-Cnty Crt
26,202
27,600
36,560
4402 Unrealized Gain
(317)
0
0
4901 Other Revenue
90,285
79,130
104,800
TOTAL 003 - REIMB ST/COUNTY PARKING CIT
$ 131,414 $
122,670 $
162,480
006 - CVWD REIMBURSEMENTS
4402 Unrealized Gain
$ (10,649) $
0 $
0
4745 Other Intergov'tl Reimbursemnt
329,339
350,000
463,500
TOTAL 006 - CVWD REIMBURSEMENTS
$ 318,690 $
350,000 $
463,500
008 - CNTY OF S. B. REIMBURSEMENTS
4402 Unrealized Gain
$ (317) $
0 $
0
Fiscal Year 2019/2o Adopted Budget Page 123
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
TOTAL 008 - CNTY OF S. B. REIMBURSEMENTS
016 - COMM DEV TECHNICAL SRVCS FUND
4401 Interest Earnings
4402 Unrealized Gain
4518 General Plan Update Fee
TOTAL 016 - COMM DEV TECHNICAL SRVCS FUND
017 - LAW ENFORCEMENT RESERVE
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
TOTAL 017 - LAW ENFORCEMENT RESERVE
018 - TRAFFIC SAFETY
4301 Vehicle Code Fines
4401 Interest Earnings
8001 Transfer In -General Fund
TOTAL 018 - TRAFFIC SAFETY
019 - INFO TECHNOLOGY -DEVELOPMENT
4401 Interest Earnings
4402 Unrealized Gain
4519 Information Technology Revenue
TOTAL 019 - INFO TECHNOLOGY -DEVELOPMENT
020 - CITY TECHNOLOGY FEE FUND
4401 Interest Earnings
4402 Unrealized Gain
4517 Technology Fee -Permit
TOTAL 020 - CITY TECHNOLOGY FEE FUND
022 - MOBILE HOME PARK PROGRAM
4218 Mobile Home Lot Fees -City
4219 Mobile Home Lot Fees -State
4401 Interest Earnings
4402 Unrealized Gain
4901 Other Revenue
TOTAL 022 - MOBILE HOME PARK PROGRAM
023 - SB 1186 CERT ACCESS SPEC PROG
4401 Interest Earnings
4402 Unrealized Gain
4650 SBI 186 Cert Access Spec Prog
TOTAL 023 - SB1186 CERT ACCESS SPEC PROG
025 - CAPITAL RESERVE
4401 Interest Earnings
4402 Unrealized Gain
2018/19
2019/20
2017/18 Adopted
Adopted
Actual Budget
Budget
$ (317) $ 0 $ 0
$ 32,908
$
287,700
$
47,630
(22,661)
0
0
26,924
30,790
53,790
$ 37,171
$
318,490
$
101,420
$ 130,016
$
96,270
$
150,930
(88,707)
0
0
21,885
0
0
$ 63,194
$
96,270
$
150,930
$ 208,423
$
218,200
$
188,580
(1,292)
0
0
153,470
179,230
220,160
$ 360,601
$
397,430
$
408,740
$ 8,236
$
8,440
$
0
(6,223)
0
0
138,140
158,000
0
$ 140,153
$
166,440
$
0
1,493
1,320
24,700
(999)
0
0
204,268
182,000
287,180
$ 204,762
$
183,320
$
311,880
$ 14,916
$
14,910
$
14,910
3,150
3,150
3,150
2,267
1,980
2,780
(1,727)
0
0
1,120
1,120
1,120
$ 19,726
$
21,160
$
21,960
$ 673
$
580
$
1,390
(736)
0
0
23,942
18,550
18,550
$ 23,879
$
19,130
$
19,940
$ 856,805
$
893,010
$
1,023,970
(404,369)
0
0
Fiscal Year 2019/2o Adopted Budget Page 124
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 125
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
4901 Other Revenue
22,519
0
0
8001 Transfer In -General Fund
1,025,000
1,140,000
1,175,000
TOTAL 025 - CAPITAL RESERVE
$
1,499,955
$
2,033,010
$
2,198,970
073 - BENEFITS CONTINGENCY
4401 Interest Earnings
$
40,827
$
37,380
$
60,210
4402 Unrealized Gain
(15,781)
0
0
TOTAL 073 - BENEFITS CONTINGENCY
$
25,046
$
37,380
$
60,210
100 - ASSESSMENT DISTRICTS ADMIN
4401 Interest Earnings
$
11,977
$
10,270
$
12,130
4402 Unrealized Gain
(9,487)
0
0
4901 Other Revenue
951,600
879,240
1,007,120
8802 Transfer In -Fund 802
5
0
0
TOTAL 100 - ASSESSMENT DISTRICTS ADMIN
$
954,095
$
889,510
$
1,019,250
101 - AD 93-1 MASI COMMERCE CENTER
4401 Interest Earnings
$
2,387
$
170
$
210
4402 Unrealized Gain
(92)
0
0
TOTAL 101 - AD 93-1 MASI COMMERCE CENTER
$
2,295
$
170
$
210
105 - AB2766 AIR QUALITY IMPROVEMENT
4401 Interest Earnings
$
18,399
$
19,600
$
16,610
4402 Unrealized Gain
(14,769)
0
0
4740 Grant Income
227,842
837,150
541,600
TOTAL 105 - AB2766 AIR QUALITY IMPROVEMENT
$
231,472
$
856,750
$
558,210
110 - BEAUTIFICATION
4401 Interest Earnings
$
16,713
$
12,000
$
16,560
4402 Unrealized Gain
(11,622)
0
0
TOTAL 110 - BEAUTIFICATION
$
5,091
$
12,000
$
16,560
111 - PARK LAND ACQUISITION
4401 Interest Earnings
$
20,014
$
19,860
$
35,980
4402 Unrealized Gain
(15,910)
0
0
4818 Park Land Acq Impact Fee
190,389
180,000
250,000
TOTAL 111 - PARK LAND ACQUISITION
$
194,493
$
199,860
$
285,980
112 - DRAINAGE FAC/GENERAL
4401 Interest Earnings
$
44,884
$
41,300
$
59,490
4402 Unrealized Gain
(37,683)
0
0
4806 Storm Drain Fees
1,091,047
500,000
100,000
TOTAL 112 - DRAINAGE FAC/GENERAL
$
1,098,248
$
541,300
$
159,490
113 - COMMUNITY/REC CENTER DEVELPMNT
4401 Interest Earnings
$
7,698
$
7,710
$
15,440
4402 Unrealized Gain
(6,049)
0
0
4822 Community/Rec Ctr Impact Fee
65,645
70,000
310,730
Fiscal Year 2019/2o Adopted Budget Page 125
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
TOTAL 113 - COMMUNITY/REC CENTER DEVELPMNT
$
67,294
$
77,710
$
326,170
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
(8,853)
0
0
4401 Interest Earnings
$
6,206
$
6,390
$
7,950
4402 Unrealized Gain
$
(4,302)
$
0
$
0
4807 Secondary Regional Fee
93,756
75,000
0
TOTAL 114 - DRAINAGE-ETIWANDA/SAN SEVAINE
$
95,660
$
81,390
$
7,950
115 - HENDERSON/WARDMAN DRAINAGE
(70,746)
0
0
4402 Unrealized Gain
$
(10,735)
$
0
$
0
TOTAL 115 - HENDERSON/WARDMAN DRAINAGE
$
(10,735)
$
0
$
0
116 - ETIWANDA DRAINAGE
$
13,594
$
12,380
$
16,160
4401 Interest Earnings
$
33,408
$
30,620
$
37,250
4402 Unrealized Gain
(22,953)
0
0
4807 Secondary Regional Fee
$
109,582
$
75,000
$
0
TOTAL 116 - ETIWANDA DRAINAGE
$
120,037
$
105,620
$
37,250
118 - UPPER ETIWANDA DRAINAGE
$
7,107
$
7,060
$
10,720
4401 Interest Earnings
$
9,121
$
8,600
$
10,700
4402 Unrealized Gain
(6,354)
0
0
TOTAL 118 - UPPER ETIWANDA DRAINAGE
$
2,767
$
8,600
$
10,700
119 - PARK IMPROVEMENT
4401 Interest Earnings
$
11,301
$
11,210
$
20,200
4402 Unrealized Gain
(8,853)
0
0
4819 Park Improvement Impact Fee
96,238
100,000
200,000
TOTAL 119 - PARK IMPROVEMENT
$
98,686
$
111,210
$
220,200
120 - PARK DEVELOPMENT
4401 Interest Earnings
$
172,039
$
183,920
$
145,780
4402 Unrealized Gain
(70,746)
0
0
TOTAL 120 - PARK DEVELOPMENT
$
101,293
$
183,920
$
145,780
122 - SOUTH ETIWANDA DRAINAGE
4401 Interest Earnings
$
13,594
$
12,380
$
16,160
4402 Unrealized Gain
(10,644)
0
0
4807 Secondary Regional Fee
217,965
0
0
TOTAL 122 - SOUTH ETIWANDA DRAINAGE
$
220,915
$
12,380
$
16,160
123 - LIBRARY IMPACT FEE
4401 Interest Earnings
$
7,107
$
7,060
$
10,720
4402 Unrealized Gain
(5,419)
0
0
4814 Library Impact Fee
43,401
50,000
107,080
TOTAL 123 - LIBRARY IMPACT FEE
$
45,089
$
57,060
$
117,800
124 - TRANSPORTATION
4401 Interest Earnings
$
394,334
$
352,200
$
492,590
4402 Unrealized Gain
(285,389)
0
0
Fiscal Year 2019/2o Adopted Budget Page 126
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
125 - ANIMAL CENTER IMPACT FEE
4401 Interest Earnings
4402 Unrealized Gain
4815 Animal Center Impact Fee
TOTAL 125 - ANIMAL CENTER IMPACT FEE
126 - LOWER ETIWANDA DRAINAGE
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 126 - LOWER ETIWANDA DRAINAGE
127 - POLICE IMPACT FEE
4401 Interest Earnings
4402 Unrealized Gain
4816 Police Impact Fee
TOTAL 127 - POLICE IMPACT FEE
$ 1,447
(1,099)
9,534
$ 9.882
$ 9,696
(6,753)
$ 1943
$ 4,989
(4,376)
113,023
$ 113,636
128 - ETIWANDA NO. EQUESTRIAN FACIL.
4401 Interest Earnings $ 10,807
4402 Unrealized Gain (7,579)
TOTAL 128 - ETIWANDA NO. EQUESTRIAN FACIL. $ 3,228
129 - UNDERGROUND UTILITIES
$ 1,480
0
15,000
$ 16,480
$ 9,150
n
$ 9.150
$ 2,220
0
23,100
25.320
$ 11,370
0
$ 11,370
$ 4,640
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
4820 Regional Transportation Fee 3,051,364
1,140,000
1,250,000
4821 Local Transportation Fee 4,999,708
2,500,000
2,000,000
TOTAL 124 - TRANSPORTATION $ 8,160,017 $
3,992,200 $
3,742,590
125 - ANIMAL CENTER IMPACT FEE
4401 Interest Earnings
4402 Unrealized Gain
4815 Animal Center Impact Fee
TOTAL 125 - ANIMAL CENTER IMPACT FEE
126 - LOWER ETIWANDA DRAINAGE
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 126 - LOWER ETIWANDA DRAINAGE
127 - POLICE IMPACT FEE
4401 Interest Earnings
4402 Unrealized Gain
4816 Police Impact Fee
TOTAL 127 - POLICE IMPACT FEE
$ 1,447
(1,099)
9,534
$ 9.882
$ 9,696
(6,753)
$ 1943
$ 4,989
(4,376)
113,023
$ 113,636
128 - ETIWANDA NO. EQUESTRIAN FACIL.
4401 Interest Earnings $ 10,807
4402 Unrealized Gain (7,579)
TOTAL 128 - ETIWANDA NO. EQUESTRIAN FACIL. $ 3,228
129 - UNDERGROUND UTILITIES
$ 1,480
0
15,000
$ 16,480
$ 9,150
n
$ 9.150
$ 2,220
0
23,100
25.320
$ 11,370
0
$ 11,370
$ 4,640
$
8,570
0
4402 Unrealized Gain
0
40,000
0
102,000
$ 44,640
$
110,570
4814 Library Impact Fee
13,665
$ 10,420
$
12,690
0
257,740 $
0
10.420
$
12.690
4401 Interest Earnings
$ 170,824 $
167,740 $
198,180
4402 Unrealized Gain
(114,762)
0
0
4813 Underground Utilities Fee
89,021
90,000
90,000
4814 Library Impact Fee
13,665
0
0
TOTAL 129 - UNDERGROUND UTILITIES
$ 158,748 $
257,740 $
288,180
130 - LMD #1 GENERAL CITY
4101
Property Taxes-CY Secured
$ 1,232,152 $
1,232,090 $
1,232,960
4103
Property Taxes-PY Sec & Unsec
10,612
11,900
11,900
4104
Property Taxes-Penalties/Int.
3,184
2,000
2,000
4401
Interest Earnings
19,477
16,850
21,330
4402
Unrealized Gain
(18,298)
0
0
4419
Other Rental/Lease Income
27,431
24,910
24,910
4554
Park Maintenance Fees
4,347
4,450
4,450
4555
Sports Field User Grp Rentals
330
1,000
1,000
4556
Sports Lighting Fees
10,636
22,290
22,290
4901
Other Revenue
111
100
100
4941
Other Revenue - ActiveNet
279
0
0
8001
Transfer In -General Fund
123,410
135,820
135,830
TOTAL
130 - LMD #1 GENERAL CITY
$ 1,413,671 $
1,451,410 $
1,456,770
131- LMD 42 VICTORIA
Fiscal Year 2019/2o Adopted Budget Page 127
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 128
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
4101 Property Taxes-CY Secured
$
3,381,906
$
3,496,470
$
3,522,770
4103 Property Taxes-PY Sec & Unsec
17,404
29,730
29,730
4104 Property Taxes-Penalties/Int.
4,524
5,000
5,000
4401 Interest Earnings
52,744
46,380
52,770
4402 Unrealized Gain
(48,027)
0
0
4554 Park Maintenance Fees
1,315
2,000
2,000
8001 Transfer In -General Fund
293,490
299,540
324,860
TOTAL 131 - LMD #2 VICTORIA
$
3,703,356
$
3,879,120
$
3,937,130
132 - LMD #3A HYSSOP
4101 Property Taxes-CY Secured
$
3,517
$
3,690
$
3,690
4401 Interest Earnings
575
530
590
4402 Unrealized Gain
(400)
0
0
TOTAL 132 - LMD #3A HYSSOP
$
3,692
$
4,220
$
4,280
133 - LMD #313 MEDIANS
4101 Property Taxes-CY Secured
$
805,488
$
820,370
$
805,860
4103 Property Taxes-PY Sec & Unsec
3,672
9,730
9,730
4104 Property Taxes-Penalties/Int.
503
970
970
4216 Parking Permits
211,809
240,000
240,000
4401 Interest Earnings
30,381
27,540
36,580
4402 Unrealized Gain
(25,272)
0
0
4901 Other Revenue
309
340
340
TOTAL 133 - LMD #311 MEDIANS
$
1,026,890
$
1,098,950
$
1,093,480
134 - LMD #4R TERRA VISTA
4101 Property Taxes-CY Secured
$
2,735,663
$
2,713,340
$
2,779,600
4103 Property Taxes-PY Sec & Unsec
10,876
12,500
12,500
4104 Property Taxes-Penalties/Int.
3,093
1,250
1,250
4401 Interest Earnings
77,989
70,110
93,040
4402 Unrealized Gain
(67,299)
0
0
4554 Park Maintenance Fees
898
2,080
2,080
4555 Sports Field User Grp Rentals
304
500
500
TOTAL 134 - LMD #4R TERRA VISTA
$
2,761,524
$
2,799,780
$
2,888,970
135 - LMD #5 ANDOVER
4101 Property Taxes-CY Secured
$
2,493
$
2,470
$
2,470
4401 Interest Earnings
570
530
550
4402 Unrealized Gain
(355)
0
0
TOTAL 135 - LMD #5 ANDOVER
$
2,708
$
3,000
$
3,020
136 - LMD #6R CARYN COMMUNITY
4101 Property Taxes-CY Secured
$
491,561
$
504,780
$
519,920
4103 Property Taxes-PY Sec & Unsec
4,073
3,500
3,500
4104 Property Taxes-Penalties/Int.
2,400
350
350
4401 Interest Earnings
7,527
6,480
9,430
4402 Unrealized Gain
(7,090)
0
0
8001 Transfer In -General Fund
52,460
60,370
41,090
Fiscal Year 2019/2o Adopted Budget Page 128
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 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
4556 Sports Lighting Fees
4901 Other Revenue
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
2018/19
2019/20
2017/18 Adopted
Adopted
Actual Budget
Budget
$ 550,931 $ 575,480 $ 574,290
$ 934,037
$
937,780
$
937,780
10,450
9,610
9,610
3,267
2,250
2,250
17,892
16,070
18,500
(15,222)
0
0
27,839
25,660
25,660
1,616
540
540
3,730
5,590
5,590
10
0
0
50,000
30,000
0
$ 1,033,619
$
1,027,500
$
999,930
$ 34,185
$
33,920
$
33,920
76
350
350
10
30
30
1,059
1,000
1,220
(768)
0
0
$ 34,562
$
35,300
$
35,520
$ 301,986
$
507,940
$
668,730
1,298
1,000
1,000
755
380
380
21,421
16,390
16,940
(13,588)
0
0
3,752
2,000
2,000
1,918
500
500
$ 317,542
$
528,210
$
689,550
$ 556,200
$
573,200
$
573,200
3,858
5,500
5,500
2,883
1,250
1,250
17,913
16,000
19,870
(14,291)
0
0
26,410
7,500
7,500
296
4,740
4,740
113
2,000
2,000
3,911
7,030
7,030
0
3,500
3,500
811
0
0
$ 598,104
$
620,720
$
624,590
$ 1,911
$
1,930
$
3,890
Fiscal Year 2019/2o Adopted Budget Page 129
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 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
4923 Misc. Other Financing Sources
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
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4401 Interest Earnings
4402 Unrealized Gain
4808 Developer Energizing Fee
4901 Other Revenue
TOTAL 151 - SLD #1 ARTERIAL
152 - SLD #2 RESIDENTIAL
4101 Property Taxes-CY Secured
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
4402 Unrealized Gain
4808 Developer Energizing Fee
4901 Other Revenue
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
4901 Other Revenue
TOTAL 153 - SLD #3 VICTORIA
154 - SLD #4 TERRA VISTA
4101 Property Taxes-CY Secured
2018/19
2019/20
2017/18 Adopted
Adopted
Actual Budget
Budget
(2,261) 0 0
90,000 90,000 90,000
$ 89,650 $ 91,930 $ 93,890
$ 1,110
$
1,080
$
30
(1,047)
0
0
46,604
0
0
0
47,880
112,200
0
46,870
109,840
0
18,580
43,550
0
8,620
20,220
0
4,090
9,600
0
6,410
15,030
0
12,980
30,430
0
4,570
10,720
$ 46,667
$
151,080
$
351,620
$ 807,445
$
808,040
$
811,300
5,148
5,500
5,500
1,582
1,250
1,250
3,057
1,520
11,530
(6,481)
0
0
0
1,000
1,000
452,312
0
0
$ 1,263,063
$
817,310
$
830,580
$ 369,103
$
371,030
$
371,420
3,173
3,480
3,480
979
550
550
(11,013)
0
0
0
1,000
1,000
410,605
0
0
350,170
188,420
284,250
$ 1,123,017
$
564,480
$
660,700
$ 353,135
$
352,870
$
355,500
1,779
3,510
3,510
463
350
350
19,398
18,640
25,730
(15,055)
0
0
55,215
0
0
$ 414,935
$
375,370
$
385,090
$ 163,382
$
162,300
$
164,740
Fiscal Year 2019/2o Adopted Budget Page 130
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
$
43,748
$
43,710
2018/19
2019/20
4103 Property Taxes-PY Sec & Unsec
2017/18
Adopted
Adopted
440
Actual
Budget
Budget
4103 Property Taxes-PY Sec & Unsec
725
1,600
1,600
4104 Property Taxes-Penalties/Int.
219
160
160
4401 Interest Earnings
8,752
7,100
17,770
4402 Unrealized Gain
(7,220)
0
0
4901 Other Revenue
63,350
0
0
TOTAL 154 - SLD #4 TERRA VISTA
$ 229,208 $
171,160 $
184,270
155 - SLD #5 CARYN COMMUNITY
4101 Property Taxes-CY Secured
$
43,748
$
43,710
$
43,710
4103 Property Taxes-PY Sec & Unsec
4104 Property Taxes-Penalties/Int.
384
400
440
4401 Interest Earnings
440
4104 Property Taxes-Penalties/Int.
2,380
236
(1,812)
70
0
70
4401 Interest Earnings
0
(1,661)
8001 Transfer In -General Fund
0
62,590
0
4901 Other Revenue
$ 352,999 $
39,035
216,590
0
0
TOTAL 155 - SLD #5 CARYN COMMUNITY
$
81,742
$
44,220
$
44,220
156 - SLD #6 INDUSTRIAL AREA
0
4720 Gas Tax 2105 -Prop 111
962,279
1,037,580
981,180
4721 State Gas Tax -2106
4101 Property Taxes-CY Secured
$
132,221
$
134,590
$
132,530
4103 Property Taxes-PY Sec & Unsec
672
750
750
4104 Property Taxes-Penalties/Int.
92
130
130
4401 Interest Earnings
6,618
6,350
8,020
4402 Unrealized Gain
(4,967)
0
0
4901 Other Revenue
9,380
0
0
TOTAL 156 - SLD #6 INDUSTRIAL AREA
$
144,016
$
141,820
$
141,430
157 - SLD #7 NORTH ETIWANDA
4101 Property Taxes-CY Secured
$ 128,288 $
128,590 $
128,590
4103 Property Taxes-PY Sec & Unsec
1,345
1,300
1,300
4104 Property Taxes-Penalties/Int.
512
400
400
4401 Interest Earnings
76
0
2,380
4402 Unrealized Gain
(1,812)
0
0
4901 Other Revenue
119,490
0
0
8001 Transfer In -General Fund
105,100
62,590
83,920
TOTAL 157 - SLD #7 NORTH ETIWANDA
$ 352,999 $
192,880 $
216,590
158 - SLD #8 SOUTH ETIWANDA
4101 Property Taxes-CY Secured
$ 70,865 $
70,250 $
70,490
4103 Property Taxes-PY Sec & Unsec
1,079
700
700
4104 Property Taxes-Penalties/Int.
346
100
100
4401 Interest Earnings
31,964
30,670
37,340
4402 Unrealized Gain
(22,296)
0
0
4808 Developer Energizing Fee
0
430
430
4901 Other Revenue
5,211
0
0
TOTAL 158 - SLD #8 SOUTH ETIWANDA
$ 87,169 $
102,150 $
109,060
174 - GAS TAX R&T7360
4401 Interest Earnings
$ 150,122 $
122,670 $
151,370
4402 Unrealized Gain
(96,167)
0
0
4720 Gas Tax 2105 -Prop 111
962,279
1,037,580
981,180
4721 State Gas Tax -2106
607,519
618,540
608,380
Fiscal Year 2019/2o Adopted Budget Page 131
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 132
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
4722 State Gas Tax -2107
1,252,347
1,288,030
1,281,500
4723 State Gas Tax -2107.5
10,000
10,000
10,000
4725 Gas Tax R&T7360
690,543
678,620
1,521,640
4727 State GF Loan Repmt-HUTA
201,587
201,590
199,240
4745 Other Intergov'tl Reimbursemnt
2,696
0
0
8006 Transfer In -Fund 006
0
0
150,000
TOTAL 174 - GAS TAX R&T7360
$
3,780,926
$
3,957,030
$
4,903,310
176 - MEASURE 11990-2010
4401 Interest Earnings
$
7,674
$
6,350
$
5,650
4402 Unrealized Gain
(5,034)
0
0
TOTAL 176 - MEASURE 11990-2010
$
2,640
$
6,350
$
5,650
177 - MEASURE 12010-2040
4401 Interest Earnings
$
52,598
$
55,060
$
44,720
4402 Unrealized Gain
(31,907)
0
0
4715 Measure I Local St Allotment
3,082,468
3,128,210
3,016,420
TOTAL 177 - MEASURE 12010-2040
$
3,103,159
$
3,183,270
$
3,061,140
178 - SB 140
4402 Unrealized Gain
$
(369)
$
0
$
0
TOTAL 178 - SB 140
$
(369)
$
0
$
0
179 - ROAD MAINT & REHAB ACCT
4401 Interest Earnings
$
1,984
$
4,630
$
14,770
4402 Unrealized Gain
(10,384)
0
0
4726 Road Maint & Rehab Acct Rev
1,039,040
2,944,660
2,903,570
TOTAL 179 - ROAD MAINT & REHAB ACCT
$
1,030,640
$
2,949,290
$
2,918,340
181 - SB 1 - TCEP
4740 Grant Income
0
7,850,000
52,150,000
TOTAL 181 - SB I - TCEP
$
0
$
7,850,000
$
52,150,000
182 - AB 2928 TRAFFIC CONGEST RELIEF
4402 Unrealized Gain
$
(3,210)
$
0
$
0
TOTAL 182 - AB 2928 TRAFFIC CONGEST RELIEF
$
(3,210)
$
0
$
0
188 - INTEGRATED WASTE MANAGEMENT
4134 Integrated Waste Mgmt Fee
$
1,327,107
$
1,296,330
$
1,335,170
4220 Other Licenses & Permits
601
1,000
700
4401 Interest Earnings
46,932
45,520
59,710
4402 Unrealized Gain
(35,086)
0
0
4590 Administrative Fee-C&D Program
33,757
33,000
40,000
4901 Other Revenue
657,429
325,000
100,000
TOTAL 188 - INTEGRATED WASTE MANAGEMENT
$
2,030,740
$
1,700,850
$
1,535,580
190 - PROP 42 -TRAFFIC CONGESTION MIT
4401 Interest Earnings
$
0
$
3,180
$
0
Fiscal Year 2019/2o Adopted Budget Page 132
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
TOTAL 190 - PROP 42 -TRAFFIC CONGESTION MIT
$
0
$
3,180
$
0
194 - PROPOSITION 1B STATE FUNDING
4401 Interest Earnings
$
3,866
$
3,730
$
4,540
4402 Unrealized Gain
(2,701)
0
0
TOTAL 194 - PROPOSITION 1B STATE FUNDING
$
1,165
$
3,730
$
4,540
195 - STATE ASSET SEIZURE
4401 Interest Earnings
$
1,140
$
1,210
$
1,320
4402 Unrealized Gain
(526)
0
0
TOTAL 195 - STATE ASSET SEIZURE
$
614
$
1,210
$
1,320
196 - CA ASSET SEIZURE 15%
4401 Interest Earnings
$
81
$
100
$
60
4402 Unrealized Gain
(61)
0
0
TOTAL 196 - CA ASSET SEIZURE 15%
$
20
$
100
$
60
198 - CITYWIDE INFRASTRUCTURE IMPRV
4401 Interest Earnings
$
390,276
$
378,480
$
441,550
4402 Unrealized Gain
(257,510)
0
0
4740 Grant Income
158,999
0
0
4745 Other Intergov'tl Reimbursemnt
1,203,650
1,250,000
1,250,000
4823 Traffic Mitigation Fee
8,971
2,000
2,000
4901 Other Revenue
198,582
0
0
TOTAL 198 - CITYWIDE INFRASTRUCTURE IMPRV
$
1,702,968
$
1,630,480
$
1,693,550
204 - COMMUNITY DEVELOPMENT BLK GRNT
4402 Unrealized Gain
$
(3,523)
$
0
$
0
4740 Grant Income
718,049
1,780,140
1,290,010
4741 Program Income
117,908
350,000
150,000
TOTAL 204 - COMMUNITY DEVELOPMENT BLK GRNT
$
832,434
$
2,130,140
$
1,440,010
209 - FEDERAL SAFETEA-LU
4401 Interest Earnings
$
399
$
480
$
0
4402 Unrealized Gain
(136)
0
0
4740 Grant Income
1,652,677
600,000
0
TOTAL 209 - FEDERAL SAFETEA-LU
$
1,652,940
$
600,480
$
0
211 - PROP 113 - SLPP
4401 Interest Earnings
$
41
$
50
$
0
4402 Unrealized Gain
(31)
0
0
4740 Grant Income
0
19,920
0
TOTAL 211 - PROP 113 - SLPP
$
10
$
19,970
$
0
214 - PEDESTRIAN GRANT/ART 3
4740 Grant Income
$
46,596
$
43,000
$
451,000
8198 Transfer In -Fund 198
9,883
0
0
TOTAL 214 - PEDESTRIAN GRANT/ART 3
$
56,479
$
43,000
$
451,000
Fiscal Year 2019/2o Adopted Budget Page 133
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
225 - CA RECYC/LITTER REDUCTION GRNT
4402 Unrealized Gain
$
2018/19
2019/20
0
2017/18
Adopted
Adopted
$
Actual
Budget
Budget
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
59,390
TOTAL 225 - CA RECYC/LITTER REDUCTION GRNT
$
4740 Grant Income
0
9,730
9,730
4905 Contributions/Fundraising
0
9,510
9,510
4914 Non -Abated Reimbursements
495
360
360
TOTAL 218 - PUBLIC RESRCE GRNTS/HEALTHY RC $
495 $
19,600 $
19,600
225 - CA RECYC/LITTER REDUCTION GRNT
4402 Unrealized Gain
$
(175)
$
0
$
0
4740 Grant Income
$
56,411
70,840
341
59,390
TOTAL 225 - CA RECYC/LITTER REDUCTION GRNT
$
56,236
$
70,840
$
59,390
227 - USED OIL RECYCLING PROGRAM
$ (123)
$
0
$
4401 Interest Earnings
$
535
$
530
$
600
4402 Unrealized Gain
$ 40,355
(647)
35,040
0
37,600
0
4740 Grant Income
0
38,921
0
47,000
48,830
TOTAL 227 - USED OIL RECYCLING PROGRAM
$
38,809
$
47,530
$
49,430
234 - SAFE ROUTES TO SCHOOL PROGRAM
4740 Grant Income
TOTAL 234 - SAFE ROUTES TO SCHOOL PROGRAM
235 - PROP 84 PARK BOND ACT
8001 Transfer In -General Fund
TOTAL 235 - PROP 84 PARK BOND ACT
239 - FEDERAL GRANT FUNDS -DREIER
4402 Unrealized Gain
TOTAL 239 - FEDERAL GRANT FUNDS -DREIER
250 - RECREATION SERVICES
4401 Interest Earnings
4402 Unrealized Gain
4419 Other Rental/Lease Income
4439 Other Rental/Lease Inc.-ANet
4520 Recreation Fees
4571 Sale of Taxable Items
4581 Ticket Sales
4586 Advertising Revenue
4591 Recreation Fees - ActiveNet
4592 Sale of Tax Items - ActiveNet
4901 Other Revenue
4905 Contributions/Fundraising
4914 Non -Abated Reimbursements
4941 Other Revenue - ActiveNet
4946 Fee Revenue - ActiveNet
TOTAL 250 - RECREATION SERVICES
255 - VG CULTURAL CENTER
4401 Interest Earnings
$ 20,437
$
145,610
$
118,900
$ 20,437
$
145,610
$
118,900
341
0
0
$ 341
$
0
$
0
$ (123)
$
0
$
0
$ (123)
$
0
$
0
$ 40,355
$
35,040
$
37,600
(29,185)
0
0
2,549
727,500
725,370
768,973
0
0
60,337
2,013,850
1,816,400
0
26,000
28,000
57,758
55,570
44,550
125
2,500
0
1,739,462
0
0
25,498
0
0
5,898
186,630
183,060
121,734
116,690
130,880
12,004
0
0
120,638
0
0
(16,228)
0
0
$ 2,909,918
$
3,163,780
$
2,965,860
$ 8,505
$
7,280
$
13,960
Fiscal Year 2019/2o Adopted Budget Page 134
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
4402 Unrealized Gain
(7,349)
0
0
4419 Other Rental/Lease Income
50,724
361,500
464,050
4439 Other Rental/Lease Inc.-ANet
317,339
0
0
4520 Recreation Fees
0
61,070
41,550
4522 Processing Fees
57,618
80,840
85,000
4523 Web Sales Fees
42,809
0
0
4571 Sale of Taxable Items
1,761
1,300
650
4581 Ticket Sales
868,673
748,530
835,890
4586 Advertising Revenue
2,647
14,750
5,000
4588 Theatre Rental Ticket Sales
4,895
0
0
4591 Recreation Fees - ActiveNet
39,941
0
0
4592 Sale of Tax Items - ActiveNet
300
0
0
4596 Advertising Revenue -ActiveNet
2,625
0
0
4901 Other Revenue
63,454
72,500
42,500
4905 Contributions/Fundraising
131,443
137,000
126,700
4941 Other Revenue - ActiveNet
34,895
0
0
TOTAL 255 - VG CULTURAL CENTER
$
1,620,280
$
1,484,770
$
1,615,300
272 - FREEDOM COURTYARD RSRC GRANTS
4401 Interest Earnings
$
0
$
40
$
40
TOTAL 272 - FREEDOM COURTYARD RSRC GRANTS
$
0
$
40
$
40
290 - LIBRARY FUND
4101 Property Taxes-CY Secured
$
3,990,931
$
4,085,350
$
4,540,760
4102 Property Taxes-CY Unsecured
85,680
100,220
98,730
4103 Property Taxes-PY Sec & Unsec
48,263
51,510
55,610
4105 Property Taxes -Supplemental
71,902
63,100
82,860
4113 Property Tax- Post RDA Res Blc
140,340
140,340
140,340
4312 Library Fines and Fees
134,507
0
0
4401 Interest Earnings
79,878
67,460
92,740
4402 Unrealized Gain
(76,110)
0
0
4410 Media Rentals
54,237
0
0
4419 Other Rental/Lease Income
0
2,000
10,000
4512 Library Card & Merchndse Sales
5,321
0
5,000
4515 Interlibrary Loan (ILL)
110
100
100
4565 Passport Processing Fees
140,527
120,000
120,000
4567 Passport Photo Fees
28,411
24,000
20,000
4570 Sale of Printed Material
26,547
24,000
24,000
4575 Exhibit Sales
0
0
15,000
4591 Recreation Fees - ActiveNet
380
10,000
6,600
4690 Contract Classes -Library
19,317
25,500
10,000
4691 Program Revenue -Library
859
15,000
1,500
4740 Grant Income
10,487
25,000
10,000
4901 Other Revenue
3,490
125,940
125,940
4907 Private Contributions Library
137,000
137,000
140,000
4909 RC Library Foundation Support
31,000
65,000
554,610
4911 Reimbursement from Other Funds
2,500
2,500
0
4914 Non -Abated Reimbursements
0
17,630
15,000
4941 Other Revenue - ActiveNet
302
0
0
Fiscal Year 2019/2o Adopted Budget Page 135
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 136
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
4946 Fee Revenue - ActiveNet
(6,196)
0
0
8299 Transfer In -Library Devel Fund
53,041
0
0
TOTAL 290 - LIBRARY FUND
$
4,982,724
$
5,101,650
$
6,068,790
291 - CA STATE LIBRARY
4402 Unrealized Gain
$
(1,715)
$
0
$
0
4740 Grant Income
15,657
30,000
21,130
TOTAL 291 - CA STATE LIBRARY
$
13,942
$
30,000
$
21,130
292 - STAFF INNOVATION FD (CA ST LB)
4401 Interest Earnings
$
3,982
$
3,840
$
4,610
4402 Unrealized Gain
(2,793)
0
0
4740 Grant Income
701
0
2,920
TOTAL 292 - STAFF INNOVATION FD (CA ST LB)
$
1,890
$
3,840
$
7,530
299 - LIBRARY DEVELOPMENT FUND
4401 Interest Earnings
$
0
$
960
$
0
4575 Exhibit Sales
0
20,000
0
TOTAL 299 - LIBRARY DEVELOPMENT FUND
$
0
$
20,960
$
0
301 - THE BIG READ LIBRARY GRANT
4402 Unrealized Gain
$
(382)
$
0
$
0
4740 Grant Income
382
0
0
302 - LIBRARY SERVICES & TECH. ACT
4402 Unrealized Gain
$
(400)
$
0
$
0
TOTAL 302 - LIBRARY SERVICES & TECH. ACT
$
(400)
$
0
$
0
310 - PUBLIC LIBRARY BOND ACT -2000
4402 Unrealized Gain
(338)
0
0
4740 Grant Income
338
0
0
329 - LIBRARY CAPITAL FUND
4401 Interest Earnings
$
14,431
$
14,200
$
14,180
4402 Unrealized Gain
(8,138)
0
0
8290 Transfer In -Library Fund
0
0
500,000
TOTAL 329 - LIBRARY CAPITAL FUND
$
6,293
$
14,200
$
514,180
354 - COP'S PROGRAM GRANT -STATE
4402 Unrealized Gain
$
(7,489)
$
0
$
0
4740 Grant Income
378,009
200,000
271,820
TOTAL 354 - COP'S PROGRAM GRANT -STATE
$
370,520
$
200,000
$
271,820
361 - JUSTICE ASSISTANCE GRANT(JAG)
4402 Unrealized Gain
$
140
$
0
$
0
4740 Grant Income
47,682
47,000
0
TOTAL 361 - JUSTICE ASSISTANCE GRANT(JAG)
$
47,822
$
47,000
$
0
370 - OTS-"DRINK,DRIVE,LOSE" GRANT
4402 Unrealized Gain
(154)
0
0
4740 Grant Income
154
0
0
Fiscal Year 2019/2o Adopted Budget Page 136
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 137
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
373 - COPS SECURE OUR SCHOOLS GRANT
4402 Unrealized Gain
$
(123)
$
0
$
0
4740 Grant Income
177
0
0
TOTAL 373 - COPS SECURE OUR SCHOOLS GRANT
$
54
$
0
$
0
380 - HOMELAND SECURITY GRANT -FIRE
4402 Unrealized Gain
$
(307)
$
0
$
0
4740 Grant Income
307
0
0
381 - HOMELAND SECURITY GRANT -POLICE
4740 Grant Income
$
9,081
$
15,530
$
68,290
TOTAL 381 - HOMELAND SECURITY GRANT -POLICE
$
9,081
$
15,530
$
68,290
383 - EMERGENCY MGMT PERFORMNCE GRNT
4740 Grant Income
$
27,028
$
27,030
$
26,730
TOTAL 383 - EMERGENCY MGMT PERFORMNCE GRNT
$
27,028
$
27,030
$
26,730
396 - HOUSING SUCCESSOR AGENCY
4401 Interest Earnings
$
306,159
$
94,660
$
154,560
4402 Unrealized Gain
(96,934)
0
0
4901 Other Revenue
1,217,536
12,000
12,000
TOTAL 396 - HOUSING SUCCESSOR AGENCY
$
1,426,761
$
106,660
$
166,560
600 - AD 82-1 6TH ST INDUSTRIAL
4401 Interest Earnings
$
209
$
210
$
250
4402 Unrealized Gain
(123)
0
0
TOTAL 600 - AD 82-1 6TH ST INDUSTRIAL
$
86
$
210
$
250
602 - AD 84-1 DAY CREEK/MELLO
4401 Interest Earnings
$
17,962
$
17,260
$
21,020
4402 Unrealized Gain
(12,537)
0
0
TOTAL 602 - AD 84-1 DAY CREEK/MELLO
$
5,425
$
17,260
$
21,020
612 - CFD 2001-01
4401 Interest Earnings
$
8,068
$
7,650
$
53,950
4402 Unrealized Gain
(43,466)
0
0
TOTAL 612 - CFD 2001-01
$
(35,398)
$
7,650
$
53,950
614 - CFD 2003-01 PROJECT FUND
4401 Interest Earnings
$
1,321
$
0
$
0
4402 Unrealized Gain
(2,461)
0
0
TOTAL 614 - CFD 2003-01 PROJECT FUND
$
(1,140)
$
0
$
0
615 - CFD 2003-01 CULTURAL CENTER
4401 Interest Earnings
$
1,441
$
0
$
0
TOTAL 615 - CFD 2003-01 CULTURAL CENTER
$
1,441
$
0
$
0
617 - CFD 2004-01 RANCHO ETIWANDA ES
4401 Interest Earnings
$
378
$
80
$
100
4402 Unrealized Gain
(31)
0
0
Fiscal Year 2019/2o Adopted Budget Page 137
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
TOTAL 617 - CFD 2004-01 RANCHO ETIWANDA ES
680 - CFD 2006-01 VINTNER'S GROVE
4401 Interest Earnings
TOTAL 680 - CFD 2006-01 VINTNER'S GROVE
681 - CFD 2006-02 AMADOR ON ROUTE 66
4401 Interest Earnings
4402 Unrealized Gain
TOTAL 681 - CFD 2006-02 AMADOR ON ROUTE 66
700 - SPORTS COMPLEX
4126 Admissions Tax
4402 Unrealized Gain
4411 Special Event Rental
4419 Other Rental/Lease Income
4426 Stadium Lease -Minimum Rent
4431 Special Event Rental-ActiveNet
4439 Other Rental/Lease Inc.-ANet
4520 Recreation Fees
4554 Park Maintenance Fees
4556 Sports Lighting Fees
4562 Maintenance Fees
4580 Stadium Security Reimbursement
4583 Baseball Security Reimb.
4585 Parking Fees -Sports Complex
4901 Other Revenue
4941 Other Revenue - ActiveNet
8001 Transfer In -General Fund
TOTAL 700 - SPORTS COMPLEX
702 - REGIS CONNECT
4401 Interest Earnings
4402 Unrealized Gain
4670 REGIS Connect Service Fees
TOTAL 702 - REGIS CONNECT
705 - MUNICIPAL UTILITY
4401 Interest Earnings
4402 Unrealized Gain
4601 Monthly Srvc Fee -Electric Util
4602 Commodity Fee -Electric Util.
4603 New Srvc Activation Fee-Util.
4604 Dist Line Ext Fee-Elec Utility
4605 Wholesale Energy Sales & Cntrt
4608 Standby Demand Fee
4610 Late Fee -Electric Utility
4620 Low Income Disc (Contra Rev)
4621 Med Supp Assist (Contra -Rev)
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
$ 347 $ 80 $ 100
$ 0
$
30
$
40
$ 81
$
100
$
120
(61)
0
0
$ 20
$
100
$
120
$ 62,195
$
90,000
$
105,000
3,656
0
0
27,950
7,000
13,000
134,956
178,920
183,400
103,000
100,000
110,000
26,725
0
0
35,084
42,500
42,500
126,926
85,260
85,800
4,111
4,410
4,410
2,503
3,220
3,220
37,471
6,250
6,250
30,735
34,150
34,150
47,904
47,320
47,320
(822)
0
0
70,929
1,500
3,500
862
0
0
1,917,299
2,067,420
2,166,750
$ 2,631,484
$
2,667,950
$
2,805,300
$ (163)
$
320
$
1,310
(768)
0
0
42,930
105,280
50,000
$ 41,999
$
105,600
$
51,310
207,011
212,300
314,010
(161,222)
0
0
564,899
525,000
600,000
10,151,3 88
12,000,000
12,500,000
190,565
35,000
15,000
137,911
250,000
500,000
528,076
450,000
800,000
83,710
91,320
91,320
12,148
14,000
14,000
(100)
0
0
(120)
0
0
Fiscal Year 2019/2o Adopted Budget Page 138
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
706 - UTILITY PUBLIC BENEFIT FUND
4401 Interest Earnings
$
2018/19
2019/20
6,780
2017/18
Adopted
Adopted
4540 Intragovernmental User Fees
Actual
Budget
Budget
4622 Economic Dev (Contra -Revenue)
(45,847)
0
0
4735 ARB -Cap and Trade Revenue
428,218
325,000
325,000
4802 Developer Participation
90,680
0
20,000
4901 Other Revenue
2,920
0
0
4935 Contributed Capital
521,415
0
0
TOTAL 705 - MUNICIPAL UTILITY
$ 12,711,652 $
13,902,620 $
15,179,330
706 - UTILITY PUBLIC BENEFIT FUND
4401 Interest Earnings
$
10,682
$
6,780
$
8,290
4402 Unrealized Gain
4540 Intragovernmental User Fees
(8,000)
300,000
0
8006 Transfer In -Fund 006
0
4609 Public Benefit Fund-Elec Util
150,000
266,762
$ 16,724 $
300,000
708,210
300,000
TOTAL 706 - UTILITY PUBLIC BENEFIT FUND
$
269,444
$
306,780
$
308,290
708 - RCMU CAPITAL REPLACEMENT FUND
4101 Property Taxes-CY Secured $
32,120 $
32,580 $
4401 Interest Earnings
$
78,309
$
69,390
$
100,570
4402 Unrealized Gain
150
(64,211)
0
0
TOTAL 708 - RCMU CAPITAL REPLACEMENT FUND
$
14,098
$
69,390
$
100,570
711 - FIBER OPTIC NETWORK
4401 Interest Earnings
$
(2,277)
$
0
$
141,570
4402 Unrealized Gain
108
0
0
4419 Other Rental/Lease Income
58,857
75,000
75,000
4446 Fiber License Revenue
0
275,000
275,000
4911 Reimbursement from Other Funds
4,950
4,950
4,950
4921 Long -Term Debt Proceeds
0
2,100,000
0
4935 Contributed Capital
588,730
0
0
8025 Transfer In -Capital Rsry Fund
0
0
960,360
TOTAL 711 - FIBER OPTIC NETWORK
$
650,368
$
2,454,950
$
1,456,880
712 - EQUIPNEHICLE REPLACEMENT
4401 Interest Earnings
$ 34,329 $
34,650 $
28,210
4402 Unrealized Gain
(17,605)
0
0
4540 Intragovernmental User Fees
0
300,000
530,000
8006 Transfer In -Fund 006
0
0
150,000
TOTAL 712 - EQUIPNEHICLE REPLACEMENT
$ 16,724 $
334,650 $
708,210
714 - COMP EQUIP/TECH REPLCMENT FUND
4401 Interest Earnings $
20,689 $
18,340 $
21,050
4402 Unrealized Gain
(10,936)
0
0
4540 Intragovernmental User Fees
349,180
421,550
584,190
8020 Transfer In -Fund 020
182,940
182,940
0
8025 Transfer In -Capital Rsry Fund
0
0
429,660
8288 Transfer In -Fund 288
0
0
107,420
TOTAL 714 - COMP EQUIP/TECH REPLCMENT FUND $
541,873 $
622,830 $
1,142,320
838 - AD 91-2 REDEMPTION -DAY CANYON
4101 Property Taxes-CY Secured $
32,120 $
32,580 $
33,130
4103 Property Taxes-PY Sec & Unsec
46
500
500
4104 Property Taxes-Penalties/Int.
5
150
150
Fiscal Year 2019/2o Adopted Budget Page 139
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19
2019/20
2017/18 Adopted
Adopted
Actual Budget
Budget
4401 Interest Earnings
565
550
860
4402 Unrealized Gain
(563)
0
0
TOTAL 838 - AD 91-2 REDEMPTION -DAY CANYON $
32,173 $
33,780 $
34,640
847 - PD 85 CAPITAL REPLACEMENT FUND
0
0
100
4401 Interest Earnings $
2,269 $
2,360 $
3,760
4402 Unrealized Gain
(2,768)
0
0
8848 Transfer In -Fund 848
116,800
116,800
116,800
TOTAL 847 - PD 85 CAPITAL REPLACEMENT FUND $
116,301 $
119,160 $
120,560
848 - PD 85 REDEMPTION FUND
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
4419 Other Rental/Lease Income
4554 Park Maintenance Fees
4555 Sports Field User Grp Rentals
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
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
$ 1,148,934
78
11,120
3,910
22,289
(20,793)
121,232
4,777
210
15,922
206
203,990
$ 1.511.875
$ 1,149,560
0
11,500
2,500
20,970
0
107,450
6,500
650
39,220
500
214,250
$ 1.553.100
$ 1,147,500
0
11,500
2,500
30,680
0
107,450
6,500
650
39,220
500
213,530
$ 1,560,030
$ 453,470
$ 466,600 $
494,600
8,807
3,600
3,600
3,115
1,250
1,250
6,705
5,710
5,710
(5,854)
0
0
100
0
0
$ 466,343
$ 477,160 $
505,160
159.367.661
$ 167.060.320 $
218,813,840
$ 16,622,926 $
17,185,110 $
18,305,650
590,443
693,290
650,210
332,755
330,230
366,430
131,070
122,920
144,340
480,609
322,100
529,260
512,646
573,550
623,710
174,286
171,240
168,280
6,116,112
5,761,500
5,650,700
16,045
16,500
16,500
14,162
4,000
20,000
14,150
8,000
8,000
Fiscal Year 2019/2o Adopted Budget Page 140
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
282 - COMMUNITY FACILITIES DIST 85-1
4101 Property Taxes-CY Secured
2017/18
Actual
2018/19
Adopted
Budget
2019/20
Adopted
Budget
4314 Red Light Fines
(220)
0
0
4316 Weed Abatement
124,289
62,000
90,000
4401 Interest Earnings
479,726
404,510
382,940
4402 Unrealized Gain
(333,649)
0
0
4403 Restricted - Interest Earnings
264,559
0
0
4419 Other Rental/Lease Income
92,468
97,890
107,460
4440 Sale of Fixed Assets
1,917
0
0
4501 Plan Check Fees
112
1,000
1,000
4546 FSD Fees
0
140
140
4548 D.U.I. Recovery
297
280
280
4549 Hazmat Recovery
0
900
900
4553 Fire Maintenance Fees
150
1,000
3,000
4901 Other Revenue
27,782
10,600
10,600
4914 Non -Abated Reimbursements
900,724
691,800
706,800
4916 Reimbursement from OPEB Trust
144,933
845,520
851,260
4941 Other Revenue - ActiveNet
3,854
3,400
3,400
TOTAL 281 - FIRE FUND
$ 26,712,146 $
27,307,480 $
28,640,860
282 - COMMUNITY FACILITIES DIST 85-1
4101 Property Taxes-CY Secured
$ 5,938,124 $
6,006,190 $
5,959,650
4103 Property Taxes-PY Sec & Unsec
7,160
30,610
7,550
4104 Property Taxes-Penalties/Int.
18,463
19,300
20,000
4401 Interest Earnings
48,832
39,820
43,570
4402 Unrealized Gain
(29,885)
0
0
TOTAL 282 - COMMUNITY FACILITIES DIST 85-1
$ 5,982,694 $
6,095,920 $
6,030,770
283 - COMMUNITY FACILITIES DIST 88-1
4101 Property Taxes-CY Secured
$
1,215,406
$
1,230,760
$
410,150
4103 Property Taxes-PY Sec & Unsec
12,668
8,020
13,420
4104 Property Taxes-Penalties/Int.
4,568
1,970
4,630
8281 Transfer In -Fire Fund
1,058,720
1,205,190
1,966,610
TOTAL 283 - COMMUNITY FACILITIES DIST 88-1
$
2,291,362
$
2,445,940
$
2,394,810
285 - FIRE TECHNOLOGY FEE FUND
4401 Interest Earnings
$
387
$
350
$
400
4402 Unrealized Gain
(224)
0
0
4517 Technology Fee -Permit
315
1,000
500
TOTAL 285 - FIRE TECHNOLOGY FEE FUND
$
478
$
1,350
$
900
288 - FIRE PROTECTION CAPITAL FUND
4112 Property Tax- Post RDA
$
7,784,143
$
8,306,070
$
9,758,450
4401 Interest Earnings
505,454
482,720
538,260
4402 Unrealized Gain
(216,677)
0
0
4901 Other Revenue
18,181
17,000
17,000
TOTAL 288 - FIRE PROTECTION CAPITAL FUND
$
8,091,101
$
8,805,790
$
10,313,710
TOTAL R.C. FIRE PROTECTION DISTRICT
$
43,077,781
$
44,656,480
$
47,381,050
Fiscal Year 2019/2o Adopted Budget Page 141
City of Rancho Cucamonga
Revenue Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
TOTAL ALL FUNDS $ 202,445,442 $ 211,716,800 $ 266,194,890
Fiscal Year 2019/2o Adopted Budget Page 142
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
001 - GENERAL FUND
TOTAL GENERAL FUND
$ 84,890,789 $ 83,919,400 $ 88,290,270
$ 84,890,789 $ 83,919,400 $ 88,290,270
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$ 131,414 $
122,670 $
162,480
006 - CVWD REIMBURSEMENTS
318,690
350,000
463,500
008 - CNTY OF S. B. REIMBURSEMENTS
(317)
0
0
016 - COMM DEV TECHNICAL SRVCS FUND
37,172
318,490
101,420
017 - LAW ENFORCEMENT RESERVE
63,194
96,270
150,930
018 - TRAFFIC SAFETY
360,601
397,430
408,740
019 - INFO TECHNOLOGY -DEVELOPMENT
140,153
166,440
0
020 - CITY TECHNOLOGY FEE FUND
204,762
183,320
311,880
022 - MOBILE HOME PARK PROGRAM
19,726
21,160
21,960
023 - SB 1186 CERT ACCESS SPEC PROG
23,880
19,130
19,940
025 - CAPITAL RESERVE
1,499,954
2,033,010
2,198,970
073 - BENEFITS CONTINGENCY
25,046
37,380
60,210
TOTAL OTHER GENERAL FUNDS
$ 2,824,275 $
3,745,300 $
3,900,030
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 954,095 $
889,510 $
1,019,250
101 - AD 93-1 MASI COMMERCE CENTER
2,295
170
210
105 - AB2766 AIR QUALITY IMPROVEMENT
231,472
856,750
558,210
110 - BEAUTIFICATION
5,091
12,000
16,560
111 - PARK LAND ACQUISITION
194,493
199,860
285,980
112 - DRAINAGE FAC/GENERAL
1,098,248
541,300
159,490
113 - COMMUNITY/REC CENTER DEVELPMNT
67,295
77,710
326,170
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
95,659
81,390
7,950
115 - HENDERSON/WARDMAN DRAINAGE
(10,735)
0
0
116 - ETIWANDA DRAINAGE
120,037
105,620
37,250
118 - UPPER ETIWANDA DRAINAGE
2,767
8,600
10,700
119 - PARK IMPROVEMENT
98,686
111,210
220,200
120 - PARK DEVELOPMENT
101,292
183,920
145,780
122 - SOUTH ETIWANDA DRAINAGE
220,916
12,380
16,160
123 - LIBRARY IMPACT FEE
45,089
57,060
117,800
124 - TRANSPORTATION
8,160,017
3,992,200
3,742,590
125 - ANIMAL CENTER IMPACT FEE
9,882
16,480
25,320
126 - LOWER ETIWANDA DRAINAGE
2,943
9,150
11,370
127 - POLICE IMPACT FEE
113,637
44,640
110,570
128 - ETIWANDA NO. EQUESTRIAN FACIL.
3,227
10,420
12,690
129 - UNDERGROUND UTILITIES
158,748
257,740
288,180
130 - LMD #1 GENERAL CITY
1,413,671
1,451,410
1,456,770
131 - LMD #2 VICTORIA
3,703,356
3,879,120
3,937,130
132 - LMD 43A HYSSOP
3,693
4,220
4,280
133 - LMD 93B MEDIANS
1,026,890
1,098,950
1,093,480
134 - LMD #4R TERRA VISTA
2,761,524
2,799,780
2,888,970
135 - LMD 45 ANDOVER
2,707
3,000
3,020
136 - LMD 96R CARYN COMMUNITY
550,932
575,480
574,290
137 - LMD 47 NORTH ETIWANDA
1,033,619
1,027,500
999,930
Fiscal Year 2019/2o Adopted Budget Page 143
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 144
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
138 - LMD 98 SOUTH ETIWANDA
34,561
35,300
35,520
139 - LMD #9 LOWER ETIWANDA
317,542
528,210
689,550
140 - LMD #10 RANCHO ETIWANDA
598,104
620,720
624,590
141 - LMD 1 CAPITAL REPLACEMENT FUND
89,650
91,930
93,890
150 - GENERAL CITY STREET LIGHTS
46,667
151,080
351,620
151 - SLD #1 ARTERIAL
1,263,062
817,310
830,580
152 - SLD #2 RESIDENTIAL
1,123,016
564,480
660,700
153 - SLD #3 VICTORIA
414,935
375,370
385,090
154 - SLD #4 TERRA VISTA
229,208
171,160
184,270
155 - SLD #5 CARYN COMMUNITY
81,742
44,220
44,220
156 - SLD 46 INDUSTRIAL AREA
144,016
141,820
141,430
157 - SLD #7 NORTH ETIWANDA
352,999
192,880
216,590
158 - SLD #8 SOUTH ETIWANDA
87,168
102,150
109,060
174 - GAS TAX R&T7360
3,780,924
3,957,030
4,903,310
176 - MEASURE 11990-20 10
2,640
6,350
5,650
177 - MEASURE 12010-2040
3,103,159
3,183,270
3,061,140
178 - SB 140
(369)
0
0
179 - ROAD MAINT & REHAB ACCT
1,030,640
2,949,290
2,918,340
181 - SB 1 - TCEP
0
7,850,000
52,150,000
182 - AB 2928 TRAFFIC CONGEST RELIEF
(3,210)
0
0
188 - INTEGRATED WASTE MANAGEMENT
2,030,740
1,700,850
1,535,580
190 - PROP 42 -TRAFFIC CONGESTION MIT
0
3,180
0
194 - PROPOSITION 1B STATE FUNDING
1,165
3,730
4,540
195 - STATE ASSET SEIZURE
614
1,210
1,320
196 - CA ASSET SEIZURE 15%
20
100
60
198 - CITYWIDE INFRASTRUCTURE IMPRV
1,702,969
1,630,480
1,693,550
204 - COMMUNITY DEVELOPMENT BLK GRNT
832,434
2,130,140
1,440,010
209 - FEDERAL SAFETEA-LU
1,652,939
600,480
0
211 - PROP 1B - SLPP
10
19,970
0
214 - PEDESTRIAN GRANT/ART 3
56,479
43,000
451,000
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
495
19,600
19,600
225 - CA RECYC/LITTER REDUCTION GRNT
56,236
70,840
59,390
227 - USED OIL RECYCLING PROGRAM
38,808
47,530
49,430
234 - SAFE ROUTES TO SCHOOL PROGRAM
20,437
145,610
118,900
235 - PROP 84 PARK BOND ACT
341
0
0
239 - FEDERAL GRANT FUNDS -DREIER
(123)
0
0
250 - RECREATION SERVICES
2,909,917
3,163,780
2,965,860
255 - VG CULTURAL CENTER
1,620,278
1,484,770
1,615,300
272 - FREEDOM COURTYARD RSRC GRANTS
0
40
40
290 - LIBRARY FUND
4,982,724
5,101,650
6,068,790
291 - CA STATE LIBRARY
13,942
30,000
21,130
292 - STAFF INNOVATION FD (CA ST LB)
1,890
3,840
7,530
299 - LIBRARY DEVELOPMENT FUND
0
20,960
0
302 - LIBRARY SERVICES & TECH. ACT
(400)
0
0
329 - LIBRARY CAPITAL FUND
6,293
14,200
514,180
354 - COP'S PROGRAM GRANT -STATE
370,520
200,000
271,820
361 - JUSTICE ASSISTANCE GRANT(JAG)
47,823
47,000
0
373 - COPS SECURE OUR SCHOOLS GRANT
54
0
0
381 - HOMELAND SECURITY GRANT -POLICE
9,081
15,530
68,290
383 - EMERGENCY MGMT PERFORMNCE GRNT
27,028
27,030
26,730
396 - HOUSING SUCCESSOR AGENCY
1,426,761
106,660
166,560
Fiscal Year 2019/2o Adopted Budget Page 144
City of Rancho Cucamonga
Revenues by Fund
Fiscal Year 2019/20 Adopted Budget
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$
2018/19
2019/20
2,667,950
2017/18
Adopted
Adopted
Actual
Budget
Budget
838 - AD 91-2 REDEMPTION -DAY CANYON
32,174
33,780
34,640
847 - PD 85 CAPITAL REPLACEMENT FUND
116,301
119,160
120,560
848 - PD 85 REDEMPTION FUND
1,511,876
1,553,100
1,560,030
868 - CFD 2000-03 PARK MAINTENANCE
466,343
477,160
505,160
TOTAL SPECIAL REVENUE
$ 54,804,169 $
58,905,520 $
104,795,850
CAPITAL PROJECTS
100,570
711 - FIBER OPTIC NETWORK
600 - AD 82-1 6TH ST INDUSTRIAL
$ 86 $
210 $
250
602 - AD 84-1 DAY CREEK/MELLO
5,425
17,260
21,020
612 - CFD 2001-01
(35,399)
7,650
53,950
614 - CFD 2003-01 PROJECT FUND
(1,140)
0
0
615 - CFD 2003-01 CULTURAL CENTER
1,441
0
0
617 - CFD 2004-01 RANCHO ETIWANDA'ES
348
80
100
680 - CFD 2006-01 VINTNER'S GROVE
0
30
40
681 - CFD 2006-02 AMADOR ON ROUTE 66
20
100
120
TOTAL CAPITAL PROJECTS
$ (29,219) $
25,330 $
75,480
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$
2,631,484
$
2,667,950
$
2,805,300
702 - REGIS CONNECT
41,999
105,600
51,310
705 - MUNICIPAL UTILITY
12,711,651
13,902,620
15,179,330
706 - UTILITY PUBLIC BENEFIT FUND
269,445
306,780
308,290
708 - RCMU CAPITAL REPLACEMENT FUND
14,097
69,390
100,570
711 - FIBER OPTIC NETWORK
650,367
2,454,950
1,456,880
TOTAL ENTERPRISE FUNDS
$
16,319,043
$
19,507,290
$
19,901,680
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT
$
16,724
$
334,650
$
708,210
714 - COMP EQUIP/TECH REPLCMENT FUND
541,873
622,830
1,142,320
TOTAL INTERNAL SERVICE FUNDS
$
558,597
$
957,480
$
1,850,530
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
$ 159,367,654 $ 167,060,320 $ 218,813,840
$ 26,712,146 $ 27,307,480 $ 28,640,860
5,982,694 6,095,920 6,030,770
2,291,362 2,445,940 2,394,810
477 1,350 900
8,091,101 8,805,790 10,313,710
$ 43,077,780 $ 44,656,480 $ 47,381,050
$ 43,077,780 $ 44,656,480 $ 47,381,050
$ 202,445,434 $ 211,716,800 $ 266,194,890
Fiscal Year 2019/2o Adopted Budget Page 145
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2019/2o Adopted Budget Page 146
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Expenditure
Summaries
Fiscal Year 2019/2o Adopted Budget Page 147
City of Rancho Cucamonga, California
Expenditure Summary by Department
Operating Budget*
Fiscal Year 2019/20 Adopted Budget
Building & Safety
Services Engineering Services
1.46% 2.12%
Econ. and Comm. Planning Public Works Services
Dev. 1.38% 8.89%
0.61% Governance
Innovation & 2.10%
Technology
3.10%
Human Resources Police
0.78% 32.26%
Finance
1.43%
Administrative
Services
5.94%
Library Services) Fire District
°
4.4J Animal Care and 28.31%
Community Services Services
4.24% Records Management 2.60%
0.39%
Governance
$ 2,749,310
Police
42,327,060
Fire District
37,144,160
Animal Care and Services
3,416,210
Records Management
505,450
Community Services
5,562,050
Library Services
5,771,450
Administrative Services
7,791,390
Finance
1,877,380
Human Resources
1,017,550
Innovation & Technology
4,067,690
Econ. and Comm. Dev.
805,350
Building & Safety Services
1,916,950
Engineering Services
2,780,770
Planning
1,810,830
Public Works Services
11,662,280
Total Operating Budget $ 131,205,880
*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 2019/2o Adopted Budget Page 148
City of Rancho Cucamonga
Expenditure Summary by Category
Operating Budget
Fiscal Year 2019/20 Adopted Budget
TOTAL OPERATING BUDGET
$ 114,574,279 $ 124,889,920 $ 131,205,880
Fiscal Year 2019/2o Adopted Budget Page 149
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
001 -GENERAL FUND
PERSONNEL SERVICES
$
25,730,383
$
28,424,160
$
30,289,680
OPERATIONS & MAINTENANCE
52,704,083
56,058,520
58,846,590
CAPITAL OUTLAY
76,248
533,000
475,000
DEBT SERVICE
25,692
108,250
106,450
COST ALLOCATION
(5,376,960)
(5,527,170)
(6,072,840)
TRANSFER OUT
4,224,730
4,347,640
4,645,390
TOTAL GENERAL FUND
$
77,384,176
$
83,944,400
$
88,290,270
281 -FIRE FUND
PERSONNEL SERVICES
$
17,413,950
$
19,489,380
$
19,432,400
OPERATIONS & MAINTENANCE
5,809,751
6,212,250
6,841,860
DEBT SERVICE
94,935
400,660
399,990
TRANSFER OUT
1,058,720
1,205,190
1,966,610
TOTAL FIRE FUND
$
24,377,356
$
27,307,480
$
28,640,860
282 -COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES
$
5,095,240
$
5,323,730
$
5,387,530
OPERATIONS & MAINTENANCE
831,920
742,140
720,960
TOTAL COMMUNITY FACILITIES DIST 85-1
$
5,927,160
$
6,065,870
$
6,108,490
283 -COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES
$
2,063,680
$
2,217,280
$
2,164,860
OPERATIONS & MAINTENANCE
215,329
228,660
229,950
TOTAL COMMUNITY FACILITIES DIST 88-1
$
2,279,009
$
2,445,940
$
2,394,810
290 -LIBRARY FUND
PERSONNEL SERVICES
$
3,251,833
$
3,543,130
$
3,751,760
OPERATIONS & MAINTENANCE
1,309,154
1,483,310
1,514,690
CAPITAL OUTLAY
0
98,000
5,000
DEBT SERVICE
7,656
1,790
0
TRANSFER OUT
37,935
0
500,000
TOTAL LIBRARY FUND
$
4,606,578
$
5,126,230
$
5,771,450
TOTAL OPERATING BUDGET
$ 114,574,279 $ 124,889,920 $ 131,205,880
Fiscal Year 2019/2o Adopted Budget Page 149
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page iso
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
001 -GENERAL FUND
PERSONNEL SERVICES
5000 - Regular Salaries
$ 15,750,147 $
17,280,240 $
18,381,960
5005 - Overtime Salaries
286,483
363,760
353,160
5010 - Part Time Salaries
2,213,035
2,355,260
2,327,240
Fringe Benefits
7,624,137
8,425,050
9,137,900
5060 - Tuition Reimbursement
18,998
30,000
26,000
5061 - Employee Development
91,357
170,000
101,040
5065 - Coffee Fund
4,006
5,000
5,000
5070 - Executive Reimbursement
0
0
10,000
5093 - Other Funds -Salary Reimbursmnt
(257,780)
(205,150)
(52,620)
TOTAL PERSONNEL SERVICES
$ 25,730,383 $
28,424,160 $
30,289,680
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
$ 342,144 $
429,000 $
415,000
5102 - Training
256,089
320,590
322,890
5105 - Mileage
6,141
7,880
7,730
5150 - Office Supplies & Equipment
187,981
231,030
226,060
5151 -Postage
97,687
98,410
98,410
5152 - Computer Software
26,668
16,180
8,980
5160 - Membership Dues
149,342
169,010
181,870
5161 - Publications & Subscriptions
9,857
29,440
23,880
5165 - Licenses, Permits & Fees
185,522
204,500
194,750
5200 - Operations & Maintenance
1,303,903
1,712,140
1,680,950
5201 - O & M/Volunteer Program
20,000
20,000
20,000
5204 - O & M/Facilities
423,794
478,000
468,000
5207 - O & M/Capital Supplies
23,379
0
0
5210 - O & M/Crime Prevention
22,843
23,000
29,000
5215 - O & M/Computer Equipment
9,922
27,940
23,500
5217 - Technical Investigative Costs
95,347
148,900
200,780
5220 - Cellular Technology
137,613
149,200
147,010
5250 - Vehicle Operations & Maint.
367,238
450,850
449,350
5251 - Depreciation - Vehicles
0
250,900
443,260
5252 - Emergency Equipment & Veh Rntl
22,346
38,300
37,000
5253 - Vehicle Collision Repair
28,987
100,000
100,000
5255 - Gasoline
510,542
490,000
546,000
5256 - Diesel Fuel
16,582
15,000
15,000
5257 - CNG Fuel
10,517
13,400
13,400
5260 - O&M/Animal Care
115,375
123,330
116,630
5262 - O&M/Community & Info Programs
4,053
5,500
4,000
5263 - O&M/Field Services
5,282
5,000
5,000
5264 - O&M/Veterinarian Services
175,281
149,000
139,000
5265 - O&M/Kitten Nursery
47,447
23,000
20,090
5280 - Equip Operations & Maint
21,410
30,480
30,480
Fiscal Year 2019/2o Adopted Budget Page iso
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
$ 52,704,084 $ 56,058,520 $ 58,846,590
5600 - Capital Outlay -Land
$
2018/19
2019/20
0
2017/18
Adopted
Adopted
Actual
Budget
Budget
5281 - Depreciation - Equipment
0
49,100
86,740
5283 - Depreciation -Computer Equip
349,180
421,550
584,190
5285 - Safety Gear & Equipment
40,953
46,000
46,000
5298 - Operating Cntra Acct (FS only)
85,321
0
0
5300 - Contract Services
42,027,817
44,376,070
46,367,680
5303 - Contract Serv/Reimbursable
27,800
240,200
240,450
5304 - Contract Serv/Facilities
1,446,450
1,714,400
1,840,080
5310 - Tree Maintenance
654,023
665,000
575,000
5312 - Legal Services
519,123
430,000
656,250
5320 - Hazardous Waste Removal
11,359
24,320
24,320
5360 - Contract Serv/Animal Care
14,967
14,820
14,820
5362 - Contract Serv/Comm & Info Prgm
718
2,490
2,490
5363 - Contract Serv/Field Services
13,361
16,500
15,500
5364 - Contract Serv/Vet Services
77,409
81,400
56,400
5365 - Cont Srv-Spay/Neuter Program
13,866
15,000
40,000
5400 - Telephone Utilities
171,279
42,690
132,930
5401 - Gas Utilities
91,110
101,150
112,330
5402 - Water Utilities
409,831
470,620
470,620
5403 - Electric Utilities
1,083,652
1,119,500
1,111,300
5405 - Internet Services
105,528
119,340
130,000
5410 - Property Insurance
202,305
233,660
270,110
5510 - Property Tax Admin. Fee
69,974
114,730
101,360
5725 - Other Expenditures
641,474
0
0
5901 - Bad Debt Expense -Other
23,292
0
0
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
$ 52,704,084 $ 56,058,520 $ 58,846,590
5600 - Capital Outlay -Land
$
3,750
$
0
$
0
5603 - Capital Outlay -Equipment
0
25,000
0
5606 - Capital Outlay-Furn/Fixtures
29,957
8,000
0
5650 - Capital Project
127,862
500,000
475,000
5699 - Capital Proj Contra Acct (FS)
(85,321)
0
0
TOTAL CAPITAL OUTLAY
$
76,248
$
533,000
$
475,000
DEBT SERVICE
5700 - Interest Expense
$
17,400
$
13,700
$
11,980
5701 - Principal Repayments
985,177
92,750
94,470
5703 - Capital Lease Payment
8,292
1,800
0
5704 - Long Term Debt Repymt Contra
(985,177)
0
0
TOTAL DEBT SERVICE
$
25,692
$
108,250
$
106,450
COST ALLOCATION
5990 - Cost Allocation Plan Offset
$ (5,376,960) $ (5,527,170) $ (6,072,840)
Fiscal Year 2019/2o Adopted Budget Page 151
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 152
2017/18
Actual
2018/19
Adopted
Budget
2019/20
Adopted
Budget
TOTAL COST ALLOCATION
$
(5,376,960)
$
(5,527,170)
$
(6,072,840)
TRANSFER OUT
9018 - Transfer Out - Traffic Safety
$
153,470
$
179,230
$
220,160
9025 - Transfer Out -Capital Reserve
1,025,000
1,140,000
1,175,000
9130 - Transfer Out-LMD1
123,410
135,820
135,830
9131 - Transfer Out-LMD2
293,490
299,540
324,860
9136 - Transfer Out-LMD6R
52,460
60,370
41,090
9152 - Transfer Out-SLD2
350,170
188,420
284,250
9157 - Transfer Out-SLD7
105,100
62,590
83,920
9235 - Transfer Out -Fund 235
341
0
0
9700 - Transfer Out -Sports Complex
1,917,299
2,067,420
2,166,750
9848 - Transfer Out -Fund 848
203,990
214,250
213,530
TOTAL TRANSFER OUT
$
4,224,730
$
4,347,640
$
4,645,390
TOTAL GENERAL FUND
$
77,384,177
$
83,944,400
$
88,290,270
281 -FIRE FUND
PERSONNEL SERVICES
5000 - Regular Salaries
$
13,089,015
$
13,572,200
$
13,720,630
5005 - Overtime Salaries
3,559,647
3,929,050
3,979,510
5010 - Part Time Salaries
137,363
145,310
176,450
Fringe Benefits
7,811,573
9,400,860
9,124,930
5060 - Tuition Reimbursement
2,300
10,000
10,000
5082 - Reimb Personnel from CFD 85-1
(5,095,240)
(5,323,730)
(5,387,530)
5083 - Reimb Personnel from CFD 88-1
(2,063,680)
(2,217,280)
(2,164,860)
5093 - Other Funds -Salary Reimbursmnt
(27,028)
(27,030)
(26,730)
TOTAL PERSONNEL SERVICES
$
17,413,950
$
19,489,380
$
19,432,400
OPERATIONS & MAINTENANCE
5100 - Travel and Meetings
$
15,048
$
30,490
$
27,160
5102 - Training
92,554
159,520
155,670
5150 - Office Supplies & Equipment
23,908
33,570
32,550
5151 - Postage
7
300
300
5152 - Computer Software
0
640
640
5155 - Public Relations/Educ Material
34,140
36,750
36,750
5160 - Membership Dues
5,047
8,640
10,530
5161 - Publications & Subscriptions
1,306
5,410
14,050
5165 - Licenses, Permits & Fees
5,561
8,470
9,030
5200 - Operations & Maintenance
247,069
322,460
339,420
5204 - O & M/Facilities
71,005
102,000
98,000
5215 - O & M/Computer Equipment
2,451
0
0
5220 - Cellular Technology
39,411
52,200
53,200
5250 - Vehicle Operations & Maint.
129,356
209,800
209,930
Fiscal Year 2019/2o Adopted Budget Page 152
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 153
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5252 - Emergency Equipment & Veh Rntl
0
1,500
1,500
5255 - Gasoline
34,386
52,930
54,520
5256 - Diesel Fuel
80,189
123,800
132,420
5258 - Propane
10,927
10,000
19,000
5280 - Equip Operations & Maint
18,094
44,500
40,500
5285 - Safety Gear & Equipment
68,119
82,600
117,190
5290 - Specialized Tools & Equipment
38,394
47,000
47,200
5291 - Equipment Supplies & Repairs
24,534
30,350
49,100
5300 - Contract Services
929,337
1,029,090
1,216,610
5304 - Contract Serv/Facilities
164,661
256,500
277,200
5312 - Legal Services
39,605
50,000
50,000
5320 - Hazardous Waste Removal
2,040
2,500
2,500
5321 - Fire Incident Costs
3,708
3,500
3,500
5400 - Telephone Utilities
20,401
26,320
17,910
5401 - Gas Utilities
5,073
11,110
12,080
5402 - Water Utilities
15,213
18,460
19,640
5403 - Electric Utilities
56,938
94,970
95,010
5410 - Property Insurance
87,659
89,850
95,250
5411 - Other Insurance
4,310
4,750
5,500
5416 - General Liability Insurance
224,227
253,600
295,560
5500 - Assessment Administration
42,520
87,300
97,570
5501 - Admin./General Overhead
2,264,880
2,365,500
2,725,110
5510 - Property Tax Admin. Fee
112,233
212,100
123,600
5720 - Misc Contributions to City
337,790
343,770
356,160
5725 - Other Expenditures
609,166
0
0
5901 - Bad Debt Expense -Other
(51,514)
0
0
TOTAL OPERATIONS & MAINTENANCE
$
5,809,753
$
6,212,250
$
6,841,860
DEBT SERVICE
5700 - Interest Expense
$
92,020
$
77,830
$
63,200
5701 - Principal Repayments
308,005
322,150
336,790
5703 - Capital Lease Payment
2,915
680
0
5704 - Long Term Debt Repymt Contra
(308,005)
0
0
TOTAL DEBT SERVICE
$
94,935
$
400,660
$
399,990
TRANSFER OUT
9283 - Transfer Out -CFD 88-1
$
1,058,720
$
1,205,190
$
1,966,610
TOTAL TRANSFER OUT
$
1,058,720
$
1,205,190
$
1,966,610
TOTAL FIRE FUND
$
24,377,358
$
27,307,480
$
28,640,860
282 -COMMUNITY FACILITIES DIST 85-1
PERSONNEL SERVICES
5081 - Reimb Personnel to Fire Fund
$
5,095,240
$
5,323,730
$
5,387,530
Fiscal Year 2019/2o Adopted Budget Page 153
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
TOTAL PERSONNEL SERVICES $ 5,095,240 $ 5,323,730 $ 5,387,530
OPERATIONS & MAINTENANCE
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
5501 - Admin./General Overhead
5725 - Other Expenditures
TOTAL OPERATIONS & MAINTENANCE
TOTAL COMMUNITY FACILITIES DIST 85-1
283 -COMMUNITY FACILITIES DIST 88-1
PERSONNEL SERVICES
5081 - Reimb Personnel to Fire Fund
TOTAL PERSONNEL SERVICES
OPERATIONS & MAINTENANCE
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 OPERATIONS & MAINTENANCE
TOTAL COMMUNITY FACILITIES DIST 88-1
290 -LIBRARY FUND
$
43
$
0
$
0
40
0
0
11
0
0
3,035
2,960
3,200
15,199
10,000
10,000
64,633
0
0
16,125
0
0
43,560
0
0
3,297
0
0
15,624
15,640
0
2,971
0
0
343,523
367,400
375,330
6,804
11,780
4,270
4,376
5,930
5,930
12,000
10,580
13,710
45,825
52,470
56,240
251,720
265,380
252,280
3,132
0
0
$
831,918
$
742,140
$
720,960
$
5,927,158
$
6,065,870
$
6,108,490
$
2,063,680
$
2,217,280
$
2,164,860
$
2,063,680
$
2,217,280
$
2,164,860
$
1,290
$
1,310
$
1,410
2,323
4,000
4,000
85,232
86,880
93,420
3,275
5,440
1,600
1,230
2,070
2,070
3,670
5,240
5,240
13,899
15,180
15,180
104,410
108,540
107,030
$
215,329
$
228,660
$
229,950
S
2.279.009
$
2,445,940
$
2,394,810
Fiscal Year 2019/2o Adopted Budget Page 154
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
OPERATIONS & MAINTENANCE
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
5360 - Contract Serv/Animal Care
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5405 - Internet Services
5501 - Admin./General Overhead
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
5606 - Capital Outlay-Furn/Fixtures
5607 - Cap Outlay-Impry Oth Than Bldg
5699 - Capital Proj Contra Acct (FS)
TOTAL CAPITAL OUTLAY
DEBT SERVICE
5700 - Interest Expense
5703 - Capital Lease Payment
TOTAL DEBT SERVICE
TRANSFER OUT
9001 - Transfer Out -General Fund
9329 - Transfer Out -Library Cap Fund
TOTAL TRANSFER OUT
TOTAL LIBRARY FUND
850,992
2018/19
2019/20
980,530
2017/18
Adopted
Adopted
$
Actual
Budget
Budget
PERSONNEL SERVICES
0
745
5000 - Regular Salaries
$ 1,637,670 $
1,747,630 $
1,842,420
5010 - Part Time Salaries
763,170
878,200
928,810
TOTAL PERSONNEL SERVICES
$ 2,400,840 $
2,625,830 $
2,771,230
OPERATIONS & MAINTENANCE
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
5360 - Contract Serv/Animal Care
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5405 - Internet Services
5501 - Admin./General Overhead
TOTAL OPERATIONS & MAINTENANCE
CAPITAL OUTLAY
5606 - Capital Outlay-Furn/Fixtures
5607 - Cap Outlay-Impry Oth Than Bldg
5699 - Capital Proj Contra Acct (FS)
TOTAL CAPITAL OUTLAY
DEBT SERVICE
5700 - Interest Expense
5703 - Capital Lease Payment
TOTAL DEBT SERVICE
TRANSFER OUT
9001 - Transfer Out -General Fund
9329 - Transfer Out -Library Cap Fund
TOTAL TRANSFER OUT
TOTAL LIBRARY FUND
850,992
917,300
980,530
$ 31,659
$
26,450
$
31,740
5,977
6,000
0
745
1,000
1,000
18,742
20,750
20,750
0
3,000
1,400
5,668
6,700
7,190
706,426
870,990
799,700
0
40,000
40,000
43,325
23,400
20,240
470
1,010
500
22,005
0
0
270,002
254,160
352,830
(150)
0
0
9,509
10,500
10,500
5,913
5,040
5,040
65,698
65,000
65,000
37,365
54,930
54,930
85,800
94,380
103,870
$ 2,160,146
$
2,400,610
$
2,495,220
$ 20,005
$
8,000
$
5,000
2,000
90,000
0
(22,005)
0
0
$ 0
$
98,000
$
5,000
$ 104
$
0
$
0
7,552
1,790
0
$ 7,656
$
1,790
$
0
$ 37,935
$
0
$
0
0
0
500,000
$ 37,935
$
0
$
500,000
S 4.606.577
$
5,126,230
$
5,771,450
Fiscal Year 2019/2o Adopted Budget Page 155
City of Rancho Cucamonga
Expenditure Detail
Operating Budget
Fiscal Year 2019/20 Adopted Budget
2018/19
2019/20
2017/18 Adopted
Adopted
Actual Budget
Budget
TOTAL OPERATING BUDGET 114,574,279 124,889,920
131,205,880
Fiscal Year 2019/2o Adopted Budget Page 156
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2019/2o Adopted Budget Page 157
City of Rancho Cucamonga, California
Expenditure Summary by Department
All Funds
Fiscal Year 2019/20 Adopted Budget
Public Works Services
11.90%
Planning
1.40%-
Engineering
.40%_
Engineering Services
33.23%
Building and Safety
Services
0.73%
Econ. and Comm.
Dev.
0.55%
Innovation ander=
Technology
2.00% /
Human Resources -
0.38%
Finance
2.24%
Governance
Police
Fire District
Governance
1.03%
Police
16.39%
Fire District
15.55%
Animal Care and
Services
1.27%
Records Management
0.19%
Community Services
4.25%
Library Services
Administrative 2.38%
Services
6.52%
Animal Care and Services
Records Management
Community Services
Library Services
Administrative Services
Finance
Human Resources
Innovation and Technology
Econ. and Comm. Dev.
Building and Safety Services
Engineering Services
Planning
Public Works Services
$ 2,759,040
44,016,280
41,768,390
3,416,930
505,450
11,407,490
6,379,910
17,512,910
6,029,220
1,017,550
5,362,380
1,464,010
1,959,190
89,264,070
3,763,230
31,962,350
Total All Funds Budget $ 268,588,400
Fiscal Year 2019/2o Adopted Budget Page 158
City of Rancho Cucamonga
Expenditure Summary by Category
All Funds
Fiscal Year 2019/20 Adopted Budget
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
$ 165,575,703 $ 179,813,900 $ 226,846,740
$ 24,572,870 $
27,030,390 $
2018/19
2019/20
7,803,620
2017/18
Adopted
Adopted
3,960,500
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
1,205,190
2,074,030
$ 51,405,914 $
PERSONNEL SERVICES
$ 42,388,341 $
46,521,420 $
48,766,250
OPERATIONS & MAINTENANCE
97,434,809
87,554,930
93,329,930
CAPITAL OUTLAY
24,314,890
43,659,000
79,121,470
DEBT SERVICE
162,507
1,037,810
2,517,260
COST ALLOCATION
(5,376,960)
(5,527,170)
(6,072,840)
TRANSFER OUT
6,652,116
6,567,910
9,184,670
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
$ 165,575,703 $ 179,813,900 $ 226,846,740
$ 24,572,870 $
27,030,390 $
26,984,790
7,680,812
7,803,620
8,322,350
17,998,577
13,696,610
3,960,500
94,935
400,660
399,990
1,058,720
1,205,190
2,074,030
$ 51,405,914 $
50,136,470 $
41,741,660
$ 216,981,617 $ 229,950,370 $ 268,588,400
Fiscal Year 2019/2o Adopted Budget Page 159
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
CITY OF RANCHO CUCAMONGA
001 -GENERAL FUND
5000 - Regular Salaries
$ 15,750,147 $
17,280,240 $
18,381,960
5005 - Overtime Salaries
286,483
363,760
353,160
5010 - Part Time Salaries
2,213,035
2,355,260
2,327,240
Fringe Benefits
7,624,137
8,425,050
9,137,900
5060 - Tuition Reimbursement
18,998
30,000
26,000
5061 - Employee Development
91,357
170,000
101,040
5065 - Coffee Fund
4,006
5,000
5,000
5070 - Executive Reimbursement
0
0
10,000
5093 - Other Funds -Salary Reimbursmnt
(257,780)
(205,150)
(52,620)
5100 - Travel and Meetings
342,144
429,000
415,000
5102 - Training
256,089
320,590
322,890
5105 - Mileage
6,141
7,880
7,730
5150 - Office Supplies & Equipment
187,981
231,030
226,060
5151 - Postage
97,687
98,410
98,410
5152 - Computer Software
26,668
16,180
8,980
5160 - Membership Dues
149,342
169,010
181,870
5161 - Publications & Subscriptions
9,857
29,440
23,880
5165 - Licenses, Permits & Fees
185,522
204,500
194,750
5200 - Operations & Maintenance
1,303,903
1,712,140
1,680,950
5201 - O & M/Volunteer Program
20,000
20,000
20,000
5204 - O & M/Facilities
423,794
478,000
468,000
5207 - O & M/Capital Supplies
23,379
0
0
5210 - O & M/Crime Prevention
22,843
23,000
29,000
5215 - O & M/Computer Equipment
9,922
27,940
23,500
5217 - Technical Investigative Costs
95,347
148,900
200,780
5220 - Cellular Technology
137,613
149,200
147,010
5250 - Vehicle Operations & Maint.
367,238
450,850
449,350
5251 - Depreciation - Vehicles
0
250,900
443,260
5252 - Emergency Equipment & Veh Rntl
22,346
38,300
37,000
5253 - Vehicle Collision Repair
28,987
100,000
100,000
5255 - Gasoline
510,542
490,000
546,000
5256 - Diesel Fuel
16,582
15,000
15,000
5257 - CNG Fuel
10,517
13,400
13,400
5260 - O&M/Animal Care
115,375
123,330
116,630
5262 - O&M/Community & Info Programs
4,053
5,500
4,000
5263 - O&M/Field Services
5,282
5,000
5,000
5264 - O&M/Veterinarian Services
175,281
149,000
139,000
5265 - O&M/Kitten Nursery
47,447
23,000
20,090
5280 - Equip Operations & Maint
21,410
30,480
30,480
5281 - Depreciation - Equipment
0
49,100
86,740
5283- Depreciation -Computer Equip
349,180
421,550
584,190
5285 - Safety Gear & Equipment
40,953
46,000
46,000
5298 - Operating Cntra Acct (FS only)
85,321
0
0
5300 - Contract Services
42,027,817
44,376,070
46,367,680
Fiscal Year 2019/2o Adopted Budget Page 16o
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
006-CVWD REIMBURSEMENTS
Fiscal Year 2019/2o Adopted Budget Page 161
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5303 - Contract Serv/Reimbursable
27,800
240,200
240,450
5304 - Contract Serv/Facilities
1,446,450
1,714,400
1,840,080
5310 - Tree Maintenance
654,023
665,000
575,000
5312 - Legal Services
519,123
430,000
656,250
5320 - Hazardous Waste Removal
11,359
24,320
24,320
5360 - Contract Serv/Animal Care
14,967
14,820
14,820
5362 - Contract Serv/Comm & Info Prgm
718
2,490
2,490
5363 - Contract Serv/Field Services
13,361
16,500
15,500
5364 - Contract Serv/Vet Services
77,409
81,400
56,400
5365 - Cont Srv-Spay/Neuter Program
13,866
15,000
40,000
5400 - Telephone Utilities
171,279
42,690
132,930
5401 - Gas Utilities
91,110
101,150
112,330
5402 - Water Utilities
409,831
470,620
470,620
5403 - Electric Utilities
1,083,652
1,119,500
1,111,300
5405 - Internet Services
105,528
119,340
130,000
5410 - Property Insurance
202,305
233,660
270,110
5510 - Property Tax Admin. Fee
69,974
114,730
101,360
5600 - Capital Outlay -Land
3,750
0
0
5603 - Capital Outlay -Equipment
0
25,000
0
5606 - Capital Outlay-Furn/Fixtures
29,957
8,000
0
5650 - Capital Project
127,862
500,000
475,000
5699 - Capital Proj Contra Acct (FS)
(85,321)
0
0
5700 - Interest Expense
17,400
13,700
11,980
5701 - Principal Repayments
985,177
92,750
94,470
5703 - Capital Lease Payment
8,292
1,800
0
5704 - Long Term Debt Repymt Contra
(985,177)
0
0
5725 - Other Expenditures
641,474
0
0
5901 - Bad Debt Expense -Other
23,292
0
0
5990 - Cost Allocation Plan Offset
(5,376,960)
(5,527,170)
(6,072,840)
9018 - Transfer Out - Traffic Safety
153,470
179,230
220,160
9025 - Transfer Out -Capital Reserve
1,025,000
1,140,000
1,175,000
9130 - Transfer Out-LMD1
123,410
135,820
135,830
9131 - Transfer Out-LMD2
293,490
299,540
324,860
9136 - Transfer Out-LMD6R
52,460
60,370
41,090
9152 - Transfer Out-SLD2
350,170
188,420
284,250
9157 - Transfer Out-SLD7
105,100
62,590
83,920
9235 - Transfer Out -Fund 235
341
0
0
9700 - Transfer Out -Sports Complex
1,917,299
2,067,420
2,166,750
9848 - Transfer Out -Fund 848
203,990
214,250
213,530
TOTAL GENERAL FUND
$ 77,384,177 $
83,944,400 $
88,290,270
003-REIMB ST/COUNTY PARKING CIT
5200 - Operations & Maintenance
$ 131,771 $
122,670 $
162,480
TOTAL REIMB ST/COUNTY PARKING CIT
$ 131,771 $
122,670 $
162,480
006-CVWD REIMBURSEMENTS
Fiscal Year 2019/2o Adopted Budget Page 161
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
020 -CITY TECHNOLOGY FEE FUND
Fiscal Year 2019/2o Adopted Budget Page 162
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5000 - Regular Salaries
71,915
95,650
102,290
5005 - Overtime Salaries
1
0
0
Fringe Benefits
34,036
44,940
49,100
5200 - Operations & Maintenance
43,525
51,300
86,500
5250 - Vehicle Operations & Maint.
5,622
10,000
10,000
5252 - Emergency Equipment & Veh Rntl
0
1,000
1,000
5280 - Equip Operations & Maint
445
500
500
9001 - Transfer Out -General Fund
39,170
71,850
64,720
9174 - Transfer Out -Fund 174
0
0
150,000
9712 - T/O Equipment/Vehicle Replacem
0
0
150,000
TOTAL CVWD REIMBURSEMENTS
$
194,714
$
275,240
$
614,110
016 -COMM DEV TECHNICAL SRVCS FUND
5100 - Travel and Meetings
$
1,088
$
1,400
$
1,400
5102 - Training
0
500
500
5152 - Computer Software
12,270
0
0
5200 - Operations & Maintenance
1,641
3,000
5,200
5215 - O & M/Computer Equipment
2,613
0
0
5300 - Contract Services
41,094
404,000
554,000
5603 - Capital Outlay -Equipment
0
15,000
0
5605 - Capital Outlay -Computer Equip
0
38,000
0
TOTAL COMM DEV TECHNICAL SRVCS FUND
$
58,706
$
461,900
$
561,100
017 -LAW ENFORCEMENT RESERVE
5152 - Computer Software
$
80,799
$
0
$
0
5200 - Operations & Maintenance
31,053
0
1,300
5207 - O & M/Capital Supplies
0
0
33,000
5215 - O & M/Computer Equipment
5,977
0
0
5300 - Contract Services
12,190
0
198,000
5501 - Admin./General Overhead
5,210
5,580
2,420
5603 - Capital Outlay -Equipment
185,880
334,000
415,000
5650 - Capital Project
0
3,600,000
0
TOTAL LAW ENFORCEMENT RESERVE
$
321,109
$
3,939,580
$
649,720
018 -TRAFFIC SAFETY
5300 - Contract Services
$
350,016
$
393,000
$
405,000
5501 - Admin./General Overhead
4,430
3,740
4,260
TOTAL TRAFFIC SAFETY
$
354,446
$
396,740
$
409,260
019 -INFO TECHNOLOGY -DEVELOPMENT
5501 - Admin./General Overhead
$
124,760
$
105,450
$
0
TOTAL INFO TECHNOLOGY -DEVELOPMENT
$
124,760
$
105,450
$
0
020 -CITY TECHNOLOGY FEE FUND
Fiscal Year 2019/2o Adopted Budget Page 162
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
5501 - Admin./General Overhead 180 140 97,560
9714 - Transfer Out - Comptr Eq Rplc 182,940 182,940 0
TOTAL CITY TECHNOLOGY FEE FUND $ 183.120 $ 183.080 $ 97.560
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
5298 - Operating Cntra Acct (FS only)
5300 - Contract Services
5304 - Contract Serv/Facilities
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)
5725 - Other Expenditures
9711 - Transfer Out -Fund 711
9714 - Transfer Out - Comptr Eq Rplc
TOTAL CAPITAL RESERVE
073 -BENEFITS CONTINGENCY
5000 - Regular Salaries
5501 - Admin./General Overhead
TOTAL BENEFITS CONTINGENCY
100 -ASSESSMENT DISTRICTS ADMIN
$ 3,150
$
3,150
$
3,150
0
31,000
31,000
3,860
390
2,360
$ 7,010
$
34,540
$
36,510
$ 75
$
780
$
780
0
3,600
3,600
50
1,530
1,350
$ 125
$
5,910
$
5,730
$ 3,813
$
10,000
$
5,000
0
0
74,000
22,000
10,000
150,400
117,456
0
0
54,732
75,440
416,900
0
0
70,000
17,268
20,000
20,000
22,797
35,070
34,910
326,475
356,670
424,690
361,674
500,000
500,000
36,330
36,700
67,350
474,743
775,780
922,000
3,513
0
0
54,277
0
5,000
3,111,858
2,783,000
2,155,000
(117,456)
0
0
176,000
0
0
0
0
960,360
0
0
429,660
$ 4,665,480
$
4,602,660
$
6,235,270
$ 1,165,853
$
897,300
$
897,300
7,020
9,270
9,460
$ 1,172,873
$
906,570
$
906,760
Fiscal Year 2019/2o Adopted Budget Page 163
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
101 -AD 93-1 MASI COMMERCE CENTER
5501 - Admin./General Overhead
TOTAL AD 93-1 MASI COMMERCE CENTER
105-AB2766 AIR OUALITY IMPROVEMENT
5200 - Operations & Maintenance
5298 - Operating Cntra Acct (FS only)
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
TOTAL AB2766 AIR QUALITY IMPROVEMENT
110 -BEAUTIFICATION
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL BEAUTIFICATION
111 -PARK LAND ACQUISITION
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL PARK LAND ACQUISITION
112 -DRAINAGE FAC/GENERAL
5000 - Regular Salaries
Fringe Benefits
5298 - Operating Cntra Acct (FS only)
$
2017/18
Actual
2018/19
Adopted
Budget
2019/20
Adopted
Budget
5000 - Regular Salaries
146,472
170,370
159,430
Fringe Benefits
68,756
79,510
75,950
5100 - Travel and Meetings
3,760
9,250
7,350
5102 - Training
550
3,000
3,000
5105 - Mileage
0
300
300
5150 - Office Supplies & Equipment
520
1,500
1,500
5151 - Postage
350
10,000
10,000
5200 - Operations & Maintenance
17,076
34,690
29,240
5300 - Contract Services
84,298
146,910
178,660
5501 - Admin./General Overhead
516,460
470,570
605,800
9805 - Transfer out to Fund 805
39,976
0
0
9810 - Transfer Out -Fund 810
0
0
0
9842 - Transfer out to Fund 842
10,030
0
0
TOTAL ASSESSMENT DISTRICTS ADMIN
$ 888,248 $
926,100 $
1,071,230
101 -AD 93-1 MASI COMMERCE CENTER
5501 - Admin./General Overhead
TOTAL AD 93-1 MASI COMMERCE CENTER
105-AB2766 AIR OUALITY IMPROVEMENT
5200 - Operations & Maintenance
5298 - Operating Cntra Acct (FS only)
5300 - Contract Services
5501 - Admin./General Overhead
5603 - Capital Outlay -Equipment
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
TOTAL AB2766 AIR QUALITY IMPROVEMENT
110 -BEAUTIFICATION
5501 - Admin./General Overhead
5650 - Capital Project
TOTAL BEAUTIFICATION
111 -PARK LAND ACQUISITION
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL PARK LAND ACQUISITION
112 -DRAINAGE FAC/GENERAL
5000 - Regular Salaries
Fringe Benefits
5298 - Operating Cntra Acct (FS only)
$
0
$
220
$
210
$
0
$
220
$
210
$
17,834
$
20,000
$
15,560
1,413
0
0
1,380
1,410
1,410
1,790
430
840
0
20,000
0
0
0
160,000
14,982
611,160
813,180
(1,413)
0
0
$
35,986
$
653,000
$
990,990
$
850
$
270
$
440
9,426
537,000
410,000
$
10,276
$
537,270
$
410,440
$
0
$
0
$
30,350
0
290
360
$
0
$
290
$
30,710
$
23,569
$
32,710
$
27,670
11,160
15,370
13,290
12,106
0
0
Fiscal Year 2019/2o Adopted Budget Page 164
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 165
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5300 - Contract Services
0
50,000
0
5501 - Admin./General Overhead
7,600
6,430
6,710
5650 - Capital Project
299,236
100,000
100,000
5699 - Capital Proj Contra Acct (FS)
(12,106)
0
0
TOTAL DRAINAGE FAC/GENERAL
$
341,565
$
204,510
$
147,670
113-COMMUNITY/REC CENTER DEVELPMNT
5300 - Contract Services
$
0
$
0
$
10,000
5501 - Admin./General Overhead
0
110
140
TOTAL COMMUNITY/REC CENTER DEVELPMNT
$
0
$
110
$
10,140
114-DRAINAGE-ETIWANDA/SAN SEVAINE
5300 - Contract Services
$
0
$
25,000
$
0
5501 - Admin./General Overhead
400
390
370
TOTAL DRAINAGE-ETIWANDA/SAN SEVAINE
$
400
$
25,390
$
370
115-HENDERSON/WARDMAN DRAINAGE
5501 - Admin./General Overhead
$
0
$
250
$
260
TOTAL HENDERSON/WARDMAN DRAINAGE
$
0
$
250
$
260
116-ETIWANDA DRAINAGE
5000 - Regular Salaries
$
20,890
$
20,920
$
23,930
Fringe Benefits
9,892
9,830
11,490
5298 - Operating Cntra Acct (FS only)
67,750
0
0
5300 - Contract Services
0
150,000
0
5501 - Admin./General Overhead
4,120
4,190
4,180
5650 - Capital Project
67,750
100,000
100,000
5699 - Capital Proj Contra Acct (FS)
(67,750)
0
0
TOTAL ETIWANDA DRAINAGE
$
102,652
$
284,940
$
139,600
118 -UPPER ETIWANDA DRAINAGE
5300 - Contract Services
$
0
$
25,000
$
0
5501 - Admin./General Overhead
380
380
390
TOTAL UPPER ETIWANDA DRAINAGE
$
380
$
25,380
$
390
119 -PARK IMPROVEMENT
5300 - Contract Services
$
0
$
0
$
14,660
TOTAL PARK IMPROVEMENT
$
0
$
0
$
14,660
120 -PARK DEVELOPMENT
5000 - Regular Salaries
$
66,566
$
64,010
$
67,540
5010 - Part Time Salaries
15,434
16,810
0
Fringe Benefits
31,745
30,320
32,420
Fiscal Year 2019/2o Adopted Budget Page 165
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/20 Adopted Budget Page 166
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5100 - Travel and Meetings
1,329
2,300
2,300
5102 - Training
280
500
500
5150 - Office Supplies & Equipment
0
200
200
5160 - Membership Dues
85
240
240
5161 - Publications & Subscriptions
0
150
0
5200 - Operations & Maintenance
2,388
600
500
5300 - Contract Services
1,565
5,000
50,000
5501 - Admin./General Overhead
3,570
15,680
15,020
5607 - Cap Outlay-Impry Oth Than Bldg
0
170,000
150,000
5650 - Capital Project
4,251,366
405,000
450,000
TOTAL PARK DEVELOPMENT
$
4,374,328
$
710,810
$
768,720
122 -SOUTH ETIWANDA DRAINAGE
5501 - Admin./General Overhead
$
180
$
160
$
240
TOTAL SOUTH ETIWANDA DRAINAGE
$
180
$
160
$
240
123 -LIBRARY IMPACT FEE
5300 - Contract Services
$
0
$
0
$
3,330
TOTAL LIBRARY IMPACT FEE
$
0
$
0
$
3,330
124 -TRANSPORTATION
5000 - Regular Salaries
$
523,039
$
437,020
$
396,400
Fringe Benefits
247,159
205,060
190,280
5298 - Operating Cntra Acct (FS only)
114,318
0
0
5501 - Admin./General Overhead
81,150
83,150
62,650
5650 - Capital Project
5,585,474
5,006,750
7,747,500
5699 - Capital Proj Contra Acct (FS)
(114,318)
0
0
5720 - Misc Contributions to City
59,670
59,760
0
TOTAL TRANSPORTATION
$
6,496,492
$
5,791,740
$
8,396,830
125 -ANIMAL CENTER IMPACT FEE
5300 - Contract Services
$
0
$
0
$
720
TOTAL ANIMAL CENTER IMPACT FEE
$
0
$
0
$
720
126 -LOWER ETIWANDA DRAINAGE
5300 - Contract Services
$
0
$
25,000
$
0
5501 - Admin./General Overhead
390
390
400
TOTAL LOWER ETIWANDA DRAINAGE
$
390
$
25,390
$
400
127 -POLICE IMPACT FEE
5309 - Contract Srvc/Electric Utility
$
0
$
0
$
960
TOTAL POLICE IMPACT FEE
$
0
$
0
$
960
Fiscal Year 2019/20 Adopted Budget Page 166
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 167
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
128-ETIWANDA NO. EQUESTRIAN FACIL.
5501 - Admin./General Overhead
$
190
$
170
$
180
TOTAL ETIWANDA NO. EQUESTRIAN FACIL.
$
190
$
170
$
180
129 -UNDERGROUND UTILITIES
5298 - Operating Cntra Acct (FS only)
$
222,747
$
0
$
0
5501 - Admin./General Overhead
3,310
3,180
3,210
5650 - Capital Project
222,747
75,000
77,000
5699 - Capital Proj Contra Acct (FS)
(222,747)
0
0
TOTAL UNDERGROUND UTILITIES
$
226,057
$
78,180
$
80,210
130-LMD #1 GENERAL CITY
5000 - Regular Salaries
$
16,644
$
17,090
$
17,820
5010 - Part Time Salaries
2,457
5,000
5,000
Fringe Benefits
8,101
9,030
9,560
5200 - Operations & Maintenance
53,354
70,100
70,100
5204 - O & M/Facilities
2,218
2,300
2,300
5250 - Vehicle Operations & Maint.
1,321
2,000
2,000
5252 - Emergency Equipment & Veh Rntl
0
2,800
5,800
5280 - Equip Operations & Maint
1,547
2,000
2,000
5300 - Contract Services
462,927
636,320
649,360
5304 - Contract Sery/Facilities
6,214
7,600
7,630
5310 - Tree Maintenance
51,985
52,500
52,500
5400 - Telephone Utilities
2,085
2,790
2,000
5402 - Water Utilities
329,429
342,760
342,760
5403 - Electric Utilities
52,022
82,470
65,980
5500 - Assessment Administration
66,090
56,230
62,850
5501 - Admin./General Overhead
40,960
45,930
47,410
5607 - Cap Outlay-Impry Oth Than Bldg
0
50,000
363,000
5650 - Capital Project
0
0
50,000
5720 - Misc Contributions to City
660
660
660
9141 - Transfer Out -Fund 141
90,000
90,000
90,000
TOTAL LMD #1 GENERAL CITY
$
1,188,014
$
1,477,580
$
1,848,730
131-LMD #2 VICTORIA
5000 - Regular Salaries
$
498,195
$
544,690
$
555,760
5005 - Overtime Salaries
622
1,090
1,090
5010 - Part Time Salaries
51,811
90,220
90,220
Fringe Benefits
240,160
273,240
284,810
5200 - Operations & Maintenance
76,711
86,150
86,150
5250 - Vehicle Operations & Maint.
1,665
5,000
5,000
5252 - Emergency Equipment & Veh Rntl
0
200
200
5298 - Operating Cntra Acct (FS only)
64,320
0
0
5300 - Contract Services
1,088,151
1,365,910
1,627,240
5310 - Tree Maintenance
163,321
163,340
163,340
Fiscal Year 2019/2o Adopted Budget Page 167
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
134-LMD #4R TERRA VISTA
5000 - Regular Salaries
$ 605,061 $
662,520 $
678,970
2018/19
246
2019/20
1,050
5010 - Part Time Salaries
2017/18
47,280
Adopted
Fringe Benefits
Adopted
319,170
335,370
Actual
Budget
Budget
5400 - Telephone Utilities
173
0
0
5402 - Water Utilities
777,822
776,530
801,940
5403 - Electric Utilities
61,416
90,520
72,420
5500 - Assessment Administration
36,060
31,390
35,080
5501 - Admin./General Overhead
265,170
280,010
289,680
5504 - Interfund Allocation
75,180
78,000
80,430
5603 - Capital Outlay -Equipment
15,976
6,000
0
5607 - Cap Outlay-Impry Oth Than Bldg
13,260
0
114,000
5650 - Capital Project
174,308
110,000
642,550
5699 - Capital Proj Contra Acct (FS)
(64,320)
0
0
TOTAL LMD #2 VICTORIA
$
3,540,001
$
3,902,290
$
4,849,910
132-LMD #3A HYSSOP
5200 - Operations & Maintenance
$
499
$
1,250
$
1,250
5300 - Contract Services
3,633
5,030
5,260
5310 - Tree Maintenance
0
900
900
5402 - Water Utilities
1,130
1,320
1,320
5403 - Electric Utilities
652
900
900
5500 - Assessment Administration
50
50
50
5501 - Admin./General Overhead
1,300
600
1,320
TOTAL LMD #3A HYSSOP
$
7,264
$
10,050
$
11,000
133-LMD #3B MEDIANS
5000 - Regular Salaries
$
66,918
$
75,330
$
76,640
5010 - Part Time Salaries
6,880
21,600
21,600
Fringe Benefits
32,556
39,630
41,110
5152 - Computer Software
495
500
500
5200 - Operations & Maintenance
6,969
15,700
16,450
5204 - O & M/Facilities
7,317
11,500
11,500
5300 - Contract Services
401,960
525,660
694,300
5304 - Contract Serv/Facilities
41,164
145,800
210,480
5310 - Tree Maintenance
23,404
26,210
26,210
5400 - Telephone Utilities
443
760
0
5402 - Water Utilities
113,875
120,470
120,470
5403 - Electric Utilities
35,681
55,600
44,480
5500 - Assessment Administration
6,570
5,580
6,240
5501 - Admin./General Overhead
35,570
37,170
39,820
5650 - Capital Project
0
0
90,000
TOTAL LMD #3B MEDIANS
$
779,802
$
1,081,510
$
1,399,800
134-LMD #4R TERRA VISTA
5000 - Regular Salaries
$ 605,061 $
662,520 $
678,970
5005 - Overtime Salaries
246
1,050
1,050
5010 - Part Time Salaries
32,084
47,280
47,280
Fringe Benefits
288,677
319,170
335,370
Fiscal Year 2019/2o Adopted Budget Page 168
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
135-LMD #5 ANDOVER
5000 - Regular Salaries
$ 1,853 $
2018/19
2019/20
5010 - Part Time Salaries
2017/18
Adopted
Adopted
Fringe Benefits
Actual
Budget
Budget
5200 - Operations & Maintenance
80,804
99,750
99,750
5250 - Vehicle Operations & Maint.
6,000
6,000
6,000
5252 - Emergency Equipment & Veh Rntl
0
1,700
1,700
5280 - Equip Operations & Maint
2,869
3,750
3,750
5300 - Contract Services
296,803
501,340
664,110
5310 - Tree Maintenance
54,735
74,970
74,970
5400 - Telephone Utilities
176
0
0
5402 - Water Utilities
353,730
342,470
382,810
5403 - Electric Utilities
23,239
32,500
33,940
5500 - Assessment Administration
22,080
18,770
20,980
5501 - Admin./General Overhead
221,990
228,600
235,870
5603 - Capital Outlay -Equipment
15,976
6,000
0
5607 - Cap Outlay-Impry Oth Than Bldg
0
0
430,000
5650 - Capital Project
0
440,000
400,000
TOTAL LMD #4R TERRA VISTA
$ 2,004,470 $
2,785,870 $
3,416,550
135-LMD #5 ANDOVER
5000 - Regular Salaries
$ 1,853 $
1,850 $
1,910
5010 - Part Time Salaries
307
840
840
Fringe Benefits
906
1,040
1,090
5200 - Operations & Maintenance
289
1,300
1,300
5250 - Vehicle Operations & Maint.
0
70
70
5300 - Contract Services
557
1,590
1,580
5402 - Water Utilities
606
800
800
5403 - Electric Utilities
277
490
490
5500 - Assessment Administration
250
220
240
5501 - Admin./General Overhead
2,290
880
1,350
TOTAL LMD #5 ANDOVER
$ 7,335 $
9,080 $
9,670
136-LMD #6R CARYN COMMUNITY
5000 - Regular Salaries
$ 10,315 $
11,580 $
13,230
Fringe Benefits
4,877
5,440
6,360
5200 - Operations & Maintenance
5,553
11,900
11,900
5252 - Emergency Equipment & Veh Rntl
0
200
200
5300 - Contract Services
211,664
293,450
330,830
5310 - Tree Maintenance
28,361
34,850
34,850
5402 - Water Utilities
114,238
182,300
182,300
5403 - Electric Utilities
6,655
9,130
7,330
5500 - Assessment Administration
7,030
5,980
6,680
5501 - Admin./General Overhead
31,690
33,350
35,510
TOTAL LMD #6R CARYN COMMUNITY
$ 420,383 $
588,180 $
629,190
137-LMD #7 NORTH ETIWANDA
5000 - Regular Salaries
$ 115,371 $
127,110 $
130,280
5010 - Part Time Salaries
6,971
13,160
13,160
Fiscal Year 2019/2o Adopted Budget Page 169
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
138-LMD #8 SOUTH ETIWANDA
5000 - Regular Salaries
$ 4,410 $
2018/19
2019/20
Fringe Benefits
2017/18
Adopted
Adopted
5200 - Operations & Maintenance
Actual
Budget
Budget
Fringe Benefits
55,273
62,170
65,170
5200 - Operations & Maintenance
21,315
39,800
39,800
5204 - O & M/Facilities
449
1,500
1,500
5252 - Emergency Equipment & Veh Rntl
0
2,200
2,200
5300 - Contract Services
314,632
446,190
464,690
5304 - Contract Serv/Facilities
1,893
2,750
11,300
5310 - Tree Maintenance
7,450
25,090
25,090
5400 - Telephone Utilities
374
820
0
5402 - Water Utilities
259,808
364,960
364,960
5403 - Electric Utilities
21,155
27,640
23,280
5500 - Assessment Administration
16,910
14,430
16,130
5501 - Admin./General Overhead
84,600
89,410
93,960
5720 - Misc Contributions to City
680
680
680
TOTAL LMD #7 NORTH ETIWANDA
$ 906,881 $
1,217,910 $
1,252,200
138-LMD #8 SOUTH ETIWANDA
5000 - Regular Salaries
$ 4,410 $
3,320 $
3,980
Fringe Benefits
2,079
1,560
1,920
5200 - Operations & Maintenance
998
2,250
2,250
5300 - Contract Services
8,854
10,180
10,600
5310 - Tree Maintenance
3,720
3,720
3,720
5402 - Water Utilities
5,500
6,390
6,390
5403 - Electric Utilities
902
1,450
1,160
5500 - Assessment Administration
1,110
950
1,060
5501 - Admin./General Overhead
7,650
7,630
8,880
TOTAL LMD #8 SOUTH ETIWANDA
$ 35,223 $
37,450 $
39,960
139-LMD #9 LOWER ETIWANDA
5000 - Regular Salaries
$ 185,318 $
201,390 $
207,890
5010 - Part Time Salaries
8,535
21,200
21,200
Fringe Benefits
88,430
98,640
104,030
5200 - Operations & Maintenance
17,795
30,510
30,510
5220 - Cellular Technology
809
2,740
2,740
5252 - Emergency Equipment & Veh Rntl
0
1,200
1,200
5298 - Operating Cntra Acct (FS only)
14,364
0
0
5300 - Contract Services
71,759
132,160
167,230
5310 - Tree Maintenance
32,211
33,930
33,930
5402 - Water Utilities
60,073
56,580
62,780
5403 - Electric Utilities
5,851
9,590
7,680
5500 - Assessment Administration
8,010
6,890
7,700
5501 - Admin./General Overhead
53,780
53,500
57,960
5603 - Capital Outlay -Equipment
11,657
1,000
0
5607 - Cap Outlay-Impry Oth Than Bldg
14,364
0
0
5650 - Capital Project
0
500,000
500,000
5699 - Capital Proj Contra Acct (FS)
(14,364)
0
0
Fiscal Year 2019/2o Adopted Budget Page 170
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
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
5298 - Operating Cntra Acct (FS only)
5300 - Contract Services
5400 - Telephone Utilities
$ 1,291
2017/18
Actual
2018/19
Adopted
Budget
2019/20
Adopted
Budget
TOTAL LMD #9 LOWER ETIWANDA
$ 558,592 $
1,149,330 $
1,204,850
140-LMD #10 RANCHO ETIWANDA
30,000
0
5000 - Regular Salaries
$ 148,545 $
158,180 $
162,200
5005 - Overtime Salaries
0
1,050
1,050
5010 - Part Time Salaries
19,515
31,110
31,110
Fringe Benefits
72,297
80,320
84,080
5200 - Operations & Maintenance
10,419
21,400
21,400
5204 - O & M/Facilities
0
1,500
1,500
5252 - Emergency Equipment & Veh Rntl
0
2,000
2,000
5280 - Equip Operations & Maint
500
500
500
5300 - Contract Services
81,548
189,490
206,910
5304 - Contract Serv/Facilities
2,498
3,950
12,540
5310 - Tree Maintenance
10,500
11,800
11,800
5402 - Water Utilities
98,689
98,900
109,590
5403 - Electric Utilities
15,766
20,080
17,560
5500 - Assessment Administration
4,330
4,120
4,120
5501 - Admin./General Overhead
67,990
69,780
73,330
5603 - Capital Outlay -Equipment
3,597
2,000
0
5720 - Misc Contributions to City
650
650
650
TOTAL LMD #10 RANCHO ETIWANDA
$ 536,844 $
696,830 $
740,340
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
5298 - Operating Cntra Acct (FS only)
5300 - Contract Services
5400 - Telephone Utilities
$ 1,291
$
10,000
$
10,000
4,792
30,000
30,000
0
440
620
$ 6,083
$
40,440
$
40,620
$ 28,367
$
50,000
$
100,000
0
100,000
250,000
0
20
1,620
$ 28,367
$
150,020
$
351,620
$ 14,167
$
14,130
$
14,560
6,708
6,640
6,990
25
180
180
0
50
50
7,598
7,990
7,990
1,773
2,000
2,000
0
500
500
4,144,734
0
0
71,894
47,750
47,750
2,265
1,500
1,500
Fiscal Year 2019/2o Adopted Budget Page 171
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
152 -SLD #2 RESIDENTIAL
5298 - Operating Cntra Acct (FS only)
$ 4,276,761 $
2018/19
2019/20
0
2017/18
Adopted
Adopted
Actual
Budget
Budget
5403 - Electric Utilities
489,520
290,000
358,160
5500 - Assessment Administration
160,890
136,890
152,990
5501 - Admin./General Overhead
50,470
50,230
51,220
5650 - Capital Project
4,144,734
0
0
5699 - Capital Proj Contra Acct (FS)
(4,144,734)
0
0
5700 - Interest Expense
25,554
37,730
37,540
5701 - Principal Repayments
128,807
202,310
212,130
5704 - Long Term Debt Repymt Contra
(128,807)
0
0
9150 - Transfer Out -Fund 150
0
47,880
112,200
TOTAL SLD #1 ARTERIAL
$ 4,975,598 $
845,780 $
1,005,760
152 -SLD #2 RESIDENTIAL
5298 - Operating Cntra Acct (FS only)
$ 4,276,761 $
0
$
0
5300 - Contract Services
32,770
20,980
20,980
5403 - Electric Utilities
336,844
204,000
235,930
5500 - Assessment Administration
40,030
34,070
38,080
5501 - Admin./General Overhead
3,400
2,540
1,900
5650 - Capital Project
4,276,761
0
0
5699 - Capital Proj Contra Acct (FS)
(4,276,761)
0
0
5700 - Interest Expense
31,543
40,240
38,260
5701 - Principal Repayments
156,494
215,780
216,190
5704 - Long Term Debt Repymt Contra
(156,494)
0
0
9150 - Transfer Out -Fund 150
0
46,870
109,840
TOTAL SLD #2 RESIDENTIAL
$ 4,721,348 $
564,480
$
661,180
153 -SLD #3 VICTORIA
5000 - Regular Salaries
$ 18,869 $
19,060
$
19,640
Fringe Benefits
8,935
8,960
9,430
5102 - Training
180
180
180
5160 - Membership Dues
0
50
50
5200 - Operations & Maintenance
9,933
9,940
9,940
5298 - Operating Cntra Acct (FS only)
1,598,940
0
0
5300 - Contract Services
12,452
8,050
8,050
5403 - Electric Utilities
171,351
90,000
100,150
5500 - Assessment Administration
36,000
30,640
34,240
5501 - Admin./General Overhead
8,350
6,930
8,010
5650 - Capital Project
1,598,940
0
0
5699 - Capital Proj Contra Acct (FS)
(1,598,940)
0
0
5700 - Interest Expense
10,427
15,080
14,370
5701 - Principal Repayments
53,204
80,850
81,170
5704 - Long Term Debt Repymt Contra
(53,204)
0
0
9150 - Transfer Out -Fund 150
0
18,580
43,550
TOTAL SLD #3 VICTORIA
$ 1,875,437 $
288,320
$
328,780
154 -SLD 94 TERRA VISTA
Fiscal Year 2019/2o Adopted Budget Page 172
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
155 -SLD #5 CARYN COMMUNITY
5000 - Regular Salaries
$ 4,433 $
2018/19
2019/20
Fringe Benefits
2017/18
Adopted
Adopted
5102 - Training
Actual
Budget
Budget
5000 - Regular Salaries
18,869
19,060
19,640
5005 - Overtime Salaries
0
0
600
Fringe Benefits
8,935
8,960
9,430
5102 - Training
190
190
190
5160 - Membership Dues
0
50
50
5200 - Operations & Maintenance
4,472
4,940
4,940
5280 - Equip Operations & Maint
0
1,000
1,000
5298 - Operating Cntra Acct (FS only)
806,563
0
0
5300 - Contract Services
2,420
3,730
3,730
5403 - Electric Utilities
64,367
39,000
43,280
5500 - Assessment Administration
22,050
18,750
20,950
5501 - Admin./General Overhead
5,710
4,960
6,020
5650 - Capital Project
806,563
120,000
0
5699 - Capital Proj Contra Acct (FS)
(806,563)
0
0
5700 - Interest Expense
5,308
7,600
7,250
5701 - Principal Repayments
27,342
40,730
40,960
5704 - Long Term Debt Repymt Contra
(27,342)
0
0
9150 - Transfer Out -Fund 150
0
8,620
20,220
TOTAL SLD #4 TERRA VISTA
$ 938,884 $
277,590 $
178,260
155 -SLD #5 CARYN COMMUNITY
5000 - Regular Salaries
$ 4,433 $
4,440 $
4,590
Fringe Benefits
2,099
2,090
2,210
5102 - Training
0
180
180
5160 - Membership Dues
0
50
50
5200 - Operations & Maintenance
8,832
8,990
8,990
5298 - Operating Cntra Acct (FS only)
363,547
0
0
5300 - Contract Services
3,345
1,770
1,770
5403 - Electric Utilities
30,976
19,000
19,400
5500 - Assessment Administration
7,020
5,970
6,670
5501 - Admin./General Overhead
2,190
1,540
2,090
5650 - Capital Project
363,547
0
0
5699 - Capital Proj Contra Acct (FS)
(363,547)
0
0
5700 - Interest Expense
2,976
3,410
3,260
5701 - Principal Repayments
14,392
18,270
18,400
5704 - Long Term Debt Repymt Contra
(14,392)
0
0
9150 - Transfer Out -Fund 150
0
4,090
9,600
TOTAL SLD #5 CARYN COMMUNITY
$ 425,418 $
69,800 $
77,210
156 -SLD 96 INDUSTRIAL AREA
5000 - Regular Salaries
$ 18,869 $
19,060 $
19,640
Fringe Benefits
8,935
8,960
9,430
5102 - Training
154
180
180
5160 - Membership Dues
0
50
50
5200 - Operations & Maintenance
5,881
6,940
6,940
5280 - Equip Operations & Maint
0
800
800
Fiscal Year 2019/2o Adopted Budget Page 173
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
157 -SLD #7 NORTH ETIWANDA
5000 - Regular Salaries
$ 14,087 $
2018/19
2019/20
Fringe Benefits
2017/18
Adopted
Adopted
5102 - Training
Actual
Budget
Budget
5298 - Operating Cntra Acct (FS only)
579,011
0
0
5300 - Contract Services
19,423
2,780
2,780
5403 - Electric Utilities
60,500
33,000
36,090
5500 - Assessment Administration
5,900
5,020
5,610
5501 - Admin./General Overhead
5,760
4,920
6,090
5650 - Capital Project
579,011
0
0
5699 - Capital Proj Contra Acct (FS)
(579,011)
0
0
5700 - Interest Expense
3,223
5,540
5,260
5701 - Principal Repayments
16,633
29,670
29,730
5704 - Long Term Debt Repymt Contra
(16,633)
0
0
9150 - Transfer Out -Fund 150
0
6,410
15,030
TOTAL SLD #6 INDUSTRIAL AREA
$ 707,656 $
123,330 $
137,630
157 -SLD #7 NORTH ETIWANDA
5000 - Regular Salaries
$ 14,087 $
14,130 $
14,560
Fringe Benefits
6,671
6,640
6,990
5102 - Training
96
180
180
5160 - Membership Dues
0
50
50
5200 - Operations & Maintenance
4,923
4,940
4,940
5298 - Operating Cntra Acct (FS only)
1,156,896
0
0
5300 - Contract Services
9,647
5,630
5,630
5403 - Electric Utilities
97,164
57,000
60,780
5500 - Assessment Administration
21,380
18,230
20,370
5501 - Admin./General Overhead
4,670
3,700
3,920
5650 - Capital Project
1,156,896
0
0
5699 - Capital Proj Contra Acct (FS)
(1,156,896)
0
0
5700 - Interest Expense
9,404
10,910
10,360
5701 - Principal Repayments
45,569
58,490
58,520
5704 - Long Term Debt Repymt Contra
(45,569)
0
0
9150 - Transfer Out -Fund 150
0
12,980
30,430
TOTAL SLD #7 NORTH ETIWANDA
$ 1,324,938 $
192,880 $
216,730
158 -SLD #8 SOUTH ETIWANDA
5000 - Regular Salaries
$ 17,392 $
17,580 $
18,110
Fringe Benefits
8,236
8,260
8,700
5102 - Training
121
180
180
5160 - Membership Dues
0
40
40
5200 - Operations & Maintenance
4,903
4,940
4,940
5298 - Operating Cntra Acct (FS only)
301,341
0
0
5300 - Contract Services
340
1,980
1,980
5403 - Electric Utilities
35,336
22,000
21,660
5500 - Assessment Administration
8,720
7,420
8,290
5501 - Admin./General Overhead
5,000
4,270
5,350
5650 - Capital Project
301,341
0
0
5699 - Capital Proj Contra Acct (FS)
(301,341)
0
0
5700 - Interest Expense
1,788
2,920
2,730
Fiscal Year 2019/2o Adopted Budget Page 174
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
174 -GAS TAX R&T7360
5000 - Regular Salaries
$
2018/19
2019/20
1,146,180
2017/18
Adopted
Adopted
Actual
Budget
Budget
5701 - Principal Repayments
9,113
15,670
15,420
5704 - Long Term Debt Repymt Contra
(9,113)
0
0
9150 - Transfer Out -Fund 150
0
4,570
10,720
TOTAL SLD #8 SOUTH ETIWANDA
$ 383,177 $
89,830 $
98,120
174 -GAS TAX R&T7360
5000 - Regular Salaries
$
1,028,257
$
1,146,180
$
1,195,000
5005 - Overtime Salaries
12,693
12,000
12,000
5010 - Part Time Salaries
35,276
88,340
88,340
Fringe Benefits
486,647
552,740
590,110
5102 - Training
1,725
2,780
2,780
5200 - Operations & Maintenance
362
620
620
5250 - Vehicle Operations & Maint.
0
6,110
6,110
5280 - Equip Operations & Maint
1,375
1,200
1,200
5298 - Operating Cntra Acct (FS only)
881,878
0
0
5300 - Contract Services
151,459
307,860
292,860
5403 - Electric Utilities
147,971
168,000
168,000
5501 - Admin./General Overhead
223,910
228,740
230,510
5650 - Capital Project
1,111,234
311,000
560,000
5699 - Capital Proj Contra Acct (FS)
(881,878)
0
0
5720 - Misc Contributions to City
10,000
10,150
8,940
TOTAL GAS TAX R&T7360
$
3,210,909
$
2,835,720
$
3,156,470
176 -MEASURE 11990-2010
5501 - Admin./General Overhead
$
660
$
120
$
210
5650 - Capital Project
27,663
150,000
200,000
TOTAL MEASURE 11990-2010
$
28,323
$
150,120
$
200,210
177 -MEASURE 12010-2040
5000 - Regular Salaries
$
155,477
$
231,700
$
260,160
5005 - Overtime Salaries
14,154
14,300
14,300
Fringe Benefits
73,171
108,480
124,440
5300 - Contract Services
1,144,214
1,168,400
1,194,780
5501 - Admin./General Overhead
35,410
42,720
45,780
5650 - Capital Project
2,564,002
1,460,000
2,125,000
5720 - Misc Contributions to City
19,760
19,910
20,050
TOTAL MEASURE 12010-2040
$
4,006,188
$
3,045,510
$
3,784,510
179 -ROAD MAINT & REHAB ACCT
5650 - Capital Project
$
0
$
2,366,000
$
1,866,000
TOTAL ROAD MAINT & REHAB ACCT
$
0
$
2,366,000
$
1,866,000
181 -SB 1 - TCEP
5650 - Capital Project
$
0
$
7,850,000
$
52,150,000
Fiscal Year 2019/2o Adopted Budget Page 175
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2017/18
Actual
2018/19
Adopted
Budget
2019/20
Adopted
Budget
TOTAL SB 1 - TCEP
$
0
$
7,850,000
$
52,150,000
182 -AB 2928 TRAFFIC CONGEST RELIEF
5501 - Admin./General Overhead
$
80
$
70
$
80
TOTAL AB 2928 TRAFFIC CONGEST RELIEF
$
80
$
70
$
80
188 -INTEGRATED WASTE MANAGEMENT
5000 - Regular Salaries
$
604,312
$
599,380
$
676,010
5005 - Overtime Salaries
45,587
50,000
50,000
5010 - Part Time Salaries
13,723
13,880
0
Fringe Benefits
282,445
278,950
322,760
5100 - Travel and Meetings
731
1,500
1,500
5102 - Training
0
500
500
5105 - Mileage
118
100
100
5150 - Office Supplies & Equipment
881
2,000
1,000
5160 - Membership Dues
400
920
920
5200 - Operations & Maintenance
17,213
25,500
25,500
5204 - O & M/Facilities
0
500
500
5215 - O & M/Computer Equipment
526
0
0
5220 - Cellular Technology
1,181
1,440
1,940
5300 - Contract Services
81,447
143,300
93,300
5304 - Contract Serv/Facilities
730
1,000
2,000
5310 - Tree Maintenance
0
45,000
0
5501 - Admin./General Overhead
134,250
140,980
126,590
9001 - Transfer Out -General Fund
350,170
188,420
218,390
TOTAL INTEGRATED WASTE MANAGEMENT
$
1,533,714
$
1,493,370
$
1,521,010
190 -PROP 42 -TRAFFIC CONGESTION MIT
5501 - Admin./General Overhead
$
0
$
50
$
0
9001 - Transfer Out -General Fund
206,301
0
0
TOTAL PROP 42 -TRAFFIC CONGESTION MIT
$
206,301
$
50
$
0
194 -PROPOSITION 1B STATE FUNDING
5501 - Admin./General Overhead
$
70
$
60
$
70
TOTAL PROPOSITION 1B STATE FUNDING
$
70
$
60
$
70
195 -STATE ASSET SEIZURE
5298 - Operating Cntra Acct (FS only)
$
48,322
$
0
$
0
5300 - Contract Services
0
6,000
40,000
5501 - Admin./General Overhead
5,670
930
180
5606 - Capital Outlay-Furn/Fixtures
48,322
0
0
5699 - Capital Proj Contra Acct (FS)
(48,322)
0
0
TOTAL STATE ASSET SEIZURE
$
53,992
$
6,930
$
40,180
Fiscal Year 2019/2o Adopted Budget Page 176
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 177
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
196 -CA ASSET SEIZURE 15%
5300 - Contract Services
$
0
$
0
$
6,000
5501 - Admin./General Overhead
60
30
10
TOTAL CA ASSET SEIZURE 15%
$
60
$
30
$
6,010
198 -CITYWIDE INFRASTRUCTURE IMPRV
5000 - Regular Salaries
$
0
$
15,020
$
14,170
Fringe Benefits
0
7,060
6,810
5200 - Operations & Maintenance
0
12,500
0
5298 - Operating Cntra Acct (FS only)
41,444
0
0
5300 - Contract Services
497
0
0
5501 - Admin./General Overhead
12,430
12,910
13,530
5650 - Capital Project
5,231,196
3,641,820
290,890
5699 - Capital Proj Contra Acct (FS)
(41,444)
0
0
5720 - Misc Contributions to City
23,740
23,980
23,630
9214 - Transfer Out -Fund 214
9,883
0
0
TOTAL CITYWIDE INFRASTRUCTURE IMPRV
$
5,277,746
$
3,713,290
$
349,030
204 -COMMUNITY DEVELOPMENT BLK GRNT
5000 - Regular Salaries
$
244,504
$
283,640
$
184,640
5010 - Part Time Salaries
8,609
6,650
39,140
Fringe Benefits
115,231
134,540
98,650
5501 - Admin./General Overhead
47,780
48,380
50,940
5650 - Capital Project
490,508
1,198,530
916,640
TOTAL COMMUNITY DEVELOPMENT BLK GRNT
$
906,632
$
1,671,740
$
1,290,010
209 -FEDERAL SAFETEA-LU
5501 - Admin./General Overhead
$
0
$
150
$
310
5650 - Capital Project
1,652,939
600,000
0
TOTAL FEDERAL SAFETEA-LU
$
1,652,939
$
600,150
$
310
211 -PROP 1B - SLPP
5650 - Capital Project
$
0
$
19,920
$
0
TOTAL PROP 1B - SLPP
$
0
$
19,920
$
0
214 -PEDESTRIAN GRANT/ART 3
5650 - Capital Project
$
46,596
$
43,000
$
451,000
TOTAL PEDESTRIAN GRANT/ART 3
$
46,596
$
43,000
$
451,000
218 -PUBLIC RESRCE GRNTS/HEALTHY RC
5200 - Operations & Maintenance
$
0
$
9,730
$
9,730
TOTAL PUBLIC RESRCE GRNTS/HEALTHY RC
$
0
$
9,730
$
9,730
Fiscal Year 2019/2o Adopted Budget Page 177
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
227 -USED OIL RECYCLING PROGRAM
5005 - Overtime Salaries
$
2018/19
2019/20
16,000
2017/18
Adopted
Adopted
5010 - Part Time Salaries
Actual
Budget
Budget
225 -CA RECYC/LITTER REDUCTION GRNT
150
5102 - Training
373,480
5005 - Overtime Salaries
$ 3,217 $
4,600 $
4,600
5100 - Travel and Meetings
963
1,600
1,600
5102 - Training
1,300
1,350
1,350
5200 - Operations & Maintenance
38,356
49,760
37,660
5300 - Contract Services
12,400
12,500
13,000
5501 - Admin./General Overhead
0
1,030
1,180
TOTAL CA RECYC/LITTER REDUCTION GRNT
$ 56,236 $
70,840 $
59,390
227 -USED OIL RECYCLING PROGRAM
5005 - Overtime Salaries
$
16,779
$
16,000
$
25,000
5100 - Travel and Meetings
5010 - Part Time Salaries
0
1,550,060
1,300
Fringe Benefits
150
5102 - Training
373,480
0
3,338
700
2,900
0
5200 - Operations & Maintenance
327,940
21,459
5204 - O & M/Facilities
24,000
1,500
24,000
5501 - Admin./General Overhead
2,188
570
15,000
1,210
61,961
650
TOTAL USED OIL RECYCLING PROGRAM
$
38,808
$
43,210
$
49,800
234 -SAFE ROUTES TO SCHOOL PROGRAM
41,010
5606 - Capital Outlay-Furn/Fixtures
61,961
0
0
5699 - Capital Proj Contra Acct (FS)
5010 - Part Time Salaries
$
14,023
$
15,000
$
11,700
Fringe Benefits
$ 3,163,266 $
1,078
3,245,220
220
2,630
5200 - Operations & Maintenance
10,737
25,340
7,500
5300 - Contract Services
0
14,250
6,270
5650 - Capital Project
0
90,800
90,800
TOTAL SAFE ROUTES TO SCHOOL PROGRAM
$
25,838
$
145,610
$
118,900
250 -RECREATION SERVICES
5000 - Regular Salaries
$ 495,372 $
570,930 $
552,010
5005 - Overtime Salaries
0
1,000
1,000
5010 - Part Time Salaries
1,277,948
1,550,060
1,357,650
Fringe Benefits
312,864
382,000
373,480
5150 - Office Supplies & Equipment
3,338
4,920
2,900
5200 - Operations & Maintenance
224,812
327,940
259,820
5204 - O & M/Facilities
0
1,500
0
5207 - O & M/Capital Supplies
2,188
20,000
15,000
5298 - Operating Cntra Acct (FS only)
61,961
0
0
5300 - Contract Services
742,413
732,140
642,350
5501 - Admin./General Overhead
41,010
41,010
41,010
5606 - Capital Outlay-Furn/Fixtures
61,961
0
0
5699 - Capital Proj Contra Acct (FS)
(61,961)
0
0
5901 - Bad Debt Expense -Other
1,360
0
0
TOTAL RECREATION SERVICES
$ 3,163,266 $
3,631,500 $
3,245,220
255 -VG CULTURAL CENTER
5000 - Regular Salaries $ 85,876 $ 119,060 $ 127,720
Fiscal Year 2019/2o Adopted Budget Page 178
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
291 -CA STATE LIBRARY
Fiscal Year 2019/2o Adopted Budget Page 179
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5005 - Overtime Salaries
480
1,000
1,000
5010 - Part Time Salaries
270,274
311,690
321,800
Fringe Benefits
52,658
74,760
78,930
5150 - Office Supplies & Equipment
67
0
0
5200 - Operations & Maintenance
98,829
116,250
119,420
5300 - Contract Services
920,483
861,970
869,430
5501 - Admin./General Overhead
5,740
7,350
7,640
TOTAL VG CULTURAL CENTER
$
1,434,407
$ 1,492,080
$
1,525,940
272 -FREEDOM COURTYARD RSRC GRANTS
5204 - O & M/Facilities
$
0
$ 0
$
2,150
TOTAL FREEDOM COURTYARD RSRC GRANTS
$
0
$ 0
$
2,150
290 -LIBRARY FUND
5000 - Regular Salaries
$
1,637,670
$ 1,747,630
$
1,842,420
5010 - Part Time Salaries
763,170
878,200
928,810
Fringe Benefits
850,992
917,300
980,530
5100 - Travel and Meetings
31,659
26,450
31,740
5102 - Training
5,977
6,000
0
5105 - Mileage
745
1,000
1,000
5150 - Office Supplies & Equipment
18,742
20,750
20,750
5152 - Computer Software
0
3,000
1,400
5160 - Membership Dues
5,668
6,700
7,190
5200 - Operations & Maintenance
706,426
870,990
799,700
5207 - O & M/Capital Supplies
0
40,000
40,000
5215 - O & M/Computer Equipment
43,325
23,400
20,240
5220 - Cellular Technology
470
1,010
500
5298 - Operating Cntra Acct (FS only)
22,005
0
0
5300 - Contract Services
270,002
254,160
352,830
5360 - Contract Serv/Animal Care
(150)
0
0
5400 - Telephone Utilities
9,509
10,500
10,500
5402 - Water Utilities
5,913
5,040
5,040
5403 - Electric Utilities
65,698
65,000
65,000
5405 - Internet Services
37,365
54,930
54,930
5501 - Admin./General Overhead
85,800
94,380
103,870
5606 - Capital Outlay-Furn/Fixtures
20,005
8,000
5,000
5607 - Cap Outlay-Impry Oth Than Bldg
2,000
90,000
0
5699 - Capital Proj Contra Acct (FS)
(22,005)
0
0
5700 - Interest Expense
104
0
0
5703 - Capital Lease Payment
7,552
1,790
0
9001 - Transfer Out -General Fund
37,935
0
0
9329 - Transfer Out -Library Cap Fund
0
0
500,000
TOTAL LIBRARY FUND
$
4,606,577
$ 5,126,230
$
5,771,450
291 -CA STATE LIBRARY
Fiscal Year 2019/2o Adopted Budget Page 179
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 18o
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5200 - Operations & Maintenance
14,157
20,000
20,600
5300 - Contract Services
2,600
0
0
5501 - Admin./General Overhead
0
400
530
TOTAL CA STATE LIBRARY
$
16,757
$
20,400
$
21,130
292 -STAFF INNOVATION FD (CA ST LB)
5100 - Travel and Meetings
$
0
$
1,500
$
5,750
5501 - Admin./General Overhead
1,890
1,780
80
TOTAL STAFF INNOVATION FD (CA ST LB)
$
1,890
$
3,280
$
5,830
299 -LIBRARY DEVELOPMENT FUND
5501 - Admin./General Overhead
$
0
$
720
$
0
9290 - Transfer Out -Library Fund
53,041
0
0
TOTAL LIBRARY DEVELOPMENT FUND
$
53,041
$
720
$
0
301 -THE BIG READ LIBRARY GRANT
5501 - Admin./General Overhead
$
0
$
50
$
50
TOTAL THE BIG READ LIBRARY GRANT
$
0
$
50
$
50
329 -LIBRARY CAPITAL FUND
5298 - Operating Cntra Acct (FS only)
$
113,950
$
0
$
0
5501 - Admin./General Overhead
1,510
3,290
3,120
5603 - Capital Outlay -Equipment
7,802
0
0
5606 - Capital Outlay-Furn/Fixtures
113,950
0
0
5650 - Capital Project
0
0
575,000
5699 - Capital Proj Contra Acct (FS)
(113,950)
0
0
TOTAL LIBRARY CAPITAL FUND
$
123,262
$
3,290
$
578,120
354 -COP'S PROGRAM GRANT -STATE
5100 - Travel and Meetings
$
9,115
$
9,200
$
9,200
5300 - Contract Services
270,973
300,000
300,000
5501 - Admin./General Overhead
3,000
11,220
4,930
5603 - Capital Outlay -Equipment
6,243
0
38,000
TOTAL COP'S PROGRAM GRANT -STATE
$
289,331
$
320,420
$
352,130
361 -JUSTICE ASSISTANCE GRANT(JAG)
5215 - O & M/Computer Equipment
$
2,739
$
0
$
0
5298 - Operating Cntra Acct (FS only)
2,221
0
0
5603 - Capital Outlay -Equipment
45,084
0
0
5605 - Capital Outlay -Computer Equip
0
5,890
0
5699 - Capital Proj Contra Acct (FS)
(2,221)
0
0
TOTAL JUSTICE ASSISTANCE GRANT(JAG)
$
47,823
$
5,890
$
0
Fiscal Year 2019/2o Adopted Budget Page 18o
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 181
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
381 -HOMELAND SECURITY GRANT -POLICE
5300 - Contract Services
$
9,081
$
0
$
0
5501 - Admin./General Overhead
2,070
30
220
5603 - Capital Outlay -Equipment
0
15,500
68,260
TOTAL HOMELAND SECURITY GRANT -POLICE
$
11,151
$
15,530
$
68,480
383 -EMERGENCY MGMT PERFORMNCE GRNT
5723 - Misc Contributions to Fire
$
27,028
$
27,030
$
26,730
TOTAL EMERGENCY MGMT PERFORMNCE GRNT
$
27,028
$
27,030
$
26,730
396 -HOUSING SUCCESSOR AGENCY
5200 - Operations & Maintenance
$
0
$
450
$
0
5245 - Subsidies To Low/Mod Housing
54,100
80,400
48,000
5300 - Contract Services
0
0
214,210
5620 - Project Improvement Costs
465,433
4,200,000
200,000
5699 - Capital Proj Contra Acct (FS)
(465,433)
0
0
5720 - Misc Contributions to City
200,000
200,000
200,000
TOTAL HOUSING SUCCESSOR AGENCY
$
254,100
$
4,480,850
$
662,210
602 -AD 84-1 DAY CREEK/MELLO
5501 - Admin./General Overhead
$
310
$
280
$
300
TOTAL AD 84-1 DAY CREEK/MELLO
$
310
$
280
$
300
612 -CFD 2001-01
5501 - Admin./General Overhead
$
140
$
120
$
910
TOTAL CFD 2001-01
$
140
$
120
$
910
700 -SPORTS COMPLEX
5000 - Regular Salaries
$
806,097
$
869,140
$
913,880
5005 - Overtime Salaries
42,216
37,280
37,280
5010 - Part Time Salaries
196,507
292,660
251,540
Fringe Benefits
404,582
452,310
485,630
5080 - Pension Expense
102,169
0
0
5150 - Office Supplies & Equipment
0
300
0
5200 - Operations & Maintenance
82,038
98,200
98,200
5204 - O & M/Facilities
50,810
52,760
52,760
5206 - O & M/Recreation Programs
63
200
200
5250 - Vehicle Operations & Maint.
0
1,500
1,500
5252 - Emergency Equipment & Veh Rntl
7,668
9,500
17,000
5280 - Equip Operations & Maint
15,435
16,000
16,000
5298 - Operating Cntra Acct (FS only)
69,121
0
0
5299 - Depreciation Expense
507,744
0
0
5300 - Contract Services
90,334
123,290
124,920
5304 - Contract Serv/Facilities
143,316
222,640
270,670
Fiscal Year 2019/2o Adopted Budget Page 181
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 182
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5305 - Contract Serv/Recreation Prgs
223
1,500
3,500
5400 - Telephone Utilities
1,903
3,000
3,000
5401 - Gas Utilities
8,099
7,200
7,200
5402 - Water Utilities
88,002
127,130
127,130
5403 - Electric Utilities
185,871
185,770
212,320
5501 - Admin./General Overhead
25,000
25,000
25,000
5602 - Capital Outlay -Bldg & Imprvmnt
0
0
15,000
5650 - Capital Project
98,228
0
0
5699 - Capital Proj Contra Acct (FS)
(98,228)
0
0
5700 - Interest Expense
24,771
21,140
19,200
5701 - Principal Repayments
916,816
121,430
123,370
5704 - Long Term Debt Repymt Contra
(916,816)
0
0
TOTAL SPORTS COMPLEX
$
2,851,969
$ 2,667,950
$
2,805,300
702 -REGIS CONNECT
5100 - Travel and Meetings
$
1,090
$ 0
$
0
5102 - Training
826
0
0
5105 - Mileage
312
0
0
5152 - Computer Software
95
0
0
5200 - Operations & Maintenance
662
0
0
5215 - O & M/Computer Equipment
4,527
0
0
5300 - Contract Services
6,405
0
1,140
5501 - Admin./General Overhead
3,590
3,350
270
5720 - Misc Contributions to City
87,462
70,000
25,000
TOTAL REGIS CONNECT
$
104,969
$ 73,350
$
26,410
705 -MUNICIPAL UTILITY
5000 - Regular Salaries
$
244,654
$ 255,760
$
346,290
5010 - Part Time Salaries
49,956
65,120
48,080
Fringe Benefits
118,860
125,320
172,860
5080 - Pension Expense
41,699
0
0
5100 - Travel and Meetings
4,598
7,640
7,250
5102 - Training
1,535
42,000
42,000
5150 - Office Supplies & Equipment
995
1,000
1,000
5152 - Computer Software
0
4,000
4,000
5160 - Membership Dues
13,590
17,140
19,450
5161 - Publications & Subscriptions
1,620
1,620
1,620
5209 - O & M/Electric Utility
5,598,559
5,971,800
6,675,800
5215 - O & M/Computer Equipment
985
3,400
5,070
5220 - Cellular Technology
1,346
73,300
73,300
5298 - Operating Cntra Acct (FS only)
181,933
0
0
5299 - Depreciation Expense
852,025
0
0
5309 - Contract Srvc/Electric Utility
667,319
702,350
864,360
5312 - Legal Services
22,112
30,000
30,000
5400 - Telephone Utilities
1,118
7,500
7,500
5501 - Admin./General Overhead
208,300
235,190
239,270
Fiscal Year 2019/2o Adopted Budget Page 182
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
706 -UTILITY PUBLIC BENEFIT FUND
5000 - Regular Salaries
Fringe Benefits
5160 - Membership Dues
5161 - Publications & Subscriptions
5209 - O & M/Electric Utility
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL UTILITY PUBLIC BENEFIT FUND
708-RCMU CAPITAL REPLACEMENT FUND
5501 - Admin./General Overhead
TOTAL RCMU CAPITAL REPLACEMENT FUND
711 -FIBER OPTIC NETWORK
5100 - Travel and Meetings
5102 - Training
5150 - Office Supplies & Equipment
5152 - Computer Software
5200 - Operations & Maintenance
5209 - O & M/Electric Utility
5299 - Depreciation Expense
5300 - Contract Services
5309 - Contract Srvc/Electric Utility
5501 - Admin./General Overhead
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
5700 - Interest Expense
5701 - Principal Repayments
TOTAL FIBER OPTIC NETWORK
712-EOUIPNEHICLE REPLACEMENT
5200 - Operations & Maintenance
5298 - Operating Cntra Acct (FS only)
5299 - Depreciation Expense
$
2017/18
Actual
2018/19
Adopted
Budget
2019/20
Adopted
Budget
5603 - Capital Outlay -Equipment
170,471
70,000
70,000
5650 - Capital Project
865,609
1,985,000
1,000,000
5699 - Capital Proj Contra Acct (FS)
(1,036,081)
0
0
5720 - Misc Contributions to City
0
37,760
0
5899 - Clearing Acct -Electric Utility
(2,359)
0
0
5900 - Bad Debt Expense -Electric Util
27,909
0
0
5999 - Prior Period Adjustment
(337,135)
0
0
9001 - Transfer Out -General Fund
1,241,140
1,390,260
1,507,760
TOTAL MUNICIPAL UTILITY
$ 8,940,758 $
11,026,160 $
11,115,610
706 -UTILITY PUBLIC BENEFIT FUND
5000 - Regular Salaries
Fringe Benefits
5160 - Membership Dues
5161 - Publications & Subscriptions
5209 - O & M/Electric Utility
5300 - Contract Services
5501 - Admin./General Overhead
TOTAL UTILITY PUBLIC BENEFIT FUND
708-RCMU CAPITAL REPLACEMENT FUND
5501 - Admin./General Overhead
TOTAL RCMU CAPITAL REPLACEMENT FUND
711 -FIBER OPTIC NETWORK
5100 - Travel and Meetings
5102 - Training
5150 - Office Supplies & Equipment
5152 - Computer Software
5200 - Operations & Maintenance
5209 - O & M/Electric Utility
5299 - Depreciation Expense
5300 - Contract Services
5309 - Contract Srvc/Electric Utility
5501 - Admin./General Overhead
5650 - Capital Project
5699 - Capital Proj Contra Acct (FS)
5700 - Interest Expense
5701 - Principal Repayments
TOTAL FIBER OPTIC NETWORK
712-EOUIPNEHICLE REPLACEMENT
5200 - Operations & Maintenance
5298 - Operating Cntra Acct (FS only)
5299 - Depreciation Expense
$
106,733
$
106,930
$
137,250
49,831
49,550
65,590
1,200
2,210
2,210
0
200
200
130,278
510,000
460,000
1,900
100,000
10,000
15,980
16,410
18,000
$
305,922
$
785,300
$
693,250
$
1,200
$
1,130
$
1,410
$
1,200
$
1,130
$
1,410
$
0
$
1,000
$
1,000
0
1,000
1,000
0
1,000
1,000
0
75,000
0
0
0
126,200
0
31,200
0
144,924
0
0
0
100,000
270,000
0
230,000
0
0
950
4,820
494,250
2,000,000
445,000
(494,250)
0
0
0
0
629,610
0
0
310,000
$
144,924
$
2,440,150
$
1,788,630
$
30,339
$
83,850
$
165,350
58,673
0
0
917,357
0
0
Fiscal Year 2019/2o Adopted Budget Page 183
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
714 -COMP EOUIP/TECH REPLCMENT FUND
5005 - Overtime Salaries
$
2018/19
2019/20
52,000
2017/18
Adopted
Adopted
Actual
Budget
Budget
5300 - Contract Services
30,064
6,000
13,500
5501 - Admin./General Overhead
32,030
37,330
28,980
5602 - Capital Outlay -Bldg & Imprvmnt
41,605
0
0
5603 - Capital Outlay -Equipment
518,509
494,850
336,000
5604 - Capital Outlay -Vehicles
210,706
0
169,000
5605 - Capital Outlay -Computer Equip
0
0
60,000
5650 - Capital Project
0
150,000
150,000
5699 - Capital Proj Contra Acct (FS)
(770,820)
0
0
5700 - Interest Expense
783
0
0
5703 - Capital Lease Payment
56,760
0
0
5704 - Long Term Debt Repymt Contra
(56,760)
0
0
TOTAL EQUIPNEHICLE REPLACEMENT
$ 1,069,246 $
772,030 $
922,830
714 -COMP EOUIP/TECH REPLCMENT FUND
5005 - Overtime Salaries
$
0
$
52,000
$
52,000
5152 - Computer Software
149,991
58,200
4,000
5200 - Operations & Maintenance
22,113
14,750
11,500
5215 - O & M/Computer Equipment
82,828
14,000
342,300
5298 - Operating Cntra Acct (FS only)
114,415
0
0
5299 - Depreciation Expense
364,571
0
0
5300 - Contract Services
194,977
430,690
27,530
5501 - Admin./General Overhead
10,590
8,490
8,520
5605 - Capital Outlay -Computer Equip
97,936
445,000
285,350
5650 - Capital Project
115,764
0
0
5699 - Capital Proj Contra Acct (FS)
(213,700)
0
0
5700 - Interest Expense
13,382
0
0
5703 - Capital Lease Payment
410,710
0
537,080
5704 - Long Term Debt Repymt Contra
(410,710)
0
0
TOTAL COMP EQUIP/TECH REPLCMENT FUND
$
952,867
$
1,023,130
$
1,268,280
838 -AD 91-2 REDEMPTION -DAY CANYON
5000 - Regular Salaries
$
11,928
$
13,870
$
14,060
5005 - Overtime Salaries
87
0
0
Fringe Benefits
5,545
6,370
6,750
5500 - Assessment Administration
1,940
1,700
1,900
5501 - Admin./General Overhead
6,110
3,490
2,400
TOTAL AD 91-2 REDEMPTION -DAY CANYON
$
25,610
$
25,430
$
25,110
847 -PD 85 CAPITAL REPLACEMENT FUND
5200 - Operations & Maintenance
$
3,046
$
15,000
$
15,000
5252 - Emergency Equipment & Veh Rntl
0
2,000
2,000
5300 - Contract Services
5,221
23,000
23,000
5501 - Admin./General Overhead
0
1,340
670
5607 - Cap Outlay-Impry Oth Than Bldg
0
0
125,000
Fiscal Year 2019/2o Adopted Budget Page 184
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
TOTAL PD 85 CAPITAL REPLACEMENT FUND
848 -PD 85 REDEMPTION FUND
5000 - Regular Salaries
5005 - Overtime Salaries
Fringe Benefits
5200 - Operations & Maintenance
5204 - 0 & M/Facilities
5252 - Emergency Equipment & Veh Rntl
5280 - Equip Operations & Maint
5300 - Contract Services
5304 - Contract Serv/Facilities
5310 - Tree Maintenance
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
5720 - Misc Contributions to City
9847 - Transfer Out -Fund 847
h 11111 KI 0-9-01F.R211 W-11 W-03-12 I OWN 91110 11
868 -CFD 2000-03 PARK MAINTENANCE
5000 - Regular Salaries
5010 - Part Time Salaries
Fringe Benefits
5200 - Operations & Maintenance
5204 - O & M/Facilities
5300 - Contract Services
5310 - Tree Maintenance
5400 - Telephone Utilities
5402 - Water Utilities
5403 - Electric Utilities
5500 - Assessment Administration
5501 - Admin./General Overhead
5607 - Cap Outlay-Impry Oth Than Bldg
5650 - Capital Project
9137 - Transfer Out -Fund 137
TOTAL CFD 2000-03 PARK MAINTENANCE
TOTAL CITY OF RANCHO CUCAMONGA
R.C. FIRE PROTECTION DISTRICT
2018/19
2017/18 Adopted
Actual Budget
2019/20
Adopted
Budget
$ 8,267 $ 41,340 $ 165,670
$ 136,570 $
143,700 $
142,150
0
3,680
3,680
64,369
67,220
68,240
45,120
103,910
103,910
1,276
2,500
2,500
4,409
4,500
6,500
234
4,500
4,500
216,172
318,260
306,790
10,672
12,740
12,870
19,124
19,120
19,120
6,472
9,570
6,700
177,299
184,010
196,160
106,695
137,530
120,320
15 2, 220
129,370
144,590
48,640
44,550
51,980
0
65,000
210,300
65,000
30,000
0
2,960
2,960
2,960
116,800
116,800
116,800
$ 1,174,032 $
1,399,920 $
1,520,070
$ 133,111 $
135,360 $
136,770
4,822
8,890
8,890
62,809
65,100
67,430
24,411
25,000
25,000
0
1,000
1,000
38,262
50,930
98,800
0
5,000
5,000
1,428
2,260
0
96,439
103,720
103,720
3,137
4,900
3,920
1,980
1,690
1,890
58,870
59,940
63,250
0
0
150,000
0
30,000
0
50,000
30,000
0
$ 475,269 $ 523,790 $ 665,670
S 165.575.698 $ 179.813.900 $ 226.846,740
Fiscal Year 2019/2o Adopted Budget Page 185
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 186
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
281 -FIRE FUND
5000 - Regular Salaries
$ 13,089,015 $
13,572,200 $
13,720,630
5005 - Overtime Salaries
3,559,647
3,929,050
3,979,510
5010 - Part Time Salaries
137,363
145,310
176,450
Fringe Benefits
7,811,573
9,400,860
9,124,930
5060 - Tuition Reimbursement
2,300
10,000
10,000
5082 - Reimb Personnel from CFD 85-1
(5,095,240)
(5,323,730)
(5,387,530)
5083 - Reimb Personnel from CFD 88-1
(2,063,680)
(2,217,280)
(2,164,860)
5093 - Other Funds -Salary Reimbursmnt
(27,028)
(27,030)
(26,730)
5100 - Travel and Meetings
15,048
30,490
27,160
5102 - Training
92,554
159,520
155,670
5150 - Office Supplies & Equipment
23,908
33,570
32,550
5151 - Postage
7
300
300
5152 - Computer Software
0
640
640
5155 - Public Relations/Educ Material
34,140
36,750
36,750
5160 - Membership Dues
5,047
8,640
10,530
5161 - Publications & Subscriptions
1,306
5,410
14,050
5165 - Licenses, Permits & Fees
5,561
8,470
9,030
5200 - Operations & Maintenance
247,069
322,460
339,420
5204 - O & M/Facilities
71,005
102,000
98,000
5215 - O & M/Computer Equipment
2,451
0
0
5220 - Cellular Technology
39,411
52,200
53,200
5250 - Vehicle Operations & Maint.
129,356
209,800
209,930
5252 - Emergency Equipment & Veh Rntl
0
1,500
1,500
5255 - Gasoline
34,386
52,930
54,520
5256 - Diesel Fuel
80,189
123,800
132,420
5258 - Propane
10,927
10,000
19,000
5280 - Equip Operations & Maint
18,094
44,500
40,500
5285 - Safety Gear & Equipment
68,119
82,600
117,190
5290 - Specialized Tools & Equipment
38,394
47,000
47,200
5291 - Equipment Supplies & Repairs
24,534
30,350
49,100
5300 - Contract Services
929,337
1,029,090
1,216,610
5304 - Contract Serv/Facilities
164,661
256,500
277,200
5312 - Legal Services
39,605
50,000
50,000
5320 - Hazardous Waste Removal
2,040
2,500
2,500
5321 - Fire Incident Costs
3,708
3,500
3,500
5400 - Telephone Utilities
20,401
26,320
17,910
5401 - Gas Utilities
5,073
11,110
12,080
5402 - Water Utilities
15,213
18,460
19,640
5403 - Electric Utilities
56,938
94,970
95,010
5410 - Property Insurance
87,659
89,850
95,250
5411 - Other Insurance
4,310
4,750
5,500
5416 - General Liability Insurance
224,227
253,600
295,560
5500 - Assessment Administration
42,520
87,300
97,570
5501 - Admin./General Overhead
2,264,880
2,365,500
2,725,110
5510 - Property Tax Admin. Fee
112,233
212,100
123,600
Fiscal Year 2019/2o Adopted Budget Page 186
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
285 -FIRE TECHNOLOGY FEE FUND
Fiscal Year 2019/2o Adopted Budget Page 187
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
5700 - Interest Expense
92,020
77,830
63,200
5701 - Principal Repayments
308,005
322,150
336,790
5703 - Capital Lease Payment
2,915
680
0
5704 - Long Term Debt Repymt Contra
(308,005)
0
0
5720 - Misc Contributions to City
337,790
343,770
356,160
5725 - Other Expenditures
609,166
0
0
5901 - Bad Debt Expense -Other
(51,514)
0
0
9283 - Transfer Out -CFD 88-1
1,058,720
1,205,190
1,966,610
TOTAL FIRE FUND
$
24,377,358
$
27,307,480
$
28,640,860
282 -COMMUNITY FACILITIES DIST 85-1
5081 - Reimb Personnel to Fire Fund
$
5,095,240
$
5,323,730
$
5,387,530
5150 - Office Supplies & Equipment
43
0
0
5160 - Membership Dues
40
0
0
5161 - Publications & Subscriptions
11
0
0
5165 - Licenses, Permits & Fees
3,035
2,960
3,200
5200 - Operations & Maintenance
15,199
10,000
10,000
5250 - Vehicle Operations & Maint.
64,633
0
0
5255 - Gasoline
16,125
0
0
5256 - Diesel Fuel
43,560
0
0
5280 - Equip Operations & Maint
3,297
0
0
5285 - Safety Gear & Equipment
15,624
15,640
0
5290 - Specialized Tools & Equipment
2,971
0
0
5300 - Contract Services
343,523
367,400
375,330
5400 - Telephone Utilities
6,804
11,780
4,270
5401 - Gas Utilities
4,376
5,930
5,930
5402 - Water Utilities
12,000
10,580
13,710
5403 - Electric Utilities
45,825
52,470
56,240
5501 - Admin./General Overhead
251,720
265,380
252,280
5725 - Other Expenditures
3,132
0
0
TOTAL COMMUNITY FACILITIES DIST 85-1
$
5,927,158
$
6,065,870
$
6,108,490
283 -COMMUNITY FACILITIES DIST 88-1
5081 - Reimb Personnel to Fire Fund
$
2,063,680
$
2,217,280
$
2,164,860
5165 - Licenses, Permits & Fees
1,290
1,310
1,410
5200 - Operations & Maintenance
2,323
4,000
4,000
5300 - Contract Services
85,232
86,880
93,420
5400 - Telephone Utilities
3,275
5,440
1,600
5401 - Gas Utilities
1,230
2,070
2,070
5402 - Water Utilities
3,670
5,240
5,240
5403 - Electric Utilities
13,899
15,180
15,180
5501 - Admin./General Overhead
104,410
108,540
107,030
TOTAL COMMUNITY FACILITIES DIST 88-1
$
2,279,009
$
2,445,940
$
2,394,810
285 -FIRE TECHNOLOGY FEE FUND
Fiscal Year 2019/2o Adopted Budget Page 187
City of Rancho Cucamonga
Expenditure Detail
All Funds
Fiscal Year 2019/20 Adopted Budget
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
5501 - Admin./General Overhead 140 90 200
TOTAL FIRE TECHNOLOGY FEE FUND $ 140 $ 90 $ 200
288 -FIRE PROTECTION CAPITAL FUND
5152 - Computer Software
$ 1,580 $
35,500 $
0
5200 - Operations & Maintenance
83,708
110,000
110,000
5207 - O & M/Capital Supplies
175,389
159,000
63,000
5215 - O & M/Computer Equipment
64,498
76,000
78,920
5240 - Operation of Acquired Property
995
1,000
1,000
5250 - Vehicle Operations & Maint.
39,476
50,000
50,000
5280 - Equip Operations & Maint
70,882
3,000
3,000
5285 - Safety Gear & Equipment
15,531
16,000
0
5290 - Specialized Tools & Equipment
4,169
4,200
38,000
5291 - Equipment Supplies & Repairs
17,391
17,000
1,300
5298 - Operating Cntra Acct (FS only)
168,053
0
0
5300 - Contract Services
59,048
115,000
135,000
5312 - Legal Services
87,122
0
0
5501 - Admin./General Overhead
35,830
33,780
49,160
5602 - Capital Outlay -Bldg & Imprvmnt
710,784
411,610
0
5603 - Capital Outlay -Equipment
158,602
510,000
44,500
5604 - Capital Outlay -Vehicles
812,056
950,000
1,826,000
5606 - Capital Outlay-Furn/Fixtures
160,733
0
500,000
5607 - Cap Outlay-Impry Oth Than Bldg
1,000,000
300,000
1,140,000
5650 - Capital Project
15,324,455
11,525,000
450,000
5699 - Capital Proj Contra Acct (FS)
(168,053)
0
0
9714 - Transfer Out - Comptr Eq Rplc
0
0
107,420
TOTAL FIRE PROTECTION CAPITAL FUND
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
$ 18,822,249 $ 14,317,090 $ 4,597,300
$ 51,405,914 $ 50,136,470 $ 41,741,660
$ 216,981,612 $ 229,950,370 $ 268,588,400
Fiscal Year 2019/2o Adopted Budget Page 188
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2019/20 Adopted Budget
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
CITY OF RANCHO CUCAMONGA
GENERAL FUND
DIVISION
001 - NON -DEPARTMENTAL GENERAL
$ 6,183,588 $
5,591,560 $
6,047,620
002 - NON -DEPARTMENTAL PERSONNEL
89,314
142,050
129,310
101 - CITY COUNCIL
116,510
126,720
118,110
102 - CITY MANAGEMENT
873,221
957,580
991,920
103 - CITY CLERK
1,868
1,970
1,960
104 - ANIMAL CARE AND SERVICES
3,113,889
3,350,790
3,416,210
106 - RECORDS MANAGEMENT
464,958
580,390
505,450
107 - HEALTHY RC PROGRAM
502,573
595,640
628,910
108 - COMMUNICATIONS
219,596
272,160
236,420
201 - ADMIN SRVCS-ADMINISTRATION
263,747
292,650
277,430
204 - BUSINESS LICENSING
357,802
361,430
369,680
205 - CITY FACILITIES
902,039
1,070,730
1,062,520
206 - FINANCE
1,392,078
1,471,820
1,507,700
209 - INNOVATION & TECHNOLOGY SRVCS
3,228,670
3,683,660
3,855,130
210 - PERSONNEL
587,198
708,290
735,110
211 - PROCUREMENT
251,478
256,070
274,510
212 - RISK MANAGEMENT
224,250
274,040
282,440
213 - TREASURY MANAGEMENT
10,654
12,390
12,420
217 - CITY TELECOMMUNICATIONS
218,420
157,490
212,560
301 - ECONOMIC AND COMMUNITY DVLPMNT
543,758
792,280
805,350
302 - BUILDING AND SAFETY
1,641,372
1,892,240
1,916,950
303 - ENGINEERING - ADMINISTRATION
314,929
411,620
433,040
305 - ENGINEERING - DEVELOPMENT MGT
796,641
888,810
1,106,870
306 - ENGINEERING - NPDES
329,428
384,650
381,340
307 - ENGINEERING - PROJECT MGT
423,459
488,090
603,800
308 - ENGINEERING - TRAFFIC MGT
145,862
335,930
255,720
311 - FIRE FACILITIES MAINTENANCE
234,702
252,420
356,160
312 - CITY FACILITIES MAINTENANCE
3,359,741
3,871,380
3,997,670
314 - PLANNING
2,117,334
1,632,150
1,793,550
315 - PLANNING COMMISSION
15,698
23,880
17,280
317 - VEHICLE AND EQUIP. MAINT.
799,555
1,071,050
1,127,540
318 - STREET MAINTENANCE
2,517,362
2,802,840
2,889,140
319 - PARK MAINTENANCE
2,667,000
3,261,010
3,291,770
322 - COMMUNITY IMPROVEMENT
595,312
721,650
759,570
401 - COMMUNITY SRVCS-ADMINISTRATION
4,791,973
5,232,070
5,562,050
420 - PARK AND RECREATION COMMISSION
1,485
0
0
701 - POLICE -ADMINISTRATION
37,086,712
39,974,900
42,327,060
TOTAL GENERAL FUND
$ 77,384,176 $
83,944,400 $
88,290,270
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$ 131,771 $
122,670 $
162,480
006 - CVWD REIMBURSEMENTS
194,714
275,240
614,110
016 - COMM DEV TECHNICAL SRVCS FUND
58,705
461,900
561,100
017 - LAW ENFORCEMENT RESERVE
321,109
3,939,580
649,720
018 - TRAFFIC SAFETY
354,446
396,740
409,260
019 - INFO TECHNOLOGY -DEVELOPMENT
124,760
105,450
0
Fiscal Year 2019/2o Adopted Budget
Page 189
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page Igo
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
020 - CITY TECHNOLOGY FEE FUND
183,120
183,080
97,560
022 - MOBILE HOME PARK PROGRAM
7,010
34,540
36,510
023 - S13 1186 CERT ACCESS SPEC PROG
125
5,910
5,730
025 - CAPITAL RESERVE
4,665,481
4,602,660
6,235,270
073 - BENEFITS CONTINGENCY
1,172,873
906,570
906,760
TOTAL OTHER GENERAL FUNDS
$ 7,214,114 $
11,034,340 $
9,678,500
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 888,247 $
926,100 $
1,071,230
101 - AD 93-1 MASI COMMERCE CENTER
0
220
210
105 - AB2766 AIR QUALITY IMPROVEMENT
35,987
653,000
990,990
110 - BEAUTIFICATION
10,276
537,270
410,440
111 - PARK LAND ACQUISITION
0
290
30,710
112 - DRAINAGE FAC/GENERAL
341,565
204,510
147,670
113 - COMMUNITY/REC CENTER DEVELPMNT
0
110
10,140
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
400
25,390
370
115 - HENDERSON/WARDMAN DRAINAGE
0
250
260
116 - ETIWANDA DRAINAGE
102,653
284,940
139,600
118 - UPPER ETIWANDA DRAINAGE
380
25,380
390
119 - PARK IMPROVEMENT
0
0
14,660
120 - PARK DEVELOPMENT
4,374,328
710,810
768,720
122 - SOUTH ETIWANDA DRAINAGE
180
160
240
123 - LIBRARY IMPACT FEE
0
0
3,330
124 - TRANSPORTATION
6,496,493
5,791,740
8,396,830
125 - ANIMAL CENTER IMPACT FEE
0
0
720
126 - LOWER ETIWANDA DRAINAGE
390
25,390
400
127 - POLICE IMPACT FEE
0
0
960
128 - ETIWANDA NO. EQUESTRIAN FACIL.
190
170
180
129 - UNDERGROUND UTILITIES
226,057
78,180
80,210
130 - LMD #1 GENERAL CITY
1,188,013
1,477,580
1,848,730
131 - LMD #2 VICTORIA
3,540,000
3,902,290
4,849,910
132 - LMD #3A HYSSOP
7,264
10,050
11,000
133 - LMD #313 MEDIANS
779,803
1,081,510
1,399,800
134 - LMD #4R TERRA VISTA
2,004,469
2,785,870
3,416,550
135 - LMD #5 ANDOVER
7,336
9,080
9,670
136 - LMD #6R CARYN COMMUNITY
420,382
588,180
629,190
137 - LMD #7 NORTH ETIWANDA
906,882
1,217,910
1,252,200
138 - LMD #8 SOUTH ETIWANDA
35,222
37,450
39,960
139 - LMD #9 LOWER ETIWANDA
558,594
1,149,330
1,204,850
140 - LMD #10 RANCHO ETIWANDA
536,844
696,830
740,340
141 - LMD 1 CAPITAL REPLACEMENT FUND
6,083
40,440
40,620
150 - GENERAL CITY STREET LIGHTS
28,367
150,020
351,620
151 - SLD 91 ARTERIAL
4,975,598
845,780
1,005,760
152 - SLD #2 RESIDENTIAL
4,721,348
564,480
661,180
153 - SLD #3 VICTORIA
1,875,437
288,320
328,780
154 - SLD #4 TERRA VISTA
938,884
277,590
178,260
155 - SLD #5 CARYN COMMUNITY
425,418
69,800
77,210
156 - SLD #6 INDUSTRIAL AREA
707,656
123,330
137,630
157 - SLD #7 NORTH ETIWANDA
1,324,938
192,880
216,730
158 - SLD #8 SOUTH ETIWANDA
383,176
89,830
98,120
174 - GAS TAX R&T7360
3,210,909
2,835,720
3,156,470
Fiscal Year 2019/2o Adopted Budget Page Igo
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 191
2018/19
2019/20
2017/18
Adopted
Adopted
Actual
Budget
Budget
176 - MEASURE 11990-2010
28,323
150,120
200,210
177 - MEASURE 12010-2040
4,006,189
3,045,510
3,784,510
179 - ROAD MAINT & REHAB ACCT
0
2,366,000
1,866,000
181 - SB 1 - TCEP
0
7,850,000
52,150,000
182 - AB 2928 TRAFFIC CONGEST RELIEF
80
70
80
188 - INTEGRATED WASTE MANAGEMENT
1,533,715
1,493,370
1,521,010
190 - PROP 42 -TRAFFIC CONGESTION MIT
206,301
50
0
194 - PROPOSITION 1B STATE FUNDING
70
60
70
195 - STATE ASSET SEIZURE
53,992
6,930
40,180
196 - CA ASSET SEIZURE 15%
60
30
6,010
198 - CITYWIDE INFRASTRUCTURE IMPRV
5,277,747
3,713,290
349,030
204 - COMMUNITY DEVELOPMENT BLK GRNT
906,633
1,671,740
1,290,010
209 - FEDERAL SAFETEA-LU
1,652,939
600,150
310
211 - PROP 113 - SLPP
0
19,920
0
214 - PEDESTRIAN GRANT/ART 3
46,596
43,000
451,000
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
0
9,730
9,730
225 - CA RECYC/LITTER REDUCTION GRNT
56,236
70,840
59,390
227 - USED OIL RECYCLING PROGRAM
38,808
43,210
49,800
234 - SAFE ROUTES TO SCHOOL PROGRAM
25,838
145,610
118,900
250 - RECREATION SERVICES
3,163,265
3,631,500
3,245,220
255 - VG CULTURAL CENTER
1,434,408
1,492,080
1,525,940
272 - FREEDOM COURTYARD RSRC GRANTS
0
0
2,150
290 - LIBRARY FUND
4,606,577
5,126,230
5,771,450
291 - CA STATE LIBRARY
16,757
20,400
21,130
292 - STAFF INNOVATION FD (CA ST LB)
1,890
3,280
5,830
299 - LIBRARY DEVELOPMENT FUND
53,041
720
0
301 - THE BIG READ LIBRARY GRANT
0
50
50
329 - LIBRARY CAPITAL FUND
123,261
3,290
578,120
354 - COP'S PROGRAM GRANT -STATE
289,331
320,420
352,130
361 - JUSTICE ASSISTANCE GRANT(JAG)
47,823
5,890
0
381 - HOMELAND SECURITY GRANT -POLICE
11,151
15,530
68,480
383 - EMERGENCY MGMT PERFORMNCE GRNT
27,028
27,030
26,730
396 - HOUSING SUCCESSOR AGENCY
254,100
4,480,850
662,210
838 - AD 91-2 REDEMPTION -DAY CANYON
25,610
25,430
25,110
847 - PD 85 CAPITAL REPLACEMENT FUND
8,268
41,340
165,670
848 - PD 85 REDEMPTION FUND
1,174,033
1,399,920
1,520,070
868 - CFD 2000-03 PARK MAINTENANCE
475,268
523,790
665,670
TOTAL SPECIAL REVENUE
$
66,605,107
$
66,045,560
$
110,255,040
CAPITAL PROJECTS
602 - AD 84-1 DAY CREEK/MELLO
$
310
$
280
$
300
612 - CFD 2001-01
140
120
910
TOTAL CAPITAL PROJECTS
$
450
$
400
$
1,210
ENTERPRISE FUNDS
700 - SPORTS COMPLEX
$
2,851,970
$
2,667,950
$
2,805,300
702 - REGIS CONNECT
104,968
73,350
26,410
705 - MUNICIPAL UTILITY
8,940,760
11,026,160
11,115,610
706 - UTILITY PUBLIC BENEFIT FUND
305,923
785,300
693,250
708 - RCMU CAPITAL REPLACEMENT FUND
1,200
1,130
1,410
711 - FIBER OPTIC NETWORK
144,924
2,440,150
1,788,630
Fiscal Year 2019/2o Adopted Budget Page 191
City of Rancho Cucamonga
Expenditures by Fund
Fiscal Year 2019/20 Adopted Budget
TOTAL ENTERPRISE FUNDS
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
2018/19 2019/20
2017/18 Adopted Adopted
Actual Budget Budget
$ 12,349,745 $ 16,994,040 $ 16,430,610
$ 1,069,245 $ 772,030 $ 922,830
952,866 1,023,130 1,268,280
Q �n,),) iii e 1 enc 14n c 1) 1 n tin
$ 0 $ 0 $ 0
m . iv ff" nnn a Inn nen nnn m nnc - wren
$ 24,377,356 $ 27,307,480 $ 28,640,860
5,927,160 6,065,870 6,108,490
2,279,009 2,445,940 2,394,810
140 90 200
18,822,249 14,317,090 4,597,300
Q C nnc al c cn i'24 nen Q A gni Kfn
am ci nnc Al a am cn »c AIA m Al ^gni ccn
m n,, not i,, m nnn -inn m nco coo nnn
Fiscal Year 2019/2o Adopted Budget Page 192
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 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
Admin istration/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
Fiscal Year 2019/2o Adopted Budget
2017/18
2018/19
2019/20
5.0
5.0
5.0
1.0
1.0
1.0
1.0
1.0
1.0
18.0
19.0
19.0
25.0
26.0
26.0
115.0
115.0
115.0
22.0
22.0
22.0
137.0
137.0
137.0
6.0
5.0
5.0
46.5
46.5
45.5
27.5
28.5
27.5
80.0
80.0
78.0
5.0
5.0
5.0
21.0
21.0
23.0
9.0
9.0
9.0
23.0
23.0
23.0
58.0
58.0
60.0
3.0
3.0
3.0
16.0
16.0
16.0
37.0
37.0
39.0
14.0
14.0
13.0
128.0
129.0
130.0
198.0
199.0
201.0
498.0
500.0
502.0
Page 193
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
GOVERNANCE
Elected Officials
Mayor
Councilmember
City Clerk
City Treasurer
ADOPTED
2017/18 2018/19 2019/20
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
1.0
1.0
Administrative Secretary
1.0
0.0
0.0
City Manager
1.0
1.0
1.0
Communications Manager
1.0
0.0
0.0
Communications and Marketing Officer**
0.0
1.0
0.0
Community Affairs Officer*
0.0
0.0
1.0
Community Improvement Manager
1.0
1.0
1.0
Community Improvement Officer I
2.0
1.0
1.0
Community Improvement Officer II
2.0
2.0
2.0
Community Programs Coordinator
1.0
2.0
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 I
2.0
1.0
1.0
Management Analyst II
0.0
1.0
1.0
Management Analyst III
1.0
1.0
1.0
Office Specialist I
1.0
0.0
0.0
Principal Management Analyst
1.0
1.0
1.0
Senior Community Improvement Officer
0.0
1.0
1.0
Senior Executive Assistant
0.0
1.0
1.0
Total City Management
18.0
19.0
19.0
TOTAL GOVERNANCE
25.0
26.0
26.0
PUBLIC SAFETY
Fire District
Captain Specialist
3.0
3.0
3.0
Community Affairs Senior Coordinator*
0.0
0.0
1.0
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
Fiscal Year 2019/2o Adopted Budget Page 194
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
Fiscal Year 2019/20 Adopted Budget Page 195
ADOPTED
DEPARTMENT AND POSITION TITLE
2017/18
2018/19
2019/20
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
1.0
1.0
1.0
Fire Equipment Mechanic
2.0
2.0
2.0
Fire Equipment Lead Mechanic
1.0
1.0
1.0
Fire Marshall
1.0
1.0
1.0
Fire Prevention Specialist I
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
0.0
Management Analyst I**
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 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
115.0
115.0
115.0
Animal Care and Services
Administrative Assistant
0.0
3.0
3.0
Animal Behavior Specialist*
0.0
0.0
2.0
Animal Care Supervisor (1)
1.0
2.0
2.0
Animal Caretaker
2.0
1.0
1.0
Animal Center Manager
1.0
1.0
1.0
Animal Handler**
3.0
3.0
0.0
Animal Rescue Specialist*
0.0
0.0
1.0
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 II
3.0
0.0
0.0
Senior Animal Services Officer
1.0
1.0
1.0
Senior Veterinary Technician
0.0
1.0
1.0
Veterinarian
1.0
1.0
1.0
Veterinary Assistant
1.0
1.0
1.0
Veterinary Technician
3.0
2.0
2.0
Total Animal Care and Services
22.0
22.0
22.0
TOTAL PUBLIC SAFETY
137.0
137.0
137.0
Fiscal Year 2019/20 Adopted Budget Page 195
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
CIVIC AND CULTURAL SERVICES
Records Management
Administrative Assistant**
Assistant City Clerk**
City Clerk Records Management Analyst
City Clerk Services Director
Deputy Director of City Clerk Services*
Executive Assistant I*
Office Specialist II
Total Records Management
Community Services
Administrative Assistant**
Artistic Producer -Main Street Theatre*
Box Office Coordinator*
Community Affairs Coordinator*
Community Affairs Senior Coordinator*
Community Affairs Technician*
Community Services Coordinator**
Community Services Director
Community Services Manager
Community Services Marketing Coordinator**
Community Services Superintendent
Community Services Supervisor**
Community Services Technician*
Community Theater Producer*
Cultural Arts Manager
Cultural Center Manager
Deputy Community Services Director*
Event & Rental Services Coordinator*
Executive Assistant II (2)
Front of House Coordinator*
Fund Development Coordinator**
Management Aide**
Management Analyst I
Management Analyst II*
Office Specialist II
Patron and Events Supervisor*
Senior Administrative Secretary
Theater Productions Supervisor*
Theatre Technician III
ADOPTED
2017/18 2018/19 2019/20
0.0
2.0
1.0
1.0
1.0
0.0
1.0
1.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
0.0
0.0
1.0
3.0
0.0
0.0
6.0 5.0 5.0
0.0
6.0
3.0
0.0
0.0
1.0
0.0
0.0
1.0
0.0
0.0
1.0
0.0
0.0
1.0
0.0
0.0
1.0
18.0
18.0
12.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.0
2.0
2.0
2.0
6.0
6.0
4.0
0.0
0.0
1.0
0.0
0.0
1.0
1.0
0.0
0.0
0.0
1.0
1.0
0.0
0.0
1.0
0.0
0.0
1.0
0.0
1.0
1.0
0.0
0.0
1.0
0.5
0.5
0.0
2.0
2.0
1.0
1.0
1.0
1.0
2.0
2.0
2.5
6.0
0.0
0.0
0.0
0.0
1.0
1.0
0.0
0.0
0.0
0.0
1.0
4.0
4.0
4.0
Fiscal Year 2019/2o Adopted Budget Page 196
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
Fiscal Year 2019/2o Adopted Budget Page 197
ADOPTED
DEPARTMENT AND POSITION TITLE
2017/18
2018/19
2019/20
Total Community Services
46.5
46.5
45.5
Library Services
Assistant Library Director**
1.0
1.0
0.0
Deputy Director of Library Services*
0.0
0.0
1.0
Executive Assistant I1
0.0
1.0
1.0
Fund Development Coordinator**
0.5
0.5
0.0
Librarian I **(3)
8.0
10.0
7.0
Librarian II*
2.0
1.0
3.0
Library Assistant lI
2.0
2.0
2.0
Library Clerk
2.0
3.0
3.0
Library Director
1.0
1.0
1.0
Library Page
1.0
0.0
0.0
Library Services Manager
1.0
1.0
1.0
Library Technician
5.0
5.0
5.0
Management Analyst ll*
0.0
0.0
0.5
Senior Administrative Secretary
1.0
0.0
0.0
Senior Librarian
3.0
3.0
3.0
Total Library Services
27.5
28.5
27.5
TOTAL CIVIC AND CULTURAL SERVICES
80.0
80.0
78.0
ADMINISTRATIVE SERVICES
Administration/Purchasing
Administrative Secretary
1.0
0.0
0.0
DCM/Administrative Services
1.0
1.0
1.0
Executive Assistant
0.0
1.0
1.0
Procurement Manager
1.0
1.0
1.0
Procurement Technician
2.0
2.0
2.0
Total Admin/Purchasing
5.0
5.0
5.0
Finance
Account Clerk
5.0
5.0
5.0
Account Technician*
1.0
1.0
3.0
Accounts Payable Supervisor
1.0
1.0
1.0
Budget Analyst
1.0
1.0
1.0
Business License Clerk
2.0
2.0
2.0
Business License Program Supervisor
1.0
1.0
1.0
Business License Technician
1.0
1.0
1.0
Finance Director
1.0
1.0
1.0
Finance Manager
1.0
1.0
1.0
Management Aide*
0.0
0.0
1.0
Fiscal Year 2019/2o Adopted Budget Page 197
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
ADOPTED
2017/18 2018/19 2019/20
Management Analyst III**
2.0
2.0
0.0
Payroll Supervisor
1.0
1.0
1.0
Principal Accountant
1.0
1.0
1.0
Revenue Manager*
0.0
0.0
1.0
Senior Accountant
2.0
2.0
2.0
Special Districts Analyst*
0.0
0.0
1.0
Special Districts Technician**
1.0
1.0
0.0
Total Finance
21.0
21.0
23.0
Human Resources
Administrative Assistant
0.0
1.0
1.0
Deputy Human Resources Director*
0.0
0.0
1.0
Human Resources Director
1.0
1.0
1.0
Human Resources Manager**
1.0
1.0
0.0
Human Resources Technician
3.0
3.0
3.0
Management Analyst I
1.0
1.0
1.0
Office Specialist I
1.0
0.0
0.0
Risk Management Analyst
1.0
1.0
1.0
Senior Risk Management Analyst (4)
1.0
1.0
1.0
Total Human Resources
9.0
9.0
9.0
Innovation and Technology
Administrative Assistant
0.0
2.0
2.0
Deputy Director of Innovation and Technology
1.0
1.0
1.0
GIS Analyst
2.0
2.0
2.0
GIS Specialist*(5)
0.0
0.0
4.0
GIS Supervisor
1.0
1.0
1.0
Information Technology Analyst I (6)
3.0
3.0
3.0
Information Technology Analyst II (7)
3.0
3.0
3.0
Information Technology Specialist II
2.0
2.0
2.0
Information Technology Technician
1.0
1.0
1.0
Innovation and Technology Director
1.0
1.0
1.0
Office Specialist I
1.0
0.0
0.0
Office Specialist II
1.0
0.0
0.0
Senior GIS Analyst
1.0
1.0
1.0
Senior GIS Technician**
4.0
4.0
0.0
Senior Information Technology Analyst
2.0
2.0
2.0
Total Innovation and Technology
23.0
23.0
23.0
TOTAL ADMINISTRATIVE SERVICES
58.0
58.0
60.0
Fiscal Year 2019/2o Adopted Budget Page 198
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
ADOPTED
2017/18 2018/19 2019/20
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
DCM/Economic & Community Development
1.0
1.0
1.0
Management Aide
1.0
1.0
1.0
Management Analyst II
1.0
1.0
1.0
Total Administration
3.0
3.0
3.0
Building and Safety Services
Administrative Assistant
0.0
2.0
2.0
Building and Safety Services Director
1.0
0.0
0.0
Building Inspection Supervisor
1.0
1.0
1.0
Building Inspector**
5.0
5.0
4.0
Building Safety Manager
0.0
1.0
1.0
Executive Assistant
0.0
1.0
1.0
Office Specialist II
2.0
0.0
0.0
Plans Examiner 1
1.0
1.0
1.0
Plans Examiner II
1.0
1.0
1.0
Public Service Technician I
1.0
1.0
1.0
Public Service Technician II
1.0
1.0
1.0
Public Service Technician III
1.0
1.0
1.0
Secretary
1.0
0.0
0.0
Senior Building Inspector*
0.0
0.0
1.0
Senior Plans Examiner
1.0
1.0
1.0
Total Building and Safety Services
16.0
16.0
16.0
Engineering Services
Administrative Assistant
0.0
2.0
2.0
Administrative Secretary
1.0
0.0
0.0
Assistant City Engineer**
1.0
1.0
0.0
Assistant Engineer
5.0
5.0
5.0
Associate Engineer (8)
6.0
6.0
6.0
Deputy Director of Engineering/Assistant City Engineer*
0.0
0.0
1.0
Deputy Director of Engineering/Utilities & Environmental Services*
0.0
0.0
1.0
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
1.0
1.0
Management Aide*
1.0
1.0
2.0
Management Analyst I
2.0
2.0
2.0
Office Specialist II
2.0
0.0
0.0
Fiscal Year 2019/2o Adopted Budget Page 199
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
ADOPTED
2017/18 2018/19 2019/20
Principal Engineer (9)
1.0
1.0
1.0
Public Services Technician III
2.0
2.0
2.0
Public Works Inspector 1**
2.0
2.0
1.0
Public Works Inspector 11*
1.0
1.0
2.0
Senior Civil Engineer
1.0
1.0
1.0
Supervising Public Works Inspector
1.0
1.0
1.0
Traffic Engineer (9)
1.0
1.0
1.0
Utilities Division Manager**
1.0
1.0
0.0
Utilities Operations Supervisor*
0.0
0.0
1.0
Total Engineering Services
37.0
37.0
39.0
Planning
Administrative Assistant**
0.0
2.0
1.0
Assistant Planner**
4.0
4.0
2.0
Associate Planner**
3.0
3.0
2.0
Executive Assistant II
0.0
1.0
1.0
Management Analyst II*
0.0
0.0
1.0
Office Specialist I
1.0
0.0
0.0
Office Specialist II
1.0
0.0
0.0
Planning Commission Secretary
1.0
0.0
0.0
Planning Director*
0.0
0.0
1.0
Planning Manager**
1.0
1.0
0.0
Planning Technician*
1.0
1.0
2.0
Principal Planner*
0.0
0.0
1.0
Senior Planner
2.0
2.0
2.0
Total Planning
14.0
14.0
13.0
Public Works Services
Administrative Assistant
0.0
1.0
1.0
Assistant Engineer
1.0
1.0
1.0
Deputy Director of Public Works
0.0
1.0
1.0
Electrician
2.0
2.0
2.0
Equipment Operator
5.0
5.0
5.0
Executive Assistant
0.0
1.0
1.0
Facilities Superintendent
1.0
1.0
1.0
Fleet Supervisor
1.0
1.0
1.0
Inventory Specialist Equipment/Materials
1.0
1.0
1.0
Lead Maintenance Worker*
15.0
15.0
16.0
Lead Mechanic
1.0
1.0
1.0
Maintenance Coordinator
9.0
9.0
9.0
Maintenance Supervisor
10.0
10.0
10.0
Maintenance Worker
57.0
57.0
57.0
Fiscal Year 2019/2o Adopted Budget Page 200
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
DEPARTMENT AND POSITION TITLE
ADOPTED
2017/18 2018/19 2019/20
Management Analyst I
2.0
2.0
2.0
Management Analyst III
1.0
1.0
1.0
Mechanic
2.0
2.0
2.0
Office Specialist II
1.0
0.0
0.0
Parks/Landscape Maintenance Superintendent
1.0
1.0
1.0
Public Works Safety Coordinator
1.0
1.0
1.0
Public Works Services Director
1.0
1.0
1.0
Secretary
1.0
0.0
0.0
Senior Maintenance Worker (10)
11.0
11.0
11.0
Signal & Lighting Coordinator
1.0
1.0
1.0
Signal & Lighting Technician
2.0
2.0
2.0
Streets/Storm Drain Maintenance Superintendent
1.0
1.0
1.0
Total Public Works Services
128.0
129.0
130.0
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
TOTAL FULL TIME POSITIONS
Changes in staffing levels for Fiscal Year 2019/20 Adopted Budget
*Position(s) funded for FY 2019/20
**Position(s) defunded in FY 2019/20
(1) One position underfilled by Animal Caretaker
(2) Position underfilled by Executive Assistant I
(3) One position underfilled by Library Technician
(4) Position underfilled by Risk Management Coordinator
(5) One position underfilled by Information Technology Technician
(6) One position underfilled by Information Technology Specialist II
(7) One position underfilled by Information Technology Analyst I
(8) Position underfilled by Assistant Engineer
(9) Position underfilled by Senior Civil Engineer
(10) Two positions overfilled by Senior Maintenance Worker
198.0 1 199.0 201.0
498.0 500.0 502.0
Fiscal Year 2019/2o Adopted Budget Page 201
CITY OF RANCHO CUCAMONGA, CALIFORNIA
FISCAL YEAR 2019/20 ADOPTED BUDGET
FUNDED POSITIONS BY DEPARTMENT - DETAIL
ADOPTED
2017/18 2018/19
2019/20
DEPARTMENT AND POSITION TITLE
PART TIME EMPLOYEES FTEs (FULL TIME EQUIVALENTSI
GOVERNANCE
City Management
1.4
0.4
0.8
TOTAL CITY MANAGEMENT
1.4
0.4
0.8
PUBLIC SAFETY
Fire District
3.5
3.5
3.5
Animal Care and Services
12.8
12.8
15.9
TOTAL PUBLIC SAFETY
16.3
16.3
19.4
CIVIC AND CULTURAL SERVICES
Records Management
0.0
0.5
0.5
Community Services
102.1
102.9
93.6
Library Services
27.6
27.6
28.1
TOTAL CIVIC AND CULTURAL SERVICES
129.7
131.0
122.2
ADMINISTRATIVE SERVICES
Purchasing
1.0
1.0
1.4
Human Resources
0.5
0.5
0.5
Finance
2.3
2.3
1.2
TOTAL ADMINISTRATIVE SERVICES
3.8
3.8
3.1
ECONOMIC AND COMMUNITY DEVELOPMENT
Administration
0.0
0.0
0.0
Building and Safety Services
0.5
0.5
0.5
Engineering Services
1.9
1.9
1.2
Planning
0.8
0.8
0.8
Public Works Services
34.1
34.1
34.1
TOTAL ECONOMIC AND COMMUNITY DEVELOPMENT
37.3
37.3
36.6
TOTAL PART TIME POSITIONS
188.5
188.8
182.1
Fiscal Year 2019/2o Adopted Budget Page 202
RANCHO
CUCAMONGA
CALIFORNIA
SUMMARIES OF
FINANCIAL DATA
Fund Balance
40
Summaries
Fiscal Year 2019/2o Adopted Budget Page 203
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2019/2o Adopted Budget Page 204
City of Rancho Cucamonga, California
Fiscal Year 2019/20 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 $18,006,176
Working Capital $ 4,414,514
Funds 281-283 — Fire District Operating Funds:
Working Capital $16,889,406
Changes in Economic Circumstances $ 9,128,022
Employee Leave Payouts $ 3,691,488
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 2019/2o Adopted Budget Page 205
CITY OF RANCHO CUCAMONGA
Spendable Fund Balances
Fiscal Year 2019/20 Adopted Budget
Estimated Estimated
Spendable Budget Spendable
Fund Balance Operating Operating Fund Balance
July 1, 2019 Revenues Transfers In Transfers Out Expenditures June 30, 2020
CITY OF RANCHO CUCAMONGA
GENERAL FUND
100 - ASSESSMENT DISTRICTS ADMIN
$ 538,706 $
001 -GENERAL FUND
$
33,955,332
$
86,499,400
$ 1,790,870 $ 4,645,390
$ 83,644,880
$ 33,955,332
TOTAL GENERAL FUND
$
33,955,332
$
86,499,400
$ 1,790,870 $ 4,645,390
$ 83,644,880
$ 33,955,332
OTHER GENERAL FUNDS
865,502
16,560
- 410,440
471,622
111 - PARK LAND ACQUISITION
2,928,351
003 - REIMB ST/COUNTY PARKING CIT
$
4,179
$
162,480
$ - $ -
$ 162,480
$ 4,179
006 - CVWD REIMBURSEMENTS
3,542,900
1,052,479
1,075,574
463,500
- 364,720
249,390
901,869
008 - CNTY OF S. B. REIMBURSEMENTS
260,355
33,735
-
-
-
33,735
016 - COMM DEV TECHNICAL SRVCS FUND
-
2,695,891
982,209
101,420
-
561,100
2,236,211
017 - LAW ENFORCEMENT RESERVE
1,938,806
8,383,151
587,758
150,930
- -
649,720
7,884,361
018 - TRAFFIC SAFETY
1,577,079
289
188,580
220,160 -
409,260
(231)
020 - CITY TECHNOLOGY FEE FUND
1,482,368
7,663,595
311,880
- -
97,560
1,696,688
022 - MOBILE HOME PARK PROGRAM
1,091,098
171,907
677,524
21,960
-
36,510
157,357
023 - SB 1186 CERT ACCESS SPEC PROG
31,018,350
93,886
-
19,940
- -
5,730
108,096
025 - CAPITAL RESERVE
-
49,718,281
155,298
1,023,970
1,175,000 1,390,020
4,845,250
45,681,981
073 - BENEFITS CONTINGENCY
635,490
3,447,140
508,935
60,210
- -
906,760
2,600,590
TOTAL OTHER GENERAL FUNDS
$
67,083,306
$
2,504,870
$ 1,395,160 $ 1,754,740
$ 7,923,760
$ 61,304,836
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 538,706 $
1,019,250 $
$
$ 1,071,230
$ 486,726
101 - AD 93-1 MASI COMMERCE CENTER
308,893
210
-
- 210
308,893
105 - AB2766 AIR QUALITY IMPROVEMENT
681,799
558,210
- 990,990
249,019
110 - BEAUTIFICATION
865,502
16,560
- 410,440
471,622
111 - PARK LAND ACQUISITION
2,928,351
285,980
30,710
3,183,621
112 - DRAINAGE FAC/GENERAL
3,531,080
159,490
147,670
3,542,900
113 - COMMUNITY/REC CENTER DEVELPMNT
1,075,574
326,170
10,140
1,391,604
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
260,355
7,950
370
267,935
115 - HENDERSON/WARDMAN DRAINAGE
982,469
-
-
260
982,209
116 - ETIWANDA DRAINAGE
2,041,156
37,250
- 139,600
1,938,806
118 - UPPER ETIWANDA DRAINAGE
587,758
10,700
-
390
598,068
119 - PARK IMPROVEMENT
1,577,079
220,200
14,660
1,782,619
120 - PARK DEVELOPMENT
8,286,535
145,780
768,720
7,663,595
122 - SOUTH ETIWANDA DRAINAGE
1,075,178
16,160
240
1,091,098
123 - LIBRARY IMPACT FEE
677,524
117,800
-
3,330
791,994
124 - TRANSPORTATION
31,018,350
3,742,590
-
8,396,830
26,364,110
125 - ANIMAL CENTER IMPACT FEE
130,698
25,320
-
720
155,298
126 - LOWER ETIWANDA DRAINAGE
624,520
11,370
400
635,490
127 - POLICE IMPACT FEE
508,935
110,570
- 960
618,545
128 - ETIWANDA NO. EQUESTRIAN FACIL.
697,111
12,690
- 180
709,621
129 - UNDERGROUND UTILITIES
10,855,222
288,180
-
- 80,210
11,063,192
130 - LMD #I GENERAL CITY
1,538,635
1,320,940
135,830
90,000 1,758,730
1,146,675
131 - LMD #2 VICTORIA
4,142,796
3,612,270
324,860
- 4,849,910
3,230,016
132 - LMD #3A HYSSOP
35,025
4,280
-
11,000
28,305
133 - LMD #313 MEDIANS
2,354,588
1,093,480
1,399,800
2,048,268
134 - LMD #4R TERRA VISTA
6,525,634
2,888,970
3,416,550
5,998,054
135 - LMD #5 ANDOVER
31,718
3,020
-
9,670
25,068
136 - LMD #6R CARYN COMMUNITY
671,961
533,200
41,090
629,190
617,061
137 - LMD #7 NORTH ETIWANDA
1,381,246
999,930
-
1,252,200
1,128,976
138 - LMD #8 SOUTH ETIWANDA
79,903
35,520
-
39,960
75,463
139 - LMD #9 LOWER ETIWANDA
1,296,054
689,550
-
1,204,850
780,754
140 - LMD #10 RANCHO ETIWANDA
1,322,089
624,590
-
- 740,340
1,206,339
141 - LMD 1 CAPITAL REPLACEMENT FUND
257,332
3,890
90,000
40,620
310,602
150 - GENERAL CITY STREET LIGHTS
-
30
351,590
- 351,620
-
Fiscal Year 2019/2o Adopted Budget Page 2o6
CITY OF RANCHO CUCAMONGA
Spendable Fund Balances
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 20'7
Estimated
Estimated
Spendable
Budget
Spendable
Fund Balance
Operating Operating
Fund Balance
July I, 2019
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2020
151 - SLD #1 ARTERIAL
797,200
830,580
- 112,200
893,560
622,020
152 - SLD #2 RESIDENTIAL
966,900
376,450
284,250 109,840
551,340
966,420
153 - SLD #3 VICTORIA
1,491,300
385,090
- 43,550
285,230
1,547,610
154 - SLD #4 TERRA VISTA
664,500
184,270
- 20,220
158,040
670,510
155 - SLD #5 CARYN COMMUNITY
(89,700)
44,220
- 9,600
67,610
(122,690)
156 - SLD #6 INDUSTRIAL AREA
478,400
141,430
- 15,030
122,600
482,200
157 - SLD #7 NORTH ETIWANDA
151,800
132,670
83,920 30,430
186,300
151,660
158 - SLD #8 SOUTH ETIWANDA
2,071,100
109,060
- 10,720
87,400
2,082,040
174 - GAS TAX R&T7360
8,095,602
4,753,310
150,000 -
3,156,470
9,842,442
176 - MEASURE 11990-2010
262,455
5,650
- -
200,210
67,895
177 - MEASURE 12010-2040
4,164,655
3,061,140
- -
3,784,510
3,441,285
178 - SB 140
36,690
-
- -
-
36,690
179 - ROAD MAINT & REHAB ACCT
2,614,585
2,918,340
- -
1,866,000
3,666,925
181 - SB 1 - TCEP
(1,370,401)
52,150,000
-
52,150,000
(1,370,401)
182 - AB 2928 TRAFFIC CONGEST RELIEF
294,106
-
-
80
294,026
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
-
- -
-
(1,433)
188 - INTEGRATED WASTE MANAGEMENT
3,545,806
1,535,580
218,390
1,302,620
3,560,376
194 - PROPOSITION 1B STATE FUNDING
249,389
4,540
- -
70
253,859
195 - STATE ASSET SEIZURE
65,952
1,320
- -
40,180
27,092
196 - CA ASSET SEIZURE 15%
6,069
60
- -
6,010
119
198 - CITYWIDE INFRASTRUCTURE IMPRV
24,259,380
1,693,550
- -
349,030
25,603,900
204 - COMMUNITY DEVELOPMENT BLK GRNT
(106,754)
1,440,010
- -
1,290,010
43,246
209 - FEDERAL SAFETEA-LU
11,508
-
- -
310
11,198
211 - PROP 1B - SLPP
3,126
-
- -
-
3,126
214 - PEDESTRIAN GRANT/ART 3
(185)
451,000
- -
451,000.
(185)
215 - ENRGY EFFICNCY/CONSRVATN GRNT
(96)
-
-
-
(96)
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
10,777
19,600
- -
9,730
20,647
225 - CA RECYC/LITTER REDUCTION GRNT
52,974
59,390
- -
59,390
52,974
226 - USED OIL RECYCLING GRANT
365
-
- -
-
365
227 - USED OIL RECYCLING PROGRAM
43,032
49,430
- -
49,800
42,662
234 - SAFE ROUTES TO SCHOOL PROGRAM
(11,914)
118,900
- -
118,900
(11,914)
250 - RECREATION SERVICES
1,889,958
2,965,860
- -
3,245,220
1,610,598
255 - VG CULTURAL CENTER
763,252
1,615,300
- -
1,525,940
852,612
258 - SENIOR OUTREACH GRANT
(5,267)
-
- -
-
(5,267)
272 - FREEDOM COURTYARD RSRC GRANTS
2,148
40
- -
2,150
38
290 - LIBRARY FUND
6,636,039
6,068,790
- 500,000
5,271,450
6,933,379
291 - CA STATE LIBRARY
108,470
21,130
- -
21,130
108,470
292 - STAFF INNOVATION FD (CA ST LB)
254,797
7,530
- -
5,830
256,497
301 - THE BIG READ LIBRARY GRANT
34,701
-
50
34,651
302 - LIBRARY SERVICES & TECH. ACT
37,060
-
37,060
310 - PUBLIC LIBRARY BOND ACT -2000
32,662
-
-
-
32,662
329 - LIBRARY CAPITAL FUND
814,929
14,180
500,000
578,120
750,989
354 - COP'S PROGRAM GRANT -STATE
652,121
271,820
-
352,130
571,811
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
-
-
33
370 - OTS-DRINK,DRIVE,LOSE" GRANT"
15,351
-
15,351
373 - COPS SECURE OUR SCHOOLS GRANT
12,042
- -
-
12,042
380 - HOMELAND SECURITY GRANT -FIRE
29,665
-
- -
-
29,665
381 - HOMELAND SECURITY GRANT -POLICE
(1,864)
68,290
- -
68,480
(2,054)
383 - EMERGENCY MGMT PERFORMNCE GRNT
(28)
26,730
- -
26,730
(28)
396 - HOUSING SUCCESSOR AGENCY
12,861,617
166,560
- -
662,210
12,365,967
838 - AD 91-2 REDEMPTION -DAY CANYON
57,143
34,640
- -
25,110
66,673
847 - PD 85 CAPITAL REPLACEMENT FUND
315,444
3,760
116,800 -
165,670
270,334
848 - PD 85 REDEMPTION FUND
2,128,314
1,346,500
213,530 116,800
1,403,270
2,168,274
868 - CFD 2000-03 PARK MAINTENANCE
529,864
505,160
- -
665,670
369,354
TOTAL SPECIAL REVENUE
$ 164,815,415
$ 102,503,980
$ 2,291,870 $ 1,276,780
$ 108,978,260
$ 159,356,225
Fiscal Year 2019/2o Adopted Budget Page 20'7
CITY OF RANCHO CUCAMONGA
Spendable Fund Balances
Fiscal Year 2019/20 Adopted Budget
ENTERPRISE FUNDS
Estimated
Estimated
$ 37,583,423
Spendable
- $ 1,966,610 $ 26,674,250
Budget
700 - SPORTS COMPLEX
Spendable
30,043
Fund Balance
$
Operating Operating
$ $
Fund Balance
$
July 1, 2019
Revenues
Transfers In Transfers Out
Expenditures
June 30, 2020
CAPITAL PROJECTS
-
-
26,410
- 107,420 4,489,880
6,655
600 - AD 82-1 6TH ST INDUSTRIAL
$ 13,582
$ 250
$ - $
$
$ 13,832
602 - AD 84-1 DAY CREEK/MELLO
1;154,949
21,020
- -
300
1,175,669
606 - AD 86-2 R/C DRAINAGE DISTRICT
(41,128)
-
- -
-
(41,128)
607 - CFD 2000-01 SOUTH ETIWANDA
63
-
-
-
63
612 - CFD 2001-01
541,306
53,950
-
910
594,346
614 - CFD 2003-01 PROJECT FUND
179,438
-
-
-
179,438
615 - CFD 2003-01 CULTURAL CENTER
15,867
-
11,340,667
TOTAL ENTERPRISE FUNDS
15,867
617 - CFD 2004-01 RANCHO ETIWANDA ES
49,645
100
3,127,110
$ 1,507,760 $
49,745
680 - CFD 2006-01 VINTNER'S GROVE
1,848
40
1,888
681 - CFD 2006-02 AMADOR ON ROUTE 66
6,239
120
-
6,359
TOTAL CAPITAL PROJECTS
$ 1,921,809
$ 75,480
$ $
$ 1,210
$ 1,996,079
ENTERPRISE FUNDS
281 - FIRE FUND
$ 37,583,423
$ 28,640,860 $
- $ 1,966,610 $ 26,674,250
$ 37,583,423
700 - SPORTS COMPLEX
$
30,043
$ 638,550
$
2,166,750
$ $
2,805,300
$
30,043
702 - REGIS CONNECT
24,560
(18,245)
51,310
25,260
-
-
26,410
- 107,420 4,489,880
6,655
705 - MUNICIPAL UTILITY
$ 75,360,639
14,985,481
15,179,330
$ 81,000,029
1,507,760
9,607,850
19,049,201
706 - UTILITY PUBLIC BENEFIT FUND
623,358
308,290
-
693,250
238,398
708 - RCMU CAPITAL REPLACEMENT FUND
5,526,322
100,570
-
-
1,410
5,625,482
711 - FIBER OPTIC NETWORK
11,672,417
496,520
960,360
-
1,788,630
11,340,667
TOTAL ENTERPRISE FUNDS
$
32,819,376
$ 16,774,570
$
3,127,110
$ 1,507,760 $
14,922,850
$
36,290,446
INTERNAL SERVICE FUNDS
712 - EQUIP/VEHICLE REPLACEMENT
$
1,308,950
$ 558,210
$
150,000
$ - $
922,830
$
1,094,330
714 - COMP EQUIP/TECH REPLCMENT FUND
1,598,115
605,240
537,080
1,268,280
1,472,155
TOTAL INTERNAL SERVICE FUNDS
$
2,907,065
$ 1,163,450
$
687,080
$ - $
2,191,110
$
2,566,485
TOTAL CITY OF RANCHO CUCAMONGA
$ 303,502,303
$ 209,521,750
$
9,292,090
$ 9,184,670 $ 217,662,070
$ 295,469,403
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
$ 37,583,423
$ 28,640,860 $
- $ 1,966,610 $ 26,674,250
$ 37,583,423
282 - COMMUNITY FACILITIES DIST 85-1
3,143,984
6,030,770
- - 6,108,490
3,066,264
283 - COMMUNITY FACILITIES DIST 88-1
17,157
428,200
1,966,610 - 2,394,810
17,157
285 - FIRE TECHNOLOGY FEE FUND
24,560
900
- - 200
25,260
288 - FIRE PROTECTION CAPITAL FUND
34,591,515
10,313,710
- 107,420 4,489,880
40,307,925
TOTAL SPECIAL REVENUE
$ 75,360,639
$ 45,414,440 $
1,966,610 $ 2,074,030 $ 39,667,630
$ 81,000,029
TOTAL R.C. FIRE PROTECTION DISTRICT $ 75,360,639 $ 45,414,440 $ 1,966,610 $ 2,074,030 $ 39,667,630 $ 81,000,029
TOTAL ALL FUNDS $ 378,862,942 $ 254,936,190 $ 11,258,700 $ 11,258,700 $ 257,329,700 $ 376,469,432
Fiscal Year 2019/2o Adopted Budget Page 208
CITY OF RANCHO CUCAMONGA
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 209
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
%
July 1, 2019
June 30, 2020
Change
Change Reason for Changes >$500,000 and 10%
CITY OF RANCHO CUCAMONGA
GENERALFUND
001 - GENERAL FUND
$ 33,955,332
$ 33,955,332 $
0.00%
TOTAL GENERAL FUND
$ 33,955,332
$ 33,955,332 $
0.00%
OTHER GENERAL FUNDS
003 - REIMB ST/COUNTY PARKING CIT
$ 4,179
$ 4,179 $
0.00%
006-CVWD REIMBURSEMENTS
1,052,479
901,869
(150,610)
-14.31%
008 - CNTY OF S. B. REIMBURSEMENTS
33,735
33,735
0.00%
016 - COMM DEV TECHNICAL SRVCS FUND
2,695,891
2,236,211
(459,680)
-17.05%
017 - LAW ENFORCEMENT RESERVE
8,383,151
7,884,361
(498,790)
-5.95%
018 - TRAFFIC SAFETY
289
(231)
(520)
-179.93%
020 - CITY TECHNOLOGY FEE FUND
1,482,368
1,696,688
214,320
14.46%
022 - MOBILE HOME PARK PROGRAM
171,907
157,357
(14,550)
-8.46%
023 - SB 1186 CERT ACCESS SPEC PROG
93,886
108,096
14,210
15.14%
025 - CAPITAL RESERVE
49,718,281
45,681,981
(4,036,300)
-8.12% Use of funds accumulated over a period of time
073 - BENEFITS CONTINGENCY
3,447,140
2,600,590
(846,550)
-24.56% Use of funds accumulated over a period of time
TOTAL OTHER GENERAL FUNDS
$ 67,083,306
$ 61,304,836 $
(5,778,470)
-8.61%
SPECIAL REVENUE
100 - ASSESSMENT DISTRICTS ADMIN
$ 538,706
$ 486,726 $
(51,980)
-9.65%
101 - AD 93-1 MASI COMMERCE CENTER
308,893
308,893
0.00%
105 - AB2766 AIR QUALITY IMPROVEMENT
681,799
249,019
(432,780)
-63.48%
110 - BEAUTIFICATION
865,502
471,622
(393,880)
-45.51%
111 - PARK LAND ACQUISITION
2,928,351
3,183,621
255,270
8.72%
112 - DRAINAGE FAC/GENERAL
3,531,080
3,542,900
11,820
0.33%
113 - COMMUNITY/REC CENTER DEVELPMNT
1,075,574
1,391,604
316,030
29.38%
114 - DRAINAGE-ETIWANDA/SAN SEVAINE
260,355
267,935
7,580
2.91%
115 - HENDERSON/WARDMAN DRAINAGE
982,469
982,209
(260)
-0.03%
116 - ETIWANDA DRAINAGE
2,041,156
1,938,806
(102,350)
-5.01%
118 - UPPER ETIWANDA DRAINAGE
587,758
598,068
10,310
1.75%
119 - PARK IMPROVEMENT
1,577,079
1,782,619
205,540
13.03%
120 - PARK DEVELOPMENT
8,286,535
7,663,595
(622,940)
-7.52%
122 - SOUTH ETIWANDA DRAINAGE
1,075,178
1,091,098
15,920
1.48%
123 - LIBRARY IMPACT FEE
677,524
791,994
114,470
16.90%
124 - TRANSPORTATION
31,018,350
26,364,110
(4,654,240)
-15.00% Use of funds accumulated over a period of time
125 - ANIMAL CENTER IMPACT FEE
130,698
155,298
24,600
18.82%
126 - LOWER ETIWANDA DRAINAGE
624,520
635,490
10,970
1.76%
127 - POLICE IMPACT FEE
508,935
618,545
109,610
21.54%
128 - ETIWANDA NO. EQUESTRIAN FACIL.
697,111
709,621
12,510
1.79%
129 - UNDERGROUND UTILITIES
10,855,222
11,063,192
207,970
1.92%
130 - LMD #1 GENERAL CITY
1,538,635
1,146,675
(391,960)
-25.47%
Capital projects for Paseo Lighting Retrofits,
Water Conservation Efforts, and Replacement of
131 - LMD #2 VICTORIA
4,142,796
3,230,016
(912,780)
-22.03% Rubberized Playground Surfaces
132 - LMD #3A HYSSOP
35,025
28,305
(6,720)
-19.19%
133 - LMD #313 MEDIANS
21354,588
2,048,268
(306,320)
-13.01%
134 - LMD #4R TERRA VISTA
6,525,634
5,998,054
(527,580)
-8.08%
135 - LMD #5 ANDOVER
31,718
25,068
(6,650)
-20.97%
136 - LMD #6R CARYN COMMUNITY
671,961
617,061
(54,900)
-8.17%
137 - LMD #7 NORTH ETIWANDA
1,381,246
1,128,976
(252,270)
-18.26%
138 - LMD #8 SOUTH ETIWANDA
79,903
75,463
(4,440)
-5.56%
139 - LMD #9 LOWER ETIWANDA
1,296,054
780,754
(515,300)
-39.76% Capital project for Garcia Park Ball Field Lights
140 - LMD #10 RANCHO ETIWANDA
1,322,089
1,206,339
(115,750)
-8.76%
141 - LMD 1 CAPITAL REPLACEMENT FUND
257,332
310,602
53,270
20.70%
150 - GENERAL CITY STREET LIGHTS
-
-
-
0.00%
151 - SLD #1 ARTERIAL
797,200
622,020
(175,180)
-21.97%
152 - SLD #2 RESIDENTIAL
966,900
966,420
(480)
-0.05%
153 - SLD #3 VICTORIA
1,491,300
1,547,610
56,310
3.78%
Fiscal Year 2019/2o Adopted Budget Page 209
CITY OF RANCHO CUCAMONGA
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2019/20 Adopted Budget
Fiscal Year 2019/2o Adopted Budget Page 210
Estimated
Estimated
Spendable
Spendable
Fund Balance
Fund Balance
$
%
July 1. 2019
June 30.2020
Change
Change Reason for Changes >$500.000 and 10%
154 - SLD #4 TERRA VISTA
664,500
670,510
6,010
0.90%
155 - SLD #5 CARYN COMMUNITY
(89,700)
(122,690)
(32,990)
36.78%
156 - SLD #6 INDUSTRIAL AREA
478,400
482,200
3,800
0.79%
157 - SLD #7 NORTH ETIWANDA
151,800
151,660
(140)
-0.09%
158 - SLD #8 SOUTH ETIWANDA
2,071,100
2,082,040
10,940
0.53%
174 - GAS TAX R&T7360
8,095,602
9,842,442
1,746,840
21.58% Results of operations, for use in future period
176 -MEASURE 11990-20 10
262,455
67,895
(194,560)
-74.13%
177 - MEASURE 12010-2040
4,164,655
3,441,285
(723,370)
-17.37% Funding of various capital projects
178 - SB 140
36,690
36,690
-
0.00%
179 - ROAD MAINT & REHAB ACCT
2,614,585
3,666,925
1,052,340
40.25% Results of operations, for use in future period
181 - SB 1 - TCEP
(1,370,401)
(1,370,401)
-
0.00%
182 - AB 2928 TRAFFIC CONGEST RELIEF
294,106
294,026
(80)
-0.03%
186 - FOOTHILL BLVD MAINTENANCE
(1,433)
(1,433)
-
0.00%
188 - INTEGRATED WASTE MANAGEMENT
3,545,806
3,560,376
14,570
0.41%
194 - PROPOSITION IB STATE FUNDING
249,389
253,859
4,470
1.79%
195 - STATE ASSET SEIZURE
65,952
27,092
(38,860)
-58.92%
196 - CA ASSET SEIZURE 15%
6,069
119
(5,950)
-98.04%
198 - CITYWIDE INFRASTRUCTURE IMPRV
24,259,380
25,603,900
1,344,520
5.54%
204 - COMMUNITY DEVELOPMENT BLK GRNT
(106,754)
43,246
150,000
-140.51%
209 - FEDERAL SAFETEA-LU
11,508
11,198
(310)
-2.69%
211 -PROP 1B - SLPP
3,126
3,126
-
0.00%
214 - PEDESTRIAN GRANT/ART 3
(185)
(185)
0.00%
215 - ENRGY EFFICNCY/CONSRVATN GRNT
(96)
(96)
-
0.00%
218 - PUBLIC RESRCE GRNTS/HEALTHY RC
10,777
20,647
9,870
91.58%
225 - CA RECYC/LITTER REDUCTION GRNT
52,974
52,974
-
0.00%
226 - USED OIL RECYCLING GRANT
365
365
-
0.00%
227 - USED OIL RECYCLING PROGRAM
43,032
42,662
(370)
-0.86%
234 - SAFE ROUTES TO SCHOOL PROGRAM
(11,914)
(11,914)
-
0.00%
250 - RECREATION SERVICES
1,889,958
1,610,598
(279,360)
-14.78%
255 - VG CULTURAL CENTER
763,252
852,612
89,360
11.71%
258 - SENIOR OUTREACH GRANT
(5,267)
(5,267)
-
0.00%
272 - FREEDOM COURTYARD RSRC GRANTS
2,148
38
(2,110)
-98.23%
290 - LIBRARY FUND
6,636,039
6,933,379
297,340
4.48%
291 - CA STATE LIBRARY
108,470
108,470
-
0.00%
292 - STAFF INNOVATION FD (CA ST LB)
254,797
256,497
1,700
0.67%
301 - THE BIG READ LIBRARY GRANT
34,701
34,651
(50)
-0.14%
302 - LIBRARY SERVICES & TECH. ACT
37,060
37,060
-
0.00%
310 - PUBLIC LIBRARY BOND ACT -2000
32,662
32,662
-
0.00%
329 - LIBRARY CAPITAL FUND
814,929
750,989
(63,940)
-7.85%
354 - COP'S PROGRAM GRANT -STATE
652,121
571,811
(80,310)
-12.32%
356 - JUSTICE ASSIST GRNT (JAG) ARRA
33
33
0.00%
370 - OTS -DRINK DRIVE,LOSE" GRANT"
15,351
15,351
0.00%
373 - COPS SECURE OUR SCHOOLS GRANT
12,042
12,042
-
0.00%
380 - HOMELAND SECURITY GRANT -FIRE
29,665
29,665
-
0.00%
381 - HOMELAND SECURITY GRANT -POLICE
(1,864)
(2,054)
(190)
10.19%
383 - EMERGENCY MGMT PERFORMNCE GRNT
(28)
(28)
-
0.00%
396 - HOUSING SUCCESSOR AGENCY
12,861,617
12,365,967
(495,650)
-3.85%
838 - AD 91-2 REDEMPTION -DAY CANYON
57,143
66,673
9,530
16.68%
847 - PD 85 CAPITAL REPLACEMENT FUND
315,444
270,334
(45,110)
-14.30%
848 - PD 85 REDEMPTION FUND
2,128,314
2,168,274
39,960
1.88%
868 - CFD 2000-03 PARK MAINTENANCE
529,864
369,354
(160,510)
-30.29%
TOTAL SPECIAL REVENUE
$ 164,815,415
$ 159,356,225
$ (5,459,190)
-3.31%
CAPITAL PROJECTS
600 - AD 82-1 6TH ST INDUSTRIAL
$ 13,582
$ 13,832
$ 250
1.84%
602 - AD 84-1 DAY CREEK/MELLO
1,154,949
1,175,669
20,720
1.79%
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
541,306
594,346
53,040
9.80%
614 - CFD 2003-01 PROJECT FUND
179,438
179,438
-
0.00%
Fiscal Year 2019/2o Adopted Budget Page 210
CITY OF RANCHO CUCAMONGA
Summary of Changes in Spendable Fund Balances
Greater Than $500,000 and 10%
Fiscal Year 2019/20 Adopted Budget
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
Estimated
Estimated
$ -
0.00%
Spendable
Spendable
24,900
-136.48%
Fund Balance
Fund Balance
$
%
July 1. 2019
June 30, 2020
Chanee
Chanee Reason for Changes >$500.000 and 10%
15,867
15,867
-
0.00%
49,645
49,745
100
0.20%
1,848
1,888
40
2.16%
6,239
6,359
120
1.92%
$ 1,921,809
$ 1,996,079
$ 74,270
3.86%
$ 30,043
$ 30,043
$ -
0.00%
(18,245)
6,655
24,900
-136.48%
14,985,481
19,049,201
4,063,720
27.12% Results of operations, for use in future period
623,358
238,398
(384,960)
-61.76%
5,526,322
5,625,482
99,160
1.79%
11,672,417
11,340,667
(331,750)
-2.84%
$ 32,819,376
$ 36,290,446
$ 3,471,070
10.58%
INTERNAL SERVICE FUNDS
712 - EQUIPNEHICLE REPLACEMENT $ 1,308,950 $ 1,094,330 $ (214,620) -16.40%
714 - COMP EQUIP/TECH REPLCMENT FUND 1,598,115 1,472,155 (125,960) -7.88%
TOTAL INTERNAL SERVICE FUNDS $ 2,907,065 $ 2,566,485 $ (340,580) -11.72%
TOTAL CITY OF RANCHO CUCAMONGA $ 303,502,303 $ 295,469,403 $ (8,032,900) -2.65%
R.C. FIRE PROTECTION DISTRICT
SPECIAL REVENUE
281 - FIRE FUND
$ 37,583,423
$ 37,583,423
$ -
0.00%
282 - COMMUNITY FACILITIES DIST 85-1
3,143,984
3,066,264
(77,720)
-2.47%
283 - COMMUNITY FACILITIES DIST 88-1
17,157
17,157
-
0.00%
285 - FIRE TECHNOLOGY FEE FUND
24,560
25,260
700
2.85%
288 - FIRE PROTECTION CAPITAL FUND
34,591,515
40,307,925
5,716,410
16.53% Results of operations, for use in fixture period
TOTAL SPECIAL REVENUE
$ 75,360,639
$ 81,000,029
$ 5,639,390
7.48%
TOTAL R.C. FIRE PROTECTION DISTRICT
TOTAL ALL FUNDS
$ 75,360,639 $ 81,000,029 $ 5,639,390 7.48%
$ 378,862,942 $ 376,469,432 $ (2,393,510) -0.63%
Fiscal Year 2019/2o Adopted Budget Page 211
THIS PAGE INTENTIONALLY LEFT BLANK
Fiscal Year 2019/2o Adopted Budget Page 212
RANCHO
CUCAMONGA
CALIFORNIA
DEPARTMENTAL
BUDGET
DETAILS
Fiscal Year 2019/2o Adopted Budget Page 213
City Council
Department Budget Summary
Overview of Department
As a body of elected officials, the separately elected Mayor and four -member City Council
establish local laws, set policy, approve programs, adopt the annual budget, and appropriate funds.
As elected representatives of the citizens, the City Council is responsible to all of the people and,
as such, devotes its energies to making decisions which are in the best interest of the public welfare.
The City Council is elected by geographic districts with the Mayor being elected at large. They
each serve staggered four-year terms. The City Council also serves as the Board of Directors for
the Rancho Cucamonga Fire Protection District (a subsidiary district of the City).
The City Council meets the first and third Wednesday of the month at City Hall to discuss and
vote on pertinent issues facing the City and its residents. In addition, the City Council is
responsible for appointing the City Manager, City Attorney, and members of certain foundations,
boards and commissions.
City Council Mission Statement
The Mission of the City Council of Rancho Cucamonga is to:
• Make decisions, and be perceived as making decisions, for the general welfare of the
community.
• Always work to improve existing services and develop policies to meet the expected as
well as anticipated needs of the community.
• Work together cooperatively to respect all persons and their ideas in order to develop and
maintain the trust of the community.
• Reflect the community's desires and priorities by assuring that decisions accurately reflect
the community's interests by fairly translating public feedback into public policy.
• Enhance the quality of life of all Rancho Cucamonga residents through the continued
pursuit of excellence and commitment to the City's core values and goals.
• Set the vision for the community for the future.
• Have a professional, objective, and respectful relationship with each other to more
effectively address the challenges of the future.
FY 2019/20 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 2019/2o Adopted Budget Page 214
City Council
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 145,986
$ 151,750
$ 144,670
Operations and Maintenance
21,684
27,550
24,800
Capital Outlay
-
-
-
Cost Allocation
(51,160)
(52,580)
(51,360)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
116,510
126,720
118,110
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
145,986
151,750
144,670
Operations and Maintenance
21,684
27,550
24,800
Capital Outlay
-
-
-
Cost Allocation
(51,160)
(52,580)
(51,360)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 116,510
$ 126,720
$ 118,110
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
5.0
5.0
5.0
Total Staffing
5.0
5.0
5.0
Fiscal Year 2019/2o Adopted Budget
Page 215
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. The statutes of the State of California prescribe the basic
functions and duties of the City Clerk, and the Government Code and Election Code provide
precise and specific responsibilities and procedures to follow. This position works with the City
Clerk Services Director, who is responsible for the day-to-day operations of the office.
FY 2019/20 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.
Fiscal Year 2019/2o Adopted Budget Page 216
City Clerk
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 2,658
$ 2,790
$ 2,810
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
(790)
(820)
(850)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,868
1,970
1,960
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
2,658
2,790
2,810
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
(790)
(820)
(850)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,868
$ 1,970
$ 1,960
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
1.0
1.0
1.0
Total Staffing
1.0
1.0
1.0
Fiscal Year 2019/2o Adopted Budget
Page 217
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 2019/20 Budget Highlights
• Maintain funds in secure and liquid investments.
• Structure maturities to meet City cash flow needs throughout the year.
• Present the City's investment policy to the City Council for annual approval.
• Maintain CMTA Investment Policy Certification which certifies the City's investment
policy complies with the current State statutes governing the investment practices of local
government entities located within the State of California.
Fiscal Year 2019/2o Adopted Budget Page 218
City Treasurer
Department Budget Summary
Fiscal Year 2019/2o Adopted Budget Page 219
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 2,658
$ 2,790
$ 2,810
Operations and Maintenance
13,046
14,740
15,010
Capital Outlay
-
-
-
Cost Allocation
(5,050)
(5,140)
(5,400)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
10,654
12,390
12,420
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
2,658
2,790
2,810
Operations and Maintenance
13,046
14,740
15,010
Capital Outlay
-
-
-
Cost Allocation
(5,050)
(5,140)
(5,400)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 10,654
$ 12,390
$ 12,420
Staffing Summary (Budgeted)
Full Time
-
-
-
Part Time
1.0
1.0
1.0
Total Staffing
1.0
1.0
1.0
Fiscal Year 2019/2o Adopted Budget Page 219
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, 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 Affairs Program including
publication of the Rancho Reporter newsletter, media relations,
community outreach and engagement, social media platforms,
special projects, and other public information efforts. Staff also
responds to and follows -up on citizen inquiries and concerns
regarding City programs and services, operates and is involved
with original programming on the government access channel RCTV-3, and oversees live
broadcasts of City Council meetings. The Community Affairs Program utilizes a creative mix of
innovative communication tools and technology, along with traditional outreach methods, to
enhance community engagement.
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 2019/20 Budget Highlights
• Continue Community Improvement efforts to proactively respond to nuisance properties
and vacant structures.
• Continue organizational shift towards data driven and performance management processes.
• Host quarterly mental health symposiums and the City's third Healthy RC Youth Summit.
• Continue implementation of the Sustainable Community Action Plan and development of
metrics for publicly -accessible dashboard.
• Continue and expand Community Schools Model at Los Amigos Elementary.
Fiscal Year 2019/2o Adopted Budget Page 220
City Management
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 2,265,424
$ 2,509,990
$ 2,652,130
Operations and Maintenance
407,789
547,320
497,550
Capital Outlay
-
-
-
Cost Allocation
(482,510)
(510,280)
(532,860)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
2,190,703
2,547,030
2,616,820
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
9,730
9,730
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
9,730
9,730
All Funds
Personnel Services
2,265,424
2,509,990
2,652,130
Operations and Maintenance
407,789
557,050
507,280
Capital Outlay
-
-
-
Cost Allocation
(482,510)
(510,280)
(532,860)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 2,190,703
$ 2,556,760
$ 2,626,550
Staffing Summary (Budgeted)
Full Time
18.0
19.0
19.0
Part Time
1.4
0.4
0.8
Total Staffing
19.4
19.4
19.8
Fiscal Year 2019/2o Adopted Budget
Page 221
City Management
Performance Statistics
Healthy RC
• Healthy RC hosted six Mental Health Symposiums and reached over 1000 attendees.
• Healthy RC hosted its second Teen Summit and reached over 130 high school teens.
ill ND
MA TERS
• The Healthy RC Sustainability Program completed the installation of three additional EV Charging Stations,
including RC's first ever DC Fast Charger.
• The Sustainable Community Action Plan has been awarded six awards for its comprehensive efforts towards
being a more Green RC and region. Awards include a Southern California Association of Governments
Green Region Award, both Inland Empire and California American Planning Association Awards, a Cool
Planet Award, a Beacon Award and a Red Tape to Red Carpet Award.
• The City was recognized at the League of California Cities Conference and received a Helen Putnam Award
for Excellence in Health and Wellness for the Healthy RC Your Mind Matters mental health initiative and
campaign.
Legislative Advocacy
• In 2018, the City tracked 26 state legislative bills. From these bills, the City supported three and opposed
seven. This year, our advocacy success rate was 43%, which measures the ultimate outcome of a legislative
bill in comparison with the City's official position.
• Mayor Dennis Michael and Council Member Spagnolo continue to be active in the League of California
Cities serving on the League Board of Directors. Key staff and elected/appointed officials also serve on
statewide League policy committees. Instagram Audience Growth
Community Affairs
• In an effort to reach a younger demographic, Community
Affairs increased the use of Instagram as a tool to deploy
information and engage with those previously unreached.
The increase in publishing on Instagram resulted in a 40%
increase in followers.
• During 2018, we had a 13% increase in subscribers to the
City's e -newsletter system. This has proven to be an
efficient way of providing communication to our
community.
Performance Management
• The City is continuing to work towards developing
both its Data Dashboards and Open Data Platform to
be able to display and share data.
• All Departments have included at least two
performance measures or metrics in their most recent
Strategic Service Plans (SSPs).
1.1V He +.. %1,' A,Esz, CCT 40V CEC
Tma. folewers increased by
Total Followers 5,237
F.H.rers Gamed 1.501 -40.2%
,i- previous date range
Community Improvement
• GOGovApps software has been implemented to
provide specialized support in case management,
document tracking, and photo storage.
• Community Improvement continues to work to re-
habilitate properties and reduce blight in the City.
Fiscal Year 2019/2o Adopted Budget Page 222
City Management
Services to the Community
City
Management
Healthy RCI I I I Administration/ I I
Community
Initiative Community Affairs Legislation Improvement
Fiscal Year 2019/2o Adopted Budget Page 223
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. Throughout the course of this partnership, the City
continues to be one of the safest cities in California. This is a continued effort by and a reflection
of the dedicated men and women of the Police Department as well as its robust volunteer pool.
Services provided by the Department include the following:
Patrol. This division provides basic emergency response services to the citizens of Rancho
Cucamonga, which includes the use of three K9 units to assist with tracking suspects or missing
individuals as well as identifying the presence of narcotics.
Crime Prevention. This division oversees the Department's many volunteers and includes
programs such as Neighborhood Watch, Citizen Advisory Group and National Night Out.
Traffic Safety. This division provides targeted proactive enforcement to reduce collisions,
conducts bicycle safety classes, performs dedicated DUI and distracted driving enforcement. The
traffic division also presents the DUI education program Every 15 Minutes to local high schools.
Investigations. This division performs felony case follow-up, tracks sex registrants and acts as
the pawn shop liaison.
Victoria Gardens. Located at the Department's satellite station at the Victoria Gardens Regional
Mall, staff conduct retail theft investigations and work proactively with the various retail
establishments to prevent crime at the Mall.
Special Units. Included in this division are the Gang
Teams, Solution Oriented Policing (SOP) Team, Crime
Free Multi -Housing and School Resource Officers (SROs).
The SOP team works to address homeless issues and also
provides "harden the target" training to the community in
relation to active shooter events, amongst other focused
efforts.
FY 2019/20 Budget Highlights
• Continue to plan for the eventual staffing and equipping the west side public safety station.
• Continue interaction with the homeless and transient population to limit quality of life
crimes such as littering, loitering and panhandling.
• Crime Prevention Unit will continue to host events educating the public on human
trafficking, teen self-defense and internet safety.
• Add additional ALPR cameras to the intersections of Haven Avenue and 19th Street; Base
Line Road and Carnelian Street; and Day Creek Boulevard and Highland Avenue.
Fiscal Year 2019/2o Adopted Budget Page 224
Police (Contract)
Department Budget Summary
Safety Personnel 138.0 139.0 141.0
Non -Safety Personnel 41.0 41.0 41.0
Total Staffing 179.0 180.0 182.0
Fiscal Year 2019/2o Adopted Budget Page 225
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ -
$ -
$ -
Operations and Maintenance
36,924,836
39,787,670
42,106,900
Capital Outlay
-
8,000
-
Cost Allocation
-
-
-
Debt Service
8,406
-
-
Transfer Out
153,470
179,230
220,160
Subtotal
37,086,712
39,974,900
42,327,060
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
974,697
852,400
1,167,960
Capital Outlay
234,985
3,955,390
521,260
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,209,682
4,807,790
1,689,220
All Funds
Personnel Services
-
-
-
Operations and Maintenance
37,899,533
40,640,070
43,274,860
Capital Outlay
234,985
3,963,390
521,260
Cost Allocation
-
-
-
Debt Service
8,406
-
-
Transfer Out
153,470
179,230
220,160
Total Cost
$ 38,296,394
$ 44,782,690
$ 44,016,280
Staffing Summary (Budgeted)
Safety Personnel 138.0 139.0 141.0
Non -Safety Personnel 41.0 41.0 41.0
Total Staffing 179.0 180.0 182.0
Fiscal Year 2019/2o Adopted Budget Page 225
Police (Contract)
Performance Statistics
2018 Performance Highlights
• 160,059 Calls for Service — 49.0% increase
• Average Response Time for Emergency Calls was 4.25 minutes in 2018 compared
to 4.61 minutes in 2017
Part I Crimes down 6.5%
• Part 2 Crimes down 7.1
*Part I Crimes - Murder, Rape, Robbery, Aggravated Assault, Burglary, etc.
**Part II Crimes - Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc.
Fiscal Year 2019/2o Adopted Budget Page 226
PART I*
PART II**
CALLS FOR
SERVICE
REPORTS TAKEN
ARRESTS
TRAFFIC
COLLISIONS
2016 4,784
5,714 1
110,781
15,549
4,439
1,795
2017 5,037
5,958
107,452
17,427
5,022
1,652
2018 4,710
5,533
160,059
17,818
4,818
1,498
*Part I Crimes - Murder, Rape, Robbery, Aggravated Assault, Burglary, etc.
**Part II Crimes - Forgery, Counterfeit, Fraud, Stolen Property, Vandalism, etc.
Fiscal Year 2019/2o Adopted Budget Page 226
Police (Contract)
Services to the Community
Fiscal Year 2019/2o Adopted Budget Page 227
Police
(Contract)
Crime
Traffic
Special
Patrol
prevention
Safety Investigations
Units
Volunteers
Targeted
g
?eft
MET
Emergency
g Y
Proactive
Response
Enforcement
Felony Case
Solution
Citizen
to Reduce
Follow-up
Investigations
Oriented
Active
Advisory
Collisions
Policing Team
Shooter
Bicycle Safety
Crime Analyst
CFS/APS
Response
PIO
Classes
Crime Free
Program
Pawn Shop
Multi -Housing
Dedicated
Liaison
3-K9's
Neighborhood
Watch
DUI
Enforcement
School Resource
Officers
Fiscal Year 2019/2o Adopted Budget Page 227
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.
The foundation for the Fire District's traditional and innovative services is focused on three
premier services: Community Risk Reduction, Emergency Response and Emergency
Management. 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, technical rescue and
tactical response. 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 Fire District provides emergency and non -emergency services through progressive leadership,
personnel management, professional development through high level training, advanced planning,
financial administration and logistical support which includes apparatus and facilities
maintenance, communications and information technology.
Our emergency response and incident mitigation capabilities remain cutting edge through
innovative, passionate and fiscally responsible program management, which further enhances the
quality of life for those we serve. The Fire District's goal is to deliver these services in an effective,
efficient and professional manner while maintaining financial stability.
FY 2019/20 Budget Highlights
• Continue construction of the West Side Public Safety Facility.
• Complete the Banyan Station (175) water conservation landscape
project, along with ADA compliant hardscape improvements.
• Procure a mass notification system that will send emergency alerts
to the public and City employees.
• Replace the 1997 Type 1 Heavy Rescue apparatus.
• Obtain HAZMAT Type 2 classification status.
• Reduce Community Facilities District (CFD) assessments.
• Continue to suspend Fire Prevention Permit and Inspection Fees.
• Fund one (1) full-time lead maintenance worker.
• Conduct a feasibility study to address weed abatement in trail
easements.
• Continue to expand training to help prepare community members and businesses for Tactical
Response and Purposeful Mass Injury Incidents.
Fiscal Year 2019/2o Adopted Budget Page 228
Fire District
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 24,572,870
$ 27,030,390
$ 26,984,790
Operations and Maintenance
6,857,000
7,183,050
7,792,770
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
94,935
400,660
399,990
Transfer Out
1,058,720
1,205,190
1,966,610
Subtotal
32,583,525
35,819,290
37,144,160
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
850,840
647,600
556,310
Capital Outlay
17,998,577
13,696,610
3,960,500
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
107,420
Subtotal
18,849,417
14,344,210
4,624,230
All Funds
Personnel Services
$ 24,572,870
27,030,390
$ 26,984,790
Operations and Maintenance
7,707,840
7,830,650
8,349,080
Capital Outlay
17,998,577
13,696,610
3,960,500
Cost Allocation
-
-
-
Debt Service
94,935
400,660
399,990
Transfer Out
1,058,720
1,205,190
2,074,030
Total Cost
$ 51,432,942
$ 50,163,500
$ 41,768,390
Staffing Summary (Budgeted)
Full Time
115.0
115.0
115.0
Part Time
3.5
3.5
3.5
Total Staffing
118.5
118.5
118.5
Fiscal Year 2019/20 Adopted Budget
Page 229
Fire District
Performance Statistics
Fire District Incident Summary 2018
• 16,651 incidents for fire, emergency medical/rescue, hazardous materials, and public service; 2%
increase overall;
• 382 working fires; 2,386 good intent and false alarm;
• 11,730 emergency medical/rescue incidents; 2% increase;
• 169 hazardous materials incidents;
• 1,312 public service incidents including water salvages, lockouts, police matters and other
non -emergencies;
• 21 overpressure ruptures or explosions without fire
2018 Inspections
Community Engagement Highlights 2018
• 82 public education activities and station
tours held in 2018;
• 16,484 citizen contacts made through pub-
lic education activities;
• 430 people trained in Hands -Only CPR;
• 299 people trained in Emergency
Preparedness through CERT, BERT,
Amateur Radio classes, exercises and more
Employee Development Highlights 2018
• 25,684 total training hours (including
classroom); 23% increase;
130 multi -company training exercises;
7% increase;
2.35 average training hours per shift per employee
• Conducted Recruit Academy, Engineer Academy and
Exam, Captain Academy, BC Academy and
Probationary FF Testing;
Opened All -Risk Training Facility
Fiscal Year 2019/2o Adopted Budget Page 230
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 Reduction
Prevention
Inspections
Weed
Abatement/
Brush
Clearance
Public
Education
New
Construction
Plan Review
CommunityI I Administration
Affairs
Personnel
Management and
Public Development
Information
Planning/Finance
Special Events
Apparatus and
Equipment
Community
Maintenance
Facility
Outreach and
Engagement
Facility
Maintenance
Fiscal Year 2019/2o Adopted Budget Page 231
Animal Care and Services
Department Budget Summary
Overview of Department
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 6,000 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 promoting
responsible pet ownership.
Community and Information Programs: Volunteer programs, foster care, neonatal kitten
nursery, 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, and low and no cost spay and neuter
clinics.
FY 2019/20 Budget Highlights
• Continue to provide funding for high quality care to 5,000
homeless pets received each year.
• Utilize resources provided by the Animal Care Foundation to
supplement animal care, veterinary and neonatal Kitten Nursery
programs; provide specialized surgeries, such as orthopedics;
and purchase additional supplies to increase the number of pets
adopted into new homes.
• Continue to budget for proper tools, equipment and continued
education in the Field Services Division to ensure a prompt and
professional response to animal related community concerns and
natural disasters.
• Continue to increase the number of outreach and community
events attended each year.
• Enhance the Center's community involvement, specifically the Pet Cadet program, where
youth between the ages of 12 and 18 can volunteer with a parent or guardian.
Fiscal Year 2019/2o Adopted Budget Page 232
Animal Care and Services
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 2,619,031
$ 2,844,390
$ 2,970,860
Operations and Maintenance
494,858
481,400
445,350
Capital Outlay
-
25,000
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
3,113,889
3,350,790
3,416,210
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
720
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
720
All Funds
Personnel Services
2,619,031
2,844,390
2,970,860
Operations and Maintenance
494,858
481,400
446,070
Capital Outlay
-
25,000
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 3,113,889
$ 3,350,790
$ 3,416,930
Staffing Summary (Budgeted)
Full Time
22.0
22.0
22.0
Part Time
12.8
12.8
15.9
Total Staffing
34.8
34.8
37.9
Fiscal Year 2019/2o Adopted Budget
Page 233
Animal Care and Services
Performance Statistics
2018 High lights
• The Veterinary Services Division purchased dental
equipment to provide in-house dentistry for senior dogs
and cats. On-site dental equipment reduces the cost of
outsourcing these procedures and allows senior pets to be
treated and adopted quicker.
• Funds raised from the Rancho Cucamonga Animal Care
Foundation allowed for the transfer of 5 dogs from Florida
after Hurricane Michael. This mutual aid partnership
helped the shelter in Florida create space for additional
incoming animals during a time of disaster.
• The Kitten Nursery and foster care programs continued to
increase the number of kittens, puppies and special need
animals cared for and adopted out. The programs were
funded from the general fund and offset by unique fund-
raisers held such as Kitten Yoga, Beer Kitty Kitty, Heads
or Tail campaign and Paint Your Pet.
• Dog Live Placement: 96% Cat Live Placement. 86%
Outcome Report 2017 vs. 2018
5000
4500
4000
3500
3000
2500
2000
1500
1000
500
0
Total Total
2017 2018
■ Cats
Fiscal Year 2019/2o Adopted Budget Page 234
Field Service Activities
18000
16000
2017 2018
14000
2017 2018
2017 2018 2017 2018
12000
2017 2018
Adoption
10000
Rescue
TNR/SNR Transfer
8000
Died in
6000
4000
Partner
2000
Care/Foster
0
Field Service Calls Animal Licenses Sold
■ 2017 ■ 2018
Fiscal Year 2019/2o Adopted Budget Page 234
2017 2018
2017 2018
2017 2018
2017 2018 2017 2018
2017 2018
2017 2018
Adoption
Returned to
Rescue
TNR/SNR Transfer
Euthanized
Died in
Owner
Partner
Care/Foster
Fiscal Year 2019/2o Adopted Budget Page 234
Animal Care and Services
Services to the Community
Animal Care
and Services
Administrative Community Veterinary
Services Programs and Services
Information
Administration
Animal Spay
and Neuter
Community
Programs
Reuniting Lost
Outreach
Pets with
Owners
Animal
Health ealth and
Wellness
Community Cat
Foster Care
Programs
Kitten Nursery
Animal Care Field
and Adoptions Services
Field Service
Officers
Animal Care
Dispatcher
Adoptions
Animal
Licensing
Animal Care
Foundation
Fiscal Year 2019/2o Adopted Budget Page 235
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 2019/20 Budget Highlights
• 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.
• 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.
• Coordinate with Departments to implement 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.
• Facilitate the electronic filing of campaign and conflict of interest statements within
statutory deadlines via a public portal on the City's webpage and at the front counter.
tic •
do
..,.� T
Council Meeting
0-M
Fiscal Year 2019/2o Adopted Budget Page 236
Records Management
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)
544,760 567,530 602,410
131,538 253,700 122,840
(211,340) (240,840) (219,800)
$ 464,958 $ 580,390 $ 505,450
Full Time 6.0 5.0 5.0
Part Time - 0.5 0.5
Total Staffing 6.0 5.5 5.5
Fiscal Year 2019/2o Adopted Budget Page 237
Adopted
Adopted
Actuals
Budget
Budget
2017/18
2018/19
2019/20
$ 544,760
$ 567,530
$ 602,410
131,538
253,700
122,840
(211,340)
(240,840)
(219,800)
464,958
580,390
505,450
544,760 567,530 602,410
131,538 253,700 122,840
(211,340) (240,840) (219,800)
$ 464,958 $ 580,390 $ 505,450
Full Time 6.0 5.0 5.0
Part Time - 0.5 0.5
Total Staffing 6.0 5.5 5.5
Fiscal Year 2019/2o Adopted Budget Page 237
Records Management
Performance Statistics
Public Records Requests By Year
120
100
80
60
40
20
0
�r
Q��
as
Jce
Jai
�a�a
800
700
600
500
400
300
200
100
0
674
FY 15/16
■ 2016 ■ 2017 ■ 2018
a
s.
R
City Council Agenda Items
By Fiscal Year
735
FY 16/17
704
FY 17/18
Fiscal Year 2019/2o Adopted Budget Page 238
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 2019/2o Adopted Budget Page 239
Community Services
Department Budget Summary
Overview of Department
The Community Services Department's mission is to serve the
community by creating opportunities to play, celebrate,
connect, explore, and be entertained through quality programs,
safe parks, and well-maintained facilities. The Department
coordinates programs and services through seven divisions:
Administration, Youth and Adult Sports, Youth and Family
Programs, Special Events, Cultural Arts/Playhouse
Operations, Senior Services, and Human Services. The
Department also oversees park development activities
including the planning, design, and renovation of parks and
facilities, as well as advocating for open space, thus helping to
enhance the quality of life for individuals of all ages.
FY 2019/20 Budget Highlights
• Continue analyzing, streamlining, and restructuring programs
and services to ensure that it continues to provide residents
opportunities for healthy lifestyles, personal growth, and a
sense of community.
• Begin construction of a newly designed courtyard at the
Victoria Gardens Cultural Center that will make it a more
inviting and useable event space.
• Complete a Central Park Environmental Study to accompany
the recently approved Master Plan.
• Continue design and plan review for the next phase of
Etiwanda Creek Park development. (City Council Goal PR -4)
• Continue the successful Camp Cucamonga program
incorporating new and exciting programs, including a new
class for 4.5 to 5 -year-old children and a 4 -month payment plan
option.
• Support increased activity at the new RC Sports Center, including an increase in adult
basketball registration and an increasing number of unique rentals, including professional
boxing events, cultural celebrations, and new sports clinics.
• Expand annual Summer Concerts in the Park series to six concerts and include a beer
garden for adults 21 and over to enjoy while listening to music.
Fiscal Year 2019/2o Adopted Budget Page 240
Community Services
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 4,043,768
$ 4,410,840
$ 4,738,150
Operations and Maintenance
749,690
821,230
823,900
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
4,793,458
5,232,070
5,562,050
Other Funds
Personnel Services
2,766,526
3,362,350
3,152,750
Operations and Maintenance
2,116,703
2,145,150
2,092,690
Capital Outlay
4,251,366
575,000
600,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
9,134,595
6,082,500
5,845,440
All Funds
Personnel Services
6,810,294
7,773,190
7,890,900
Operations and Maintenance
2,866,393
2,966,380
2,916,590
Capital Outlay
4,251,366
575,000
600,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 13,928,053
$ 11,314,570
$ 11,407,490
Staffing Summary (Budgeted)
Full Time
46.5
46.5
45.5
Part Time
102.1
102.9
93.6
Total Staffing
148.6
149.4
139.1
Fiscal Year 2019/2o Adopted Budget
Page 241
Community Services
Performance Statistics
• Over 37,000 registrations were processed, 87% of which were Rancho Cucamonga residents.
• Over 1,500 summer camp spots were filled in Summer 2018.
• The Nutrition Meal Program provided over 18,000 meals to seniors at Central Park and
delivered 16,000 meals to homebound seniors in 2018.
• The Department's volunteers provided nearly 43,000 hours of quality services to the
community.
Registrations
t 32,860
22,834
15,011
4,985
RESIDENT NON-RESIDENT WALK-IN ON-LINE
REGISTRATIONS REGISTRATIONS REGISTRATIONS REGISTRATIONS
1112017 = 35,815 2018 = 37,845
Registration numbers exclude the Lewis Family Playhouse and Special Events, which are tracked
• The 17/18 season was the first complete season sold using the new Provenue Ticketing system. This
upgrade interfaces seamlessly with the internet and is mobile optimized, so it comes as no surprise that
internet sales jumped 8%.
• The LFP app was launched at the beginning of last season and this concludes its second year. There
were 2,553 total downloads, nearly 2,000 more than last year. The user breakdown is 55% iPhone users,
42% android users, and 3% iPad users.
• The Playhouse now has over 5,000 Facebook followers and over 1,000 Instagram followers, a total of
800 more followers than last year!
• This season, a total of 8,563 people purchased tickets compared to 7,267 people last season. On average,
each person purchased three seats per order.
Lewis Family Playhouse Ticket
Sales
45.3"
22.226 _. 15,709
TOTAL # OF RESIDENT NON-RESIDENT TICKETS SOLO TICKETS SOLD
TICKETS SOLD TICKET SALES TICKET SALES ON-LINE WALK-IN/MAIL
Season 11 - Season 12
(2016/2017) (2017/2018)
Fiscal Year 2019/2o Adopted Budget Page 242
Community Services
Services to the Community
Recreation/
Community
Services
Sports Advisory
Senior Advisory
Youth/Teens
Resource Center
Seniors
Sports
Events
Marketing
Registration
Operations
Park Rangers
Community
Services
Cultural Arts I I Administration
Playhouse
Community Clerical/
Programs I I Administration
Finance
Playhouse
Professional
Programs Park
Development
Fiscal Year 2019/2o Adopted Budget Page 243
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.
• 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, 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 2019/20 Budget Highlights
• Refresh bookmobile print collection.
• Further development of the Second Story and
Beyond interactive Discovery Space and expansion
of programming.
• Replacement of Integrated Library System.
• Expand City sponsored Little Free Library units.
• Increase materials collections, in both print and
online formats, with new and updated titles at both libraries.
SECOND STORY
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Fiscal Year 2019/2o Adopted Budget Page 244
Library Services
Department Budget Summary
Adopted
Actuals Budget
Funds Summary 2017/18 2018/19
Operating Budget
Personnel Services
$ 3,251,833
Operations and Maintenance
1,309,154
Capital Outlay
-
Cost Allocation
-
Debt Service
7,656
Transfer Out
37,935
Subtotal
4,606,578
$ 3,543,130
1,483,310
98,000
1,790
Adopted
Budget
2019/20
$ 3,751,760
1,514,690
5,000
500,000
5,126,230 5,771,450
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
134,106
27,740
33,460
Capital Outlay
7,802
-
575,000
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
53,041
-
-
Subtotal
194,949
27,740
608,460
All Funds
Personnel Services
3,251,833
3,543,130
3,751,760
Operations and Maintenance
1,443,260
1,511,050
1,548,150
Capital Outlay
7,802
98,000
580,000
Cost Allocation
-
-
-
Debt Service
7,656
1,790
-
Transfer Out
90,976
-
500,000
Total Cost
$ 4,801,527
$ 5,153,970
$ 6,379,910
Staffing Summary (Budgeted)
Full Time
27.5
28.5
27.5
Part Time
27.6
27.6
28.1
Total Staffing
55.1
56.1
55.6
Fiscal Year 2019/2o Adopted Budget
Page 245
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
576,601
531,966
LIBRARY VISITORS
Library Use Statistics
882,133 856,959
ITEMS CIRCULATED
1112017 ,, 2018
Library Services
Performance Statistics
427
V
45,000
41,246
40,000
36,523
35,000
30,000
25,000
20,000
15,000
11,489
11,254
10,000
5,000
■
0
NEW LIBRARY CARDS EBOOKS DOWNLOADED
Fiscal Year 2019/20 Adopted Budget Page 246
Library Services
Services to the Community
Library Services
Adult/ Literacy Second
Teen Children's ServicesStory
Services Services
Programming
programming
Adult Literacy
Information
Information
Back 2 Basics
Services
Services
Personnel
Collection
Collection
Grants
Grants
Special
Special Projects
Projects
AdministrationI I Technology I I Outreach I I passport
Services Services Services
Finance
Technology
Centers
Staff
Development
Website
Personnel
Social Media
Fiscal Year 2019/2o Adopted Budget Page 247
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 2019/20 Budget Highlights
• Several key technology projects will modernize work practices in Administrative Services.
These include implementing the COGNOS Reporting module in OneSolution, the City's
financial system; implementing electronic routing of accounts payable invoices for
approval; implementing a new Performance Management System and a Learning
Management System in Human Resources; implementing an electronic Request for
Proposal Evaluation system in Procurement; and the upgrade of over 150 City computers
to Windows 10 operating system ahead of end -of -life for Windows 7 in January 2020.
• Provide administrative support for the West -side Districts Citizens' Oversight Committee
and the Planned Communities LMD Citizens' Oversight Committee.
Fiscal Year 2019/2o Adopted Budget Page 248
Administrative Services
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2017/18 2018/19 2019/20
Operating Budget
Personnel Services
$ 834,782
$ 912,510
$ 915,000
Operations and Maintenance
3,954,680
3,434,830
3,764,030
Capital Outlay
76,248
-
-
Cost Allocation
(1,264,090)
(1,270,940)
(1,419,320)
Debt Service
17,285
108,250
106,450
Transfer Out
4,071,260
4,168,410
4,425,230
Subtotal
7,690,165
7,353,060
7,791,390
Other Funds
Personnel Services
1,370,408
1,116,650
1,115,390
Operations and Maintenance
2,457,159
1,446,610
2,295,930
Capital Outlay
3,540,504
4,864,790
4,920,180
Cost Allocation
-
-
-
Debt Service
784
-
-
Transfer Out
50,000
30,000
1,390,020
Subtotal
7,418,855
7,458,050
9,721,520
All Funds
Personnel Services
2,205,190
2,029,160
2,030,390
Operations and Maintenance
6,411,839
4,881,440
6,059,960
Capital Outlay
3,616,752
4,864,790
4,920,180
Cost Allocation
(1,264,090)
(1,270,940)
(1,419,320)
Debt Service
18,069
108,250
106,450
Transfer Out
4,121,260
4,198,410
5,815,250
Total Cost
$ 15,109,020
$ 14,811,110
$ 17,512,910
Staffing Summary (Budgeted)
Full Time
5.0
5.0
5.0
Part Time
1.0
1.0
1.4
Total Staffing
6.0
6.0
6.4
Fiscal Year 2019/2o Adopted Budget
Page 249
Administrative Services
Performance Statistics
Procurement Division Highlights 2018
461 Purchase Orders issued; 16% increase from FY 17/18
20 RFPs, 18 RFBs, and 12 RFQs were processed; no change from FY 17/18
• $59,677.49 revenue received from on-line surplus auction; 8.4% decrease from FY 17/18
Members of the West -side Districts CitLens' Oversight Committee (above)
and the Planned Communities LMD CitLens' Oversight Committee (right)
Fiscal Year 2019/2o Adopted Budget Page 250
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 2019/2o Adopted Budget Page 251
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:
• Accounting and Financial Reporting: Comprised of the following sections: Accounts
Payable, Accounts Receivable, Cashiering, Debt Management, 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 it 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 2019/20 Budget Highlights
• In conjunction with DoIT, facilitate the implementation of the COGNOS Reporting module
for the City's financial system.
• Implement electronic routing of accounts payable invoices for approval.
• Continue to develop training opportunities for the City organization.
• Continue to facilitate economic studies for our community to guide key City decision
makers.
Fiscal Year 2019/2o Adopted Budget Page 252
Finance
Department Budget Summary
Funds Summary
Operating Budget
Personnel Services
Operations and Maintenance
Capital Outlay
Cost Allocation
Debt Service
Transfer Out
Actuals
2017/18
$ 2,271,134
78,336
(599,590)
Adopted
Budget
2018/19
$ 2,370,660
73,330
(610,740)
Adopted
Budget
2019/20
$ 2,470,960
62,070
(655,650)
Subtotal
1,749,880
1,833,250
1,877,380
Other Funds
Personnel Services
389,994
428,090
420,710
Operations and Maintenance
15,764,457
2,070,490
2,587,990
Capital Outlay
-
120,000
-
Cost Allocation
-
-
-
Debt Service
90,223
785,200
791,550
Transfer Out
50,006
150,000
351,590
Subtotal
16,294,680
3,553,780
4,151,840
All Funds
Personnel Services
2,661,128
2,798,750
2,891,670
Operations and Maintenance
15,842,793
2,143,820
2,650,060
Capital Outlay
-
120,000
-
Cost Allocation
(599,590)
(610,740)
(655,650)
Debt Service
90,223
785,200
791,550
Transfer Out
50,006
150,000
351,590
Total Cost
$ 18,044,560
$ 5,387,030
$ 6,029,220
Staffing Summary (Budgeted)
Full Time
21.0
21.0
23.0
Part Time
2.3
2.3
1.2
Total Staffing
23.3
23.3
24.2
Fiscal Year 2019/2o Adopted Budget
Page 253
Finance
Performance Statistics
Finance Highlights 2018
• $2,763,711 received in Business License revenue; 3.3% decrease
• $3,886,107 received in Transient Occupancy Tax revenue; 11.6% increase
Business License Summary*
7,000
6,000
5,000
4,000
3,000
2,000
1,0
0
Business L[ense Business License Business Closures
New Renewals
■ 2017 n2018
*Data excludes vendors and contractors located outside of Rancho
Cucamonga.
Special Districts Highlights 2018
• $28,522,238 received in Special Districts
tax revenue; 2.39% increase
• 135,207 parcels submitted to the tax rolls
for 37 special assessment districts with
100% accuracy
1042 CFD delinquency letters sent; 40.00%
increase
• Special Districts formed two new CFDs:
0 North Etiwanda Community Facilities
District 2017-010
0 The Resort at Empire Lakes Community
Facilities District 2018-01
City of Rancho Cucamonga
Investment Effective Rate of Return Comparison
January 2018 - December 2018
3.50%
3.00%
2.50% �_..,„_,,._.».....,....-..
2.00%
1.50%
1.00'D/o
0.50%
0.00°.s
10 .y0 .y0 .ti0
�a6 dee `lay' PQc' `Sad ��� n� poi SeQ �� dos OeC
City Pool Average BoIA Merrill Lynch U.S. Treasuries/Agencies 1-5 Yrs
Fiscal Year 2019/2o Adopted Budget Page 254
Accounting
and Financial
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 37
Daily Cash
Management
Special Districts
in the City
Investment of
Manage Special
Excess Funds
District
Formations
Investment
Reporting
Fiscal Year 2019/2o Adopted Budget Page 255
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, Training and Organizational Development, Talent
Acquisition, Risk Management, Safety, Workers Compensation, and Employee Wellness.
FY 2019/20 Budget Highlights
• Complete implementation of a Performance Management System and provide training to
end users.
• Implement a Learning Management System to improve the delivery, management,
tracking, and reporting of various employee trainings.
• Continue revisions and management of the new onboarding program to ensure a more
meaningful onboarding experience and provide training to supervisors and managers on
using the new onboarding software.
• Initiate innovative advertising, sourcing, and applicant tracking tools to improve the City's
talent acquisition strategies.
• Participate in community events to improve outreach for recruitments.
• Continue to foster and facilitate employee development, organizational development and
succession planning through innovative and cooperative programs.
• 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.
• Continue to track and report information for the Affordable Care Act (ACA) and/or deal
with its repeal and replacement, and update City policies and procedures to ensure
compliance with changing mandates and deadlines of the program.
• Continue to update City and Fire District policies to assure compliance with California and
Federal reguation.
• Continue to improve the efficiency and effectiveness of HR practices and procedures to
better serve internal and external customers.
Fiscal Year 2019/2o Adopted Budget Page 256
Human Resources
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 975,389
$ 1,048,290
$ 1,098,970
Operations and Maintenance
238,799
341,660
361,080
Capital Outlay
-
-
-
Cost Allocation
(402,740)
(407,620)
(442,500)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
811,448
982,330
1,017,550
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
-
-
-
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
-
-
-
All Funds
Personnel Services
975,389
1,048,290
1,098,970
Operations and Maintenance
238,799
341,660
361,080
Capital Outlay
-
-
-
Cost Allocation
(402,740)
(407,620)
(442,500)
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 811,448
$ 982,330
$ 1,017,550
Staffing Summary (Budgeted)
Full Time
9.0
9.0
9.0
Part Time
0.5
0.5
0.5
Total Staffing
9.5
9.5
9.5
Fiscal Year 2019/2o Adopted Budget
Page 257
Human Resources
Performance Statistics
New Hires:
The total number of new hires decreased from FY 2017/18 to FY 2018/19
• Full -Time new hires
decreased by 16%
• Part -Time new hires decreased by 14%
• Full -Time promotions decreased by 29%
• Part -Time promotions increased by 67%
Recruitments:
The total number of recruitments increased by 41% from FY 2017/18 to FY 2018/19
• Full -Time recruitments decreased by 3%
• Part -Time recruitments increased by 75%
• In -House recruitments increased by 56%
Total Applications Received: 7,917 Applications
The number of applications increased by 45% in FY 2018/19
Social Media Outreach: followers increased by an average of 49%
In FY 2018/19, the Human Resources Department held four (4) one -day hiring fairs, participated in three (3)
Community Job Fairs, and held six (6) informational community workshops.
Fiscal Year 2019/2o Adopted Budget Page 258
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 JlReltions Management
Liability
Worker's
Compensation
Safety/Loss
Control
Employee
Wellness
Fiscal Year 2019/2o Adopted Budget Page 259
Innovation and Technology
Department Budget Summary
Overview of Department
The Department of Innovation and Technology (DoIT) facilitates
the impactful use of technology across all City Departments,
allowing for increased efficiency, improved transparency, and
overall enhanced service to the community. The Department is
comprised of four divisions including Systems and Network,
Enterprise Applications, Geographic Information Services, and
Operations.
FY 2019/20 Budget Highlights
• Replacement of the City's legacy blade/chassis data center environment with updated
Dell/VMWare VXRaiI Hyperconverged infrastructure.
• Completion of the City's backup data center
in cooperation with the Rancho Cucamonga Fire
Protection District.
• Completion of the Veeam data center backup
project and implementation of cloud storage for
disaster recovery.
• Implementation of OKTA multi -factor and
single -sign -on identity management.
• Addition of threat detection and security
notifications to citywide e-mail services.
Transition of mobile device management services for the Fire District from Safety staff to
the Department of Innovation and Technology.
Assist with drone deployments for building and site inspection surveys, public safety
training, and updated aerial imagery for digital mapping services.
Upgrade of over 150 City computers to Windows 10 operating system ahead of end -of -life
for Windows 7 in January 2020.
Fiscal Year 2019/2o Adopted Budget Page 26o
Innovation and Technology
Department Budget Summary
Full Time 23.0 23.0 23.0
Part Time - - -
Total Staffing 23.0 23.0 23.0
Fiscal Year 2019/2o Adopted Budget Page 261
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 2,417,398
$ 2,770,450
$ 2,977,060
Operations and Maintenance
2,501,652
2,659,100
2,859,570
Capital Outlay
-
-
-
Cost Allocation
(1,471,960)
(1,588,400)
(1,768,940)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
3,447,090
3,841,150
4,067,690
Other Funds
Personnel Services
-
52,000
52,000
Operations and Maintenance
1,169,213
704,930
420,260
Capital Outlay
-
445,000
285,350
Cost Allocation
-
-
-
Debt Service
13,382
-
537,080
Transfer Out
-
-
-
Subtotal
1,182,595
1,201,930
1,294,690
All Funds
Personnel Services
$ 2,417,398
2,822,450
3,029,060
Operations and Maintenance
3,670,865
3,364,030
3,279,830
Capital Outlay
-
445,000
285,350
Cost Allocation
(1,471,960)
(1,588,400)
(1,768,940)
Debt Service
13,382
-
537,080
Transfer Out
-
-
-
Total Cost
$ 4,629,685
$ 5,043,080
$ 5,362,380
Staffing Summary (Budgeted)
Full Time 23.0 23.0 23.0
Part Time - - -
Total Staffing 23.0 23.0 23.0
Fiscal Year 2019/2o Adopted Budget Page 261
Innovation and Technology
Performance Statistics
Information Technology
Maintained by the IS Division
Desktop & Notebook Computers;
iPads;
Central Computer Services;
Printers;
Enterprise Applications;
Office Productivity Programs;
Multi -Function Photocopiers;
Wired & Wireless Networks;
Help Desk Tickets Completed:
2017: 2,049
2018: 1,947
COMPLETED WORK ORDERS
FEB MAR APRIL MAY JUNE JULY AUG SEPT
COMPLETED WORK ORDERS BY TYPE
■ 2017 ■ 2018
o-
c
M
41
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t, U tti
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5 P
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Fiscal Year 2019/2o Adopted Budget Page 262
Innovation and Technology
Services to the Community
Innovation and
Technology
Geographic Customer
Applications Systems Information
Services (GIS) Service
Enterprise
Network
Spatial Data
Help Desk
Application
Security and
Visualization
Requests
Management
Management
Business
User Support
User Interface
L
Data Center
Intelligence
Development
Management
Development
Hardware
Information
Rancho
Implementation
Data Hosting
Solutions
Security
Enterprise GIS
Practices J
k (REGIS)
Fiscal Year 2019/2o Adopted Budget Page 263
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 2019/20 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.
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partnership with County of San
Bernardino.
• 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 to partner 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 2019/2o Adopted Budget Page 264
Economic and Community Development
Department Budget Summary
Other Funds
Personnel Services
-
Adopted
Adopted
Operations and Maintenance
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
-
-
-
Personnel Services
$ 403,886
$ 418,500
$ 401,010
Operations and Maintenance
139,872
373,780
404,340
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
543,758
792,280
805,350
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
58,885
409,040
658,660
Capital Outlay
-
53,000
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
182,940
182,940
-
Subtotal
241,825
644,980
658,660
All Funds
Personnel Services
403,886
418,500
401,010
Operations and Maintenance
198,757
782,820
1,063,000
Capital Outlay
-
53,000
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
182,940
182,940
-
Total Cost
$ 785,583
$ 1,437,260
$ 1,464,010
Staffing Summary (Budgeted)
Full Time
3.0
3.0
3.0
Part Time
-
-
-
Total Staffing
3.0
3.0
3.0
Fiscal Year 2019/2o Adopted Budget Page 265
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 2019/2o Adopted Budget Page 266
Economic and Community Development
Services to the Community
Oversee Services
of:
Building and
Safety
Engineering
Planning
Public Works
Economic and
Community
Development
Assist in
Implementing City
Council's Goals
Oversight of Key
Capital Projects
Foster Economic
Development
through Focused
Programs that
Promote the
Quality of Life and
Economic Health
of the Communitv
Housing
Works to ensure
decent affordable
housing and
services are
provided to families
and residents of low
to moderate income
Fiscal Year 2019/2o Adopted Budget Page 267
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 check, 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 assists 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 2019/20 Budget Highlights
• Use of aerial imagery on a test basis to evaluate and inspect tall buildings and difficult -to -
access construction features.
• Utilization of drone technology, electronic plans and editing software to provide safe and
accurate inspections in the future.
• Fund additional contract services for outside consultants to provide assistance in plan check
and inspections as the robust economy continues into the new fiscal year.
• Train new and existing staff on technical code requirements which is critical to effectively
implement changing State code amendments including accessibility and energy
requirements.
Fiscal Year 2019/2o Adopted Budget Page 268
Building and Safety Services
Department Budget Summary
Adopted
Adopted
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
Personnel Services
$ 1,390,678
$ 1,650,810
$ 1,796,340
Operations and Maintenance
250,694
241,430
120,610
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
1,641,372
1,892,240
1,916,950
Other Funds
Personnel Services
-
-
-
Operations and Maintenance
7,135
40,450
42,240
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
7,135
40,450
42,240
All Funds
Personnel Services
1,390,678
1,650,810
1,796,340
Operations and Maintenance
257,829
281,880
162,850
Capital Outlay
-
-
-
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 1,648,507
$ 1,932,690
$ 1,959,190
Staffing Summary (Budgeted)
Full Time
16.0
16.0
16.0
Part Time
0.5
0.5
0.5
Total Staffing
16.5
16.5
16.5
Fiscal Year 2019/2o Adopted Budget
Page 269
Building and Safety Services
Performance Statistics
Building and Safety Services Department Highlights of 2018
3;.
Over 560 electronic plans were submitted on
1 Accelerate in 2018, more than doubling last years'
submittals online.
• 663 solar permits were processed in 2018, down
approximately 5% from the 698 issued in 2017.
• All inspection requests were responded to within a
twenty-four hour turn -around time.
gam.
Building and Safety Services
Revenue
$2,500,000.00
$2,152,114.00
a. $2,000,000.00 $1,906,244.00
$1,776,665.00
C
0
E $1,500,000.00
Q
d
$1,000,000.00
W
$500,000.00
E2016 ■ 2017 2018
Year
Inspections Performed
14,500
14,188
14,000
13,570
N
13,500
.2
u
d
CL
13,000 12,897
12,500
12,000
■ 2016 ■ 2017 2018
Year
Fiscal Year 2019/2o Adopted Budget Page 270
Permits Issued
4,400
4,277
4,191
4,200
4,133
4,000
3,800
E
a 3,600
3,400
3,200
3,000
■ 2016 ■ 2017 2018
Year
Fiscal Year 2019/2o Adopted Budget Page 270
Building and Safety Services
Services to the Community
Building
and Safety
Administrative
Building and
Water Quality
Construction
Assessment
Building and
Support
Fire Plan
and Permit
Review
Fire
Services
Checks
Response
Services
Inspections
Fiscal Year 2019/2o Adopted Budget Page 271
Damage
Water Quality
Assessment
Management
Plan (WQMP)
Review
Complaint
Response
Fiscal Year 2019/2o Adopted Budget Page 271
Engineering Services
Department Budget Summary
Overview of Department
.. 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, citywide streetlights and the fiber optic infrastructure network. This
section also provides budget support for the department.
FY 2019/20 Budget Highlights
• Preparation of transportation thresholds, procedures, and guidelines for implementation of
SB743 requirements.
• Construction of Phases 1 and 2 of the Advance Traffic Management
System (ATMS).
• Flashing Yellow Left -Turn Arrow Upgrades at four intersections along
Day Creek Boulevard.
• Resurfacing of four major arterial roadways.
• Construction of the Etiwanda Avenue Grade Separation Project.
• Build out and expansion of the RC Fiber Network.
• ADA Transition Plan Update.
• Build partnerships with businesses, schools, and City facilities to implement the City's
environmental objectives and meet regulatory requirements.
Fiscal Year 2019/2o Adopted Budget Page 272
Engineering Services
Department Budget Summary
Adopted Adopted
Actuals Budget Budget
Funds Summary 2017/18 2018/19 2019/20
Operating Budget
Personnel Services $ 1,751,200 $ 2,182,340 $ 2,464,020
Operations and Maintenance 259,119 326,760 316,750
Capital Outlay - - -
Cost Allocation - - -
Debt Service - - -
Transfer Out - - -
Subtotal 2,010,319 2,509,100 2,780,770
Other Funds
Personnel Services
4,234,285
4,477,440
4,831,160
Operations and Maintenance
11,135,601
11,140,860
11,303,190
Capital Outlay
15,478,022
26,406,290
67,683,190
Cost Allocation
-
-
-
Debt Service
-
-
939,610
Transfer Out
1,807,494
1,578,680
1,726,150
Subtotal
32,655,402
43,603,270
86,483,300
All Funds
Personnel Services
5,985,485
6,659,780
7,295,180
Operations and Maintenance
11,394,720
11,467,620
11,619,940
Capital Outlay
15,478,022
26,406,290
67,683,190
Cost Allocation
-
-
-
Debt Service
-
-
939,610
Transfer Out
1,807,494
1,578,680
1,726,150
Total Cost $
34,665,721 $
46,112,370
$ 89,264,070
Staffing Summary (Budgeted)
Full Time
37.0
37.0
39.0
Part Time
1.9
1.9
1.2
Total Staffing
38.9
38.9
40.2
Fiscal Year 2019/2o Adopted Budget
Page 273
Engineering Services
Performance Statistics
Core Service Categories
Public Infrastructure Improvements • Land Development • Transportation Development -
Municipal Utility (RCMU) • Storm Water Pollution Prevention • Solid Waste Management •
Recycling Programs • Household Hazardous Waste Management • Issuing Construction Permits
Capital Improvements Highlights
• 59 capital improvement projects identified in FY 2018/19
Capital Improvement Program (CIP)-in all phases
(conception, design and construction).
• 45 capital improvement projects approved for construction
in 2018 totaling $35 million in community investment.
Environmental Programs HHW Facility Highlights
• 7,011 participants served at the HHW Collection Facility
• 429,142 lbs. collected (non E -waste items)
• $21,794.93 generated in E -waste Revenue
Land Development Highlights
• 2,444 permits issued for work in the
Public Right -of -Way.
• 20 customers assisted each day on aver-
age at the front counter.
RCMU Facts and System Data
• Year established - 2001
• Date began providing power - May
2004
• Service area size - 4 square miles
• Number of meters - 985
• Number of streetlights - 236
• Number of transformers - 149
• Distribution Lines - 24 (circuit miles)
• Average annual consumption - 73,911
MWh
• Number of customers - 985 (as of Dec
2018)
• $11,018,870 revenue received
Fiscal Year 2019/2o Adopted Budget Page 274
Permits Issued
by Type
■ Lane Closure ■ Right -of -Way
ot oversize Load
1000
900
Boo
700
600
500
400
300
200
100
0
2016 2017
2018
Environmental Programs HHW Facility Highlights
• 7,011 participants served at the HHW Collection Facility
• 429,142 lbs. collected (non E -waste items)
• $21,794.93 generated in E -waste Revenue
Land Development Highlights
• 2,444 permits issued for work in the
Public Right -of -Way.
• 20 customers assisted each day on aver-
age at the front counter.
RCMU Facts and System Data
• Year established - 2001
• Date began providing power - May
2004
• Service area size - 4 square miles
• Number of meters - 985
• Number of streetlights - 236
• Number of transformers - 149
• Distribution Lines - 24 (circuit miles)
• Average annual consumption - 73,911
MWh
• Number of customers - 985 (as of Dec
2018)
• $11,018,870 revenue received
Fiscal Year 2019/2o Adopted Budget Page 274
Engineering Services
Services to the Community
Engineering Services
Land
Development Capital Project Environmental Rancho
& 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 2019/2o Adopted Budget Page 275
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
• Evaluate a new mixed-use project at Haven and 26th Street, as well as a hotel project at
Haven and 6th Street.
• Move forward with infrastructure for the Empire Lakes project (The Resort) and review
residential development proposals for apartment and for sale housing along the south end
of the project area.
• Continue evaluating regulations from the state regarding housing, including the 15 bills
adopted into last year's state "Housing Package," to understand the impact of these bills
and address changes needed to the development code or our development review process.
• Complete the Etiwanda Heights Specific Plan. (City Council Goal ML -3)
• Begin work with a selected consultant for the next General Plan Update which will build
on and refine the City's vision for a world class community: create a diverse set of places,
maintain and grow a strong industrial and manufacturing sector, develop new urban
cores/neighborhoods and protect/maintain/enhance suburban neighborhoods and rural
areas of the city.
• The FY 2019/20 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 2019/2o Adopted Budget Page 276
Planning
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
Adopted
Adopted
Actuals Budget
Budget
2017/18 2018/19
2019/20
$ 1,242,527
$ 1,301,680
$ 1,490,770
890,504
354,350
320,060
2,133,031
1,656,030
1,810,830
368,345
424,830
322,430
302,070
329,400
513,330
490,508
5,398,530
1,116,640
1,160,923
6,152,760
1,952,400
All Funds
Personnel Services
1,610,872
1,726,510
1,813,200
Operations and Maintenance
1,192,574
683,750
833,390
Capital Outlay
490,508
5,398,530
1,116,640
Cost Allocation
-
-
-
Debt Service
-
-
-
Transfer Out
-
-
-
Total Cost
$ 3,293,954
$ 7,808,790
$ 3,763,230
Staffing Summary (Budgeted)
Full Time
14.0
14.0
13.0
Part Time
0.8
0.8
0.8
Total Staffing
14.8
14.8
13.8
Fiscal Year 2019/2o Adopted Budget
Page 277
Planning
Performance Statistics
New Development Highlights 2018
Notable developments taking shape:
• Day Creek Square at Base Line Road
and Day Creek Boulevard
• Arte Apartments at Foothill Boule-
vard and Hermosa Avenue
• Haven City Market at Haven and
Arrow
Planning Counter Visits
10000 ----9553 -----..
8000
6000
4000
2000
0
9474
2016 2017
7191
2018
Planning Department Revenue
5750,000
574Q000
5730,000_-
5720,000 --._.. ...---._..._.
$710,000
5700,000 — ---
5690,000--
5680.000 ---- -------
5670,000 --- — --
5660,000 -- —
$650,000
3500
3000
-------_ -
2500
2000
--------._..�..
1500
-------------__lis
1195
1000
---
500
._-_....
0
$741,408
FY 15-16 FY 16-17 `rY 1J-13
Actual —Budget
Planning Work Volume
2903
FY 15-16 FY 16-17 FY 17-18
■ Planning Applications s Business License Review ■ Plan Checks
Fiscal Year 2019/2o Adopted Budget Page 278
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 2019/2o Adopted Budget Page 279
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 31 parks, Adult
Sports Park and baseball stadium, 125 street front miles of
landscape, comprehensive inventory of trees, paseos and
trails; Street/Fleet/Storm Drain: Care for 533 roadway
miles and 3,890 catch basins and 189 vehicles, over 140 On
and Off road equipment, graffiti removal, and 214 signal -
controlled intersections/crossings (five additional signals anticipated in FY 2019/20); and
Administration/Project Management: Manage departmental support services, contracts, safety and
risk management, budget, and capital maintenance projects.
FY 2019/20 Budget Highlights
• Accommodate minimum wage impacts resulting from the Department's heavy dependence on
contract labor-intensive services such as janitorial, security guard, and landscape maintenance
services.
• Continue to focus on the goal to reduce overall City water consumption. Parks staff have been
working steadily on identifying areas where water consumption can be reduced through water
audits.
• As part of the water saving effort, $800,000 has been set aside in LMDs 2 ($400,000) and 4R
($400,000) specifically for turf removals along with converting existing planter sections with
low water use landscape plants and materials.
• Continue to replace or repair worn out rubberized surfacing — the rubberized surface at twelve
various parks will be replaced.
• Due to the traffic signal infrastructure aging and numbers of vehicles hitting this infrastructure
increasing, funding has been provided to replace equipment such as traffic signal cabinets,
batteries, controllers, and other frequently impacted equipment.
• Begin 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.
• Other projects include: roof repair at the City Yard; Milliken Underpass Sidewalk Expansion
project; refurbish the equestrian main arena; Metrolink canopy painting; replace restroom and
storage building roofs at Heritage Park; and design/install new LED ballfield lights at Garcia
Park.
Fiscal Year 2019/2o Adopted Budget Page 280
Public Works Services
Department Budget Summary
All Funds
Personnel Services
9,095,670
Adopted
Adopted
Operations and Maintenance
Actuals
Budget
Budget
Funds Summary
2017/18
2018/19
2019/20
Operating Budget
(887,730)
(839,810)
(976,160)
Personnel Services
$ 4,819,102
$ 5,278,840
$ 5,561,710
Operations and Maintenance
5,646,988
6,319,670
6,601,730
Capital Outlay
-
500,000
475,000
Cost Allocation
(887,730)
(839,810)
(976,160)
Debt Service
-
-
-
Transfer Out
-
-
-
Subtotal
9,578,360
11,258,700
11,662,280
Other Funds
Personnel Services
4,276,568
4,692,770
4,830,370
Operations and Maintenance
9,274,518
10,809,270
11,815,760
Capital Outlay
235,455
1,210,000
2,939,850
Cost Allocation
-
-
-
Debt Service
24,771
142,570
142,570
Transfer Out
245,970
278,650
571,520
Subtotal
14,057,282
17,133,260
20,300,070
All Funds
Personnel Services
9,095,670
9,971,610
10,392,080
Operations and Maintenance
14,921,506
17,128,940
18,417,490
Capital Outlay
235,455
1,710,000
3,414,850
Cost Allocation
(887,730)
(839,810)
(976,160)
Debt Service
24,771
142,570
142,570
Transfer Out
245,970
278,650
571,520
Total Cost
$ 23,635,642
$ 28,391,960
$ 31,962,350
Staffing Summary (Budgeted)
Full Time
Part Time
Total Staffing
128.0
34.1
162.1
129.0
34.1
163.1
130.0
34.1
164.1
Fiscal Year 2019/2o Adopted Budget Page 281
Public Works Services
Performance Statistics
2018 Highlights
• 372 requests through RC2GO app
• 2 days on average to complete RC2GO requests
• 3,980 potholes repaired
• 17,150 sf. of asphalt removed/replaced (460 locations)
• 7,127 sf. of asphalt overlays (103 locations)
• 17,979 sf. of concrete sidewalk removed/replaced (117 locations)
• 659 linear ft. of concrete curb & gutter removed/ replaced (33 locations)
2,897 sf. of concrete drive approach removed/replaced (26 locations)
• Annual Concrete Repair Project (Contract)
• 49,919 square feet of sidewalk removed/replaced
89
67
58
25
. 11 11
Atp
Ile
Streets After -Hours Call Outs
2017 w, 2018
84 95
79
48 44 56
29
24
. V11
`S�
Il
Qac
Tree Trimming
In -House Contractor
■ 2017 2018 ■ 2017 2018
4,846 7,522 10,553
567 423 199 515 27
300 31 353 24
son
Tree Pruned Trees Trees Tree Pruned Trees Trees
Removed Planted Removed Planted
74
67
34 35
�Q
J�
Fiscal Year 2019/2o Adopted Budget Page 282
Public Works Services
Services to the Community
Public Works
Services
Facilities Parks and
Maintenance Landscape
Maintenance
City Buildings I H Urban Forestry
Fire Stations I H Water Management
Street
Maintenance
Traffic Signals and
Safety Lighting
Street Sweeping
Parkways, Medians I H Graffiti Removal
and Trails I
Administration
Clerical/
Administration
Safety/Training
Capital Projects
Park FacilitiesStorm Drain Contracts
and Amenities Maintenance
Park LandscapeI I --I City Fleet I I Budget/Finance
Maintenance I
Concrete
and Asphalt
Fiscal Year 2019/2o Adopted Budget Page 283
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Fiscal Year 2019/2o Adopted Budget Page 284
RANCHO
CUCAMONGA
CALIFORNIA
CAPITAL
IMPROVEMENT
PROGRAM
Fiscal Year 2019/2o Adopted Budget Page 285
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Fiscal Year 2019/2o Adopted Budget Page 286
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Capital Improvement Program
Summary by Category
The City's Capital Improvement Program (CIP) for Fiscal Year 2019/20 will provide needed
infrastructure improvements city-wide. The CIP summarizes the projects planned for the
upcoming fiscal year by the following categories:
Landscaping— 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. (There are no
projects in this category for FY 2019/20).
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) electrical and fiber optic distribution systems.
Parks — Projects that are located in, on, or adjacent to a park or community center facility.
Railroad Crossings — High cost, infrequent projects that require large funding commitments,
lengthy construction schedules, and inevitably cause some inconvenience to the local community
during the construction period. Railroad Crossings are identified in the City's General Plan
document.
Streets — Projects include resurfacing of local arterial and residential streets in order to extend
pavement life and improve driving conditions as well as widening and extension of streets as need
dictates via new development, community needs, and the City's General Plan.
Traffic — Projects are typically those that will promote safe and efficient traffic circulation per
State and local design standards such as new signals, upgrades to intersections, etc.
Fiscal Year 2019/2o Adopted Budget Page 287
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Capital Improvement Program
Summary by Category
Following is the total budgeted by category for Fiscal Year 2019/20:
Landscaping
$ 800,000
Facilities
5,421,000
Miscellaneous
2,287,090
Municipal Utility
1,445,000
Parks
2,494,100
Railroad Crossings
225,000
Streets
57,123,000
Traffic
8.579.460
Total CIP $78,374,650
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 Landscaping category includes water conservation and landscape renovations at LMD 2 and
LMD 4R.
The Facilities category includes Civic Center carpet and reconfiguration, new west -side public
safety facility, Fire District water conservation landscaping and site improvements, Metrolink
Station improvements, Paul A. Biane Library second story project, and the Public Works Services
Department warehouse expansion.
The Miscellaneous category includes protected bike lane on 6th Street, sidewalk improvements on
the north side of 9th Street, Day Creek Channel bike trail, wrought iron fencing at LMD 4R, and
sidewalk improvements for bus stops at four locations.
The Municipal Utility category includes distribution line extension to service new planned
commercial warehouse development on 6th Street and 7th Street, line extension to connect
RCMU's existing distribution on Arrow Route to the new Etiwanda Avenue grade separation, and
Rancho Cucamonga Fiber Optic Network.
The Parks category includes Etiwanda Creek Park -Phase II, the design and installation of new
LED ballfield lighting at Garcia Park, painting of facilities and amenities at various parks, and the
replacement of rubberized playground surfacing at various parks.
The Railroad Crossings category includes the preliminary design drawings and cost estimates for
a grade crossing at 6th Street and the BNSF Railroad Spur that, if constructed, would complete 6th
Street between Santa Anita Avenue and Etiwanda Avenue.
Fiscal Year 2019/2o Adopted Budget Page 288
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Capital Improvement Program
Summary by Category
The Streets category includes the construction of ADA compliant ramps at various locations
citywide, Etiwanda Avenue grade separation project, and local street pavement rehabilitation at
various locations.
The Traffic category includes advance traffic management systems phases I and II, upgrading left
turn phases at Day Creek Boulevard, and Southwest Cucamonga Class I bike trail project.
Details of the cost and funding source(s) for each project budgeted for Fiscal Year 2019/20 are
included in the following pages.
Fiscal Year 2019/2o Adopted Budget Page 289
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20
Adopted Budget
Capital Improvement Program
Detail by Category
Catesory / Project Description
Funding Source
Amount
Landscaping
LMD 2 Water Conservation and Landscape Renovations
LMD 2 $
400,000
(Multi -Phased Project)
LMD 4R Water Conservation and Landscape Renovations
(Multi -Phased Project)
LMD 4R
400,000
Landscaping Total:
800,000
Facilities
Central Park - Makeover
Capital Reserve
12,000
City Facilities - Roof Replacement and Repairs
Capital Reserve
250,000
City Yard - Roof Repair
Capital Reserve
70,000
Civic Center - Carpet and Reconfiguration
Capital Reserve
525,000
Cultural Center - Courtyard Redesign
Capital Reserve
15,000
Cultural Center - Lighting Control System
Capital Reserve
15,000
Fire District - East Ave Fire Station 176
Fire Capital Projects
75,000
Fire District - Public Safety Facility
Fire Capital Projects
150,000
Fire District - Town Center Station 178
Fire Capital Projects
75,000
Fire District - Water Conservation Landscaping and Site Improvements
Fire Capital Projects
1,100,000
LoanMart Stadium - Seating Area Concrete Sealing
Sports Complex
15,000
Metrolink Station - Improvements
LMD 3B
204,000
Paul A. Biane Library - Second Story Project
Library Capital Fund
575,000
Public Works Services Department - Warehouse Expansion
Capital Reserve
2,140,000
R.C. Sports Center - Compressed Natural Gas Station
AB 2766
160,000
Fire Capital
40,000
200,000
Facilities Total:
5,421,000
Miscellaneous
6th St Cycle Track & Milliken Bike Lane
Citywide Infrastructure
170,690
Fiscal Year 2019/2o Adopted Budget Page 290
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20
Adopted Budget
Capital Improvement Program
Detail by Category
Category / Proiect Description
Funding Source
Amount
9th St along north side west of Vineyard Ave - Sidewalk
Citywide Infrastructure
95,200
Improvements
Safe Rts To School
90,800
186,000
Barrier Replacements at Flood Control Entrance/Exit
Beautification
60,000
Citywide Concrete Repair
General Fund
500,000
Measure I
100,000
600,000
Day Creek Channel Bike Trail: Jack Benny to Base Line
Ped Grant/Art 3
403,000
AB 2766
217,000
620,000
LMD 4R - Wrought Iron Fencing
LMD 4R
385,000
Milliken Ave Underpass - Sidewalk Expansion
LMD 3B
90,000
Pacific Electric Trail- Drainage Improvements
LMD 1
50,000
Sidewalk Improvements for Bus Stops at Four locations
Gas Tax R&T 7360
13,000
Ped Grant/Art 3
48,000
61,000
Southeast Corner Foothill Blvd and Etiwanda Avenue - Sidewalk Survey
CDBG
7,200
Westerly Sidewalk Improvements along Hellman Ave
CDBG
57,200
Miscellaneous Total:
2,287,090
Municipal Utility
6th St from W/O Haven Ave to Center Ave - Electric and Fiber Extension
Municipal Utility
275,000
7th St from W/O Haven Ave to RR Tracks - Electric & Fiber Line Ext
Municipal Utility
275,000
City Hall East Parking Lot - Electric Line Extension
Municipal Utility
150,000
Etiwanda Ave from Arrow Rte to Whittram Ave - Electric Dist Line Ext
Municipal Utility
300,000
Rancho Cucamonga Fiber Optic Network
Fiber Optic Network
445,000
Municipal Utility Total:
1,445,000
Parks
Etiwanda Creek Park - Phase II
Park Development
450,000
Garcia Park - Ball Field Lights
LMD 9
500,000
Heritage Park - Equestrian Main Area Refurbish
PD 85
50,000
Fiscal Year 2019/2o Adopted Budget Page 291
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20
Adopted Budget
Capital Improvement Program
Detail by Category
Cateeory / Project Description
Fundine Source
Amount
Heritage Park - Replace Restroom & Storage Building Roof
PD 85
75,000
Old Town Park - Sports Lighting Foundation
LMD 1.
50,000
Parks Facility Painting
LMD 2
74,300
LMD 4R
148,650
LMD 6
5,000
LMD 9
31,500
LMD 10
34,800
294,250
Paseo Lighting Retrofits
LMD 2
242,550
Replace Rubberized Playground Surface
LMD 1
313,000
LMD 2
114,000
LMD 4R
45,000
PD85
210,300
CFD 2000-03
150,000
832,300
Parks Total:
2,494,100
Railroad Crossings
6th St at BNSF Spur Crossing west of Etiwanda Avenue
Transportation
225,000
Railroad Crossings Total:
225,000
Streets
ADA Ramps at Various Locations
Measure I
100,000
Gas Tax R&T 7360
150,000
250,000
Base Line Road Utility Underground
Underground Utilities
77,000
Church St: Haven to Milliken - Pavement Rehab
Measure I
625,000
Etiwanda Ave east side widening from 400' north Whittram Ave
Measure I
550,000
to 300' s/o Arrow Rte
CDBG
30,000
580,000
Etiwanda Ave from Foothill Blvd to Wilson Ave - Pavement Rehab
Measure 1
50,000
Etiwanda Ave Grade Separation Project
SB -1 TCEP
52,150,000
Citywide Infrastructure
25,000
52,175,000
Grind and Patch Asphalt Pavement at Arterial Intersection
Gas Tax R&T 7360
50,000
Fiscal Year 2019/2o Adopted Budget Page 292
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20
Adopted Budget
Capital Improvement Program
Detail by Category
CateEorV / Protect Description
Hermosa Ave from Banyan to Wilson - Pavement Rehabilitation
Hermosa Ave n/o Fthll to Church St - Widening
Highland Ave from Archibald to Haven - Pavement Rehabilitation
Local Street Pavement Rehabilitation at Various Locations
Youngs Canyon Rd - Extension from Koch Place to Cherry Ave
Traffic
Advance Traffic Management System - Phase I
Advance Traffic Management System - Phase 2
Day Creek: Upgrade LT Phases
School Crosswalk Improvements
Southwest Cucamonga Class I Bike Trail Project
Traffic Signal Battery Back -Up Replacements
Vineyard Avenue @ San Bernardino Rd - Traffic Signal Modification
Fundine Source Amount
Road Maint & Rehab
266,000
Beautification
350,000
Gas Tax R&T 7360
150,000
500,000
Road Maint & Rehab
600,000
Measure I
900,000
Road Maint & Rehab
1,000,000
1,900,000
AD 88-2 Etiwanda/Highlnd
50,000
Streets Total:
57,123,000
Transportation
4,039,000
Transportation
2,828,000
Transportation
282,000
Gas Tax R&T 7360
47,000
329,000
Transportation
83,500
CDBG
163,800
247,300
AB 2766 596,160
Equip/Veh Replacement 150,000
Gas Tax R&T 7360 150,000
300,000
Transportation 90,000
Fire Capital 150,000
240,000
Traffic Total: 8,579,460
Total Capital Improvement Projects: $ 78,374,650
Fiscal Year 2019/2o Adopted Budget Page 293
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Fiscal Year 2019/2o Adopted Budget Page 294
RANCHO
CUCAMONGA
CALIFORNIA
APPENDIX
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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 (such as developer
impact fees and grants), Enterprise Funds, 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 2019/2o Adopted Budget Page 297
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Financial Policies
PURCHASING POLICY
Purchasing Limits: Less than $5,000 No bid necessary, may use P -
Card
$5,001 to $20,000 Purchase order required for
vendor of choice; comparative
shopping is strongly advised
$20,001 up to $50,000 Request for Quote (RFQ)
required with three (3) viable
bids
More than $50,000 Formal bid
Public Works Bids:
Up to $45,000 Force account
Up to $175,000 Informal bids
$175,000 and over Formal advertisement
Contract Signing Limits: $50,000 or less City Manager will have full
discretion on designating below
his/her authority. Staff signature
authority limits will be updated
and reviewed on an annual basis.
$75,000 or less Assistant City Manager and
Deputy City Managers
$100,000 or less City Manager
Public Works Contracts:
$175,000 or less City Manager
$175,001 or more City Council
FUND BALANCE/RESERVE POLICY
Adequate fund balance, or 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.
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
Fiscal Year 2019/2o Adopted Budget Page 298
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Financial Policies
the extent to which the City/Fire District 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 addressed in this policy due to the nature of their
restrictions. An example of nonspendable fund balance is inventory. Restricted fund balance is
either imposed by law or constrained by grantors, contributors, or laws or regulations of other
governments. This policy is focused on financial reporting of unrestricted fund balance, or the last
three components listed above. These three components are further defined below.
Committed Fund Balance
The City Council (which also acts as the Board of Directors for the Rancho Cucamonga Fire
Protection District), as the City's highest level of decision-making authority, may commit fund
balance for specific purposes pursuant to constraints imposed by formal actions taken, such as an
ordinance or resolution. These committed amounts cannot be used for any other purpose unless
the City Council/Fire Board removes or changes the specified use through the same type of formal
action taken to establish the commitment. City Council/Fire Board action to commit fund balance
needs to occur within the fiscal reporting period; however, the amount can be determined
subsequently.
■ Changes in Economic Circumstances
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
Fiscal Year 2019/2o Adopted Budget Page 299
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Financial Policies
(excluding infrastructure), building improvements, and improvements other than building for
governmental activities, excluding assets owned by the Rancho Cucamonga Fire Protection
District.
• 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.
Fiscal Year 2019/2o Adopted Budget Page 300
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Financial Policies
■ Law Enforcement
The City's General Fund balance committed for public safety purposes, including operations,
equipment, capital outlay, capital facilities, 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.
Assigned Fund Balance
Amounts that are constrained by the City/Fire District's intent to be used for specific purposes, but
are neither restricted nor committed, should be reported as assigned fund balance. This policy
hereby delegates the authority to assign amounts to be used for specific purposes to the City
Manager and/or Finance Director for the purpose of reporting these amounts in the annual financial
statements. The following are a few non-exclusive examples of assigned fund balance.
■ Economic and Community Development Special Services
The City's General Fund balance assigned for contracts, special services, or projects associated
with Economic and Community Development (ECD) special projects or ECD
initiatives/Council goals (such as economic strategy and Development Code contract services)
as well as a one-year value of staffing costs for Planning, Building and Safety, and Engineering
(not including capital and project management).
■ Annexation, Habitat Mitigation and Sphere of Influence Issues
Established to provide funds for a multi-year effort to analyze the physical constraints and
opportunities within the sphere area, provide required environmental analysis, and plan for the
eventual annexation of the remaining unincorporated areas within the City sphere of
influence. This reserve also provides for ancillary costs related to annexation of the sphere
area, including mitigation issues and legal challenges. Another area covered by this reserve is
the creation of a multi -species habitat conservation plan as well as acquisition of habitat
conservation land.
Unassigned Fund Balance
These are residual positive net resources of the General Fund and Fire District funds in excess of
what can properly be classified in one of the other four categories.
Fund Balance Classification
The accounting policies of the City/Fire District consider restricted fund balance to have been
spent first when an expenditure is incurred for purposes for which both restricted and unrestricted
fund balance is available. Similarly, when an expenditure is incurred for purposes for which
amounts in any of the unrestricted classifications of fund balance could be used, the City/Fire
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Financial Policies
District considers committed amounts to be reduced first, followed by assigned amounts and then
unassigned amounts.
This policy is in place to provide a measure of protection for the City/Fire District against
unforeseen circumstances and to comply with GASB Statement No. 54. No other policy or
procedure supersedes the authority and provisions of this policy.
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 2019/2o Adopted Budget Page 302
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Financial Policies
DEBT MANAGEMENT POLICY
I. PURPOSE
The purpose of this policy is to establish guidelines for the following objectives:
A. Minimize debt service and issuance costs
B. Provide a scheduling component (planning)
C. Maintain access to cost-effective borrowing
D. Achieve the highest practical credit rating
E. Full and timely repayment of debt
F. Balance use of pay-as-you-go and debt financing
G. Maintain full and complete financial disclosure and reporting
H. Ensure compliance with applicable State and Federal laws
II. SCOPE
This policy applies to debt issued by the City of Rancho Cucamonga and its related entities, as
well as debt issued by the City of Rancho Cucamonga on behalf of other parties.
III. GENERAL POLICIES
A. Designated Managers of City Debt
1. The Finance Department under the direction of the Finance Director issues and
oversees the ongoing administration of all the General Fund and special fund debt
programs. These include General Obligation Bonds, lease purchase obligations, tax
allocation bonds, revenue obligations, Mello -Roos and special assessment
obligations. Other programs are added from time to time as new debt instruments
are developed.
B. Method of Sale. The City may utilize any methods of sale identified below.
1. There are two methods of issuing debt obligations, a competitive sale and a
negotiated sale. In a competitive sale, underwriters submit sealed bids and the
underwriter or underwriting syndicate with the lowest True Interest Cost (TIC) is
awarded the sale. In a negotiated sale, the underwriter or underwriting syndicate is
selected through a Request for Proposal (RFP) process. The interest rate and
underwriter's fee are negotiated prior to the sale, based on market conditions.
2. When determining whether to use a competitive or negotiated sale, the following
criteria should be used by the Finance Director to evaluate issuer and financial
characteristics:
a. Market familiarity: The City can generally sell most issues through a
competitive sale since investors and underwriters are familiar with its credit
quality. The Finance Director should consider whether a successful sale will
require extensive pre -marketing to investors. A negotiated sale may be
appropriate if extensive pre -marketing to investors is advantageous.
b. Credit strength: The higher the credit quality of the City, the less likely the
need for a negotiated sale due to the demand for high quality municipal bonds.
A competitive bidding may be appropriate with the credit rating above "A".
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c. Policy goals: If the City chooses a negotiated sale for a policy reason, the City
should then clearly specify the rationale and criteria for the selection of the
underwriters to avoid the appearance of favoritism. Generally, the City should
make a policy decision to proceed with a negotiated sale when the composition
and distribution of bonds for a particular financing would be advantageous.
d. Type of Debt Instrument: Familiar debt instruments would be better suited to
competitive sales. New types of instruments may require an education process
that is more conducive to a negotiated sale. Thus, as the market becomes more
familiar with the City's debt instruments, the need to educate the market
diminishes.
e. Issue Size: If the bond amount is too small or too large, then the City should
consider a negotiated sale. A small bond sale may not attract market attention
without significant sales effort while a large sale may be difficult for the market
to absorb without the pre -sale activity offered by the negotiated sale process.
f. Market Conditions: When the market has interest rate stability, flexibility in
the timing of the sale is not critical. However, the timing of the sale is critical
when there is a volatile market. If this is the case, then a negotiated sale could
be more appropriate.
g. Story Bonds: When bonds are unique or have a "story" associated with them,
then the pre -marketing process is essential and suitable for a negotiated sale due
to the additional explanation.
3. A variation of a negotiated sale, a private placement or direct placement, allows the
City to sell bonds directly to a limited number of investors. Private placements are
not subject to the same laws and regulations that apply to registered offerings.
IV. DEBT CAPACITY
A. Debt Affordability
1. The determination of how much indebtedness the City should incur will be based
on the long-term financial plan. This plan should evaluate the long-term borrowing
needs of the City and the impact of planned debt issuances on the long-term
affordability of all outstanding debt.
2. The long-term financial plan should integrate with the City's Capital Improvement
Program and include all presently known City financings to be repaid from the
General Fund and relevant special funds.
3. The affordability of the incurrence of debt will be determined by calculating various
debt ratios (itemized below) that would result after issuance of the debt and
analyzing the trends over time.
B. Ceilinzs for Debt Affordability
1. Debt Ratios. Direct debt includes all debt that is repaid from the General Fund or
from any tax revenues deposited into special funds not supporting revenue bonds,
such as General Obligation bonds and city-wide parcel tax bonds. "General
Revenues" consist primarily of the General Fund, as well as the revenues to the
special funds supporting direct debt.
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Ratio Ceilin
Total Direct Debt Service as % of General Fund Revenues 10%
a. The debt ceiling may be exceeded if there is a guaranteed new revenue source
for the debt payments. Generally, this is common for Public Enterprise
Revenue Bonds.
2. Rapidity of Debt Repayment. To prevent backloading debt service payments and
provide additional debt capacity through relatively rapid retirement of outstanding
debt, debt issuances will be structured to reach a target of 50% of debt being repaid
within 15 years.
a. Back loading of debt service will be considered acceptable when one or more
events occur that make debt service payments in early years impracticable or
prohibitive. The Finance Director may make findings for any of the following:
1. Natural disasters, extraordinary, or unanticipated external factors.
2. The benefits derived from the debt issuance can clearly be demonstrated to
be greater in the future than in the present period.
3. Such structuring is beneficial to the City's aggregate overall debt payment
schedule.
4. Such structuring will allow debt service to more closely match project
revenues during the early years of the project's operation.
C. Monitor Impact on City Taxpayer of All Fees and Taxes
1. In addition to the analysis of the City's debt affordability, the Finance Director will
review the impact of debt issuance on City taxpayers. This analysis will incorporate
the City's tax levy, other jurisdictions' tax levies, additional taxes for voter -
approved debt, and assessments and fees used by the City or related agencies to
service revenue bonds.
V. REFINANCING OUTSTANDING DEBT
A. Types of Refundings (as applicable by Federal and state law):
1. Current Refunding: A refunding of bonds within 90 days of the bond's first
optional redemption or call date.
2. Advance Refunding: A refunding that occurs more than 90 days in advance of the
first optional redemption or call date of the refunded bonds.
B. Monitor Potential Savings
1. Potential savings available by refinancing outstanding debt of the City should be
evaluated on a present value basis by using either a percent of maximum call option
value or percentage of the refunded par amount. All costs and benefits of the
refinancing should be considered.
C. Target Savings Amounts
1. A present value analysis must be prepared by the Finance Department or the City's
general financial advisors to identify the economic effect of any proposed
refunding. To proceed with a refinancing, either of two methodologies may be used
to analyze the targeted savings:
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a. The net present value savings as a percentage of the refunded par amount with
a minimum average savings of 3% for any one refunding transaction.
1. For an advance refunding, the threshold goal will be 5% net present value
savings.
D. Other Considerations:
1. A refunding may be executed for other than economic purposes, such as to
restructure debt, to change the type of debt instrument, or to retire a bond issue and
indenture for more desirable covenants. The Finance Director may recommend this
type of refunding.
VI. DEBT USES AND LIMITATIONS
A. Legal Restrictions
1. The City must adhere to Section 18 of article XVI of the California Constitution.
2. Exceptions to the terms of Section 18 of article XVI of the California Constitution
include:
a. Obligations of Special District Funds which are not legally enforceable against
the City's General Fund or its tax revenues. The City has developed separate
guidelines that serve as minimum requirements for the issuance of Mello -Roos
Obligations.
b. Obligations imposed by law, such as tort damages or state and federal mandates
that may exceed current revenues.
c. Certain property or equipment leases and service contracts.
B. Long -Term Fixed -Rate Debt
1. Debt should be used to finance essential capital assets such as facilities, real
property, and certain equipment where it is appropriate to spread the cost of the
asset over more than one budget year. Projects that are not appropriate for spreading
costs over future years will not be debt financed.
2. Under no circumstances will long-term debt be used to fund City operations or
maintenance.
3. The uses of long-term debt include:
a. Equipment Financing: Lease obligations are a routine and appropriate means
of financing capital equipment. However, lease obligations also have the
greatest impact on debt capacity and budget flexibility. Therefore, efforts will
be made to fund capital equipment with pay-as-you-go financing where
feasible, and only the highest priority equipment purchases will be funded with
lease obligations. All equipment with a useful life of less than five (5) years
shall be funded on a pay-as-you-go basis.
b. Lease Financing of Real Property Lease financing for facilities and real
property is appropriate if the City desires to finance them from existing revenue
sources, and not through voter -approved bonds secured by an increase in
property taxes. Such financings will be structured in accordance with the above
Other Lease Obligations paragraph.
c. Identified Repayment Source: The City will, when feasible, issue debt with a
defined revenue source to preserve the use of General Fund -supported debt for
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projects with no stream of user -fee revenues. Examples of revenue sources
include voter -approved taxes, user fees, and other appropriate revenues.
d. Use of General Obligation Bonds: Voter -approved General Obligation Bonds
provide the lowest cost of borrowing to finance the acquisition or improvement
of real property and provide a new and dedicated revenue source in the form of
additional ad valorem taxes to pay debt service. In recognition of the difficulty
in achieving the required two-thirds voter -approval to issue General Obligation
Bonds, such bonds will be generally limited to facilities that provide wide
public benefit and that have generated broad public support.
e. Use of Revenue Bonds: To preserve General Fund debt capacity and budget
flexibility, revenue bonds will be preferred to General Fund -supported debt
when a distinct and identifiable revenue stream can be identified to support the
issuance of bonds.
C. Variable Rate and Short -Term Debt
1. Generally, the City will not issue variable interest rate debt instruments. The
Finance Director may decide to issue variable-rate debt when a synthetic fixed rate
through a swap agreement is determined to be a viable and cost-effective
alternative, subject to the provisions of the Derivatives section below.
2. Uses of short-term debt:
a. Tax and Revenue Anticipation Notes: Borrowing for cash flow purposes using
tax and revenue anticipation notes is often desirable to manage the timing
mismatch between revenues and expenditures over the course of a fiscal year.
b. Bond Anticipation Financing: In certain circumstances, it may be appropriate
for the City to issue short-term obligations to finance a capital project, with this
obligation refunded with a more conventional long-term financing.
c. Commercial Paper: Commercial Paper (CP) is a short-term obligation with
maturities ranging from 1 to 270 days. It is often used as interim financing until
a project is completed to take advantage of lower interest rates. Once a project
is completed, the Finance Director may recommend refunding CP with a long-
term financing obligation, if appropriate.
VII. STRUCTURE OF CITY DEBT INSTRUMENTS
A. General Obligation Bonds:
1. The final maturity of General Obligation bonds will be limited to the shorter of the
average useful life of the asset financed or 30 years.
2. Principal will be amortized in equal annual amounts or faster to meet the rapidity
of debt repayment goals. The bonds should be callable in no later than 10 years.
B. Other Lease -Purchase Obligations:
1. The final maturity of equipment obligations will be limited to the average useful
life of the equipment to be financed.
2. The final maturity of real property obligations will be determined by the size of the
financing, 10 to 15 years for small issues, 20 to 25 years for large issues and 30
years for exceptional projects or those with a direct revenue component, such as a
special tax.
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3. Principal will generally be amortized to result in level annual lease payments;
however, more rapid principal amortization may occur where permissible to meet
debt repayment goals.
4. The obligations should be callable in no later than 10 years.
C. Revenue Obligations:
1. The final maturity of bonds or other debt obligations secured by enterprise or other
special revenues will be determined by the expected useful life of the financed
project and the revenues available to repay the debt.
2. Principal amortization will be appropriate for the project cash flows, based on the
useful life of the project and other revenue bonds outstanding. The obligations
should be callable in no later than 10 years.
D. Special Tax Oblations (excluding Mello -Roos Special Taxes):
I. The final maturity of special tax obligations will be limited to 30 years.
2. Principal will be amortized as quickly as feasible, with a preference for equal
annual principal payments.
3. The obligation should have optional redemption provisions that set out terms in the
bond documents which give the City the right to call all or a portion of an
outstanding issue of bonds, prior to their stated dates of maturity at a specified price.
a. The City should include these terms in the event a property owner intends to
make a prepayment of special taxes to reduce their overall tax burden.
4. The obligations should be callable in no later than 10 years.
E. Mello -Roos and Special Assessment Obligations:
1. These obligations, although repaid through special taxes levied on a specific group
of taxpayers, constitute overlapping indebtedness of the City, and have an impact
on the overall level of debt affordability.
2. The City has developed separate guidelines for the issuance of Mello -Roos and
Special Assessment Obligations.
F. Capitalized Interest:
1. Capitalized interest increases the amount of debt to be issued and, therefore, will
be avoided unless deemed beneficial from a credit standpoint, as in the case of
lease -purchase obligations.
2. Interest on General Obligation Bonds will not be capitalized.
3. Interest on lease -purchase obligations will be capitalized for a maximum of 18
months following a conservatively based estimate of project completion to provide
a cushion for project slippage.
G. Payment Dates:
1. It is preferable that new debt service payments occur in September and March to
align with past debt issuances.
VIII. INVESTMENT OF BOND PROCEEDS
1. All investments of bond proceeds shall adhere to the City's Investment Policy, approved
periodically by the City Council.
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IX. CONDUIT DEBT
1. Conduit financing are securities issued by the City to finance a project of a
non-governmental third party, such as a non-profit organization or other private entity.
2. The City may sponsor conduit financings for those activities that may have a public
purpose and are consistent with the City's overall service and policy objectives.
3. The City will not in any way pledge the City's credit in any form.
4. No City funds shall be pledged to support the conduit debt and no appropriation will be
made in the event of a default of conduit debt.
X. DERIVATIVES
A. Use of Derivatives
1. The City may use derivative instruments to mitigate interest rate risk as specified in
Section 5922(a) of the Government Code of the State of California. The Finance
Director will recommend the use of these instruments only in a manner consistent with
the Government Code and when the following findings can be made:
a. The instrument reduces exposure to changes in interest rates in the context of a
financing or the overall asset/liability management of the City; or
b. The instrument achieves a lower net cost of borrowing with respect to the City's
debt.
2. As required by the Government Code, the City Council must determine that the
instrument will reduce the amount or duration of payment, result in a lower cost of
borrowing, or enhance the relationship between risk and return.
3. Derivative instruments will not be used for speculative purposes.
B. Methods of Procurement
1. The Finance Director will solicit and procure derivative instruments by competitive
bid whenever feasible.
2. A negotiated transaction should only be used if the Finance Director determines
that due to the size or complexity that a competitive bid is impractical and a
negotiated transaction. Such findings will be based on advice from an independent
financial advisor and with the assistance of the City Attorney.
a. The independent financial advisor should make findings on the terms and
conditions of the derivative instrument and the fair market value of such
agreement.
C. Aspects of Risk Exposure
1. Before entering into a derivative instrument, the Finance Director should evaluate
the risk inherent to the transaction. The risks to be evaluated should include:
a. Amortization Risk: The mismatch of the expiration of the underlying
obligation and the derivative instrument.
b. Basis Risk: The mismatch between the actual variable rate debt service and
variable rate index used to determine the derivative instrument.
c. Credit Risk: The occurrence of an event modifying the credit rating of the
counterparty.
d. Counterparty The failure of the counterparty to make its required
payments.
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e. Rollover Risk: The potential need to find a replacement counterparty as part of
the overall plan of finance if the derivative instrument does not extend to the
final maturity of the underlying variable rate bonds.
f. Tax Events Risk: The risk created by potential changes to Federal and State
income tax codes on the interest rates to be paid by the City on its variable rate
bonds.
g. Termination Risk: The possibility that, upon a default by the counterparty, the
City may be required to make a large payment to the counterparty if the
derivative instrument is terminated prior to its scheduled maturity pursuant to
its terms.
D. Counterparty
1. A counterparty, or the entity who takes the other side of the derivative instrument,
exists for every derivative agreement. The risk that the counterparty will default
on its obligation must be mitigated. Therefore, a counterparty should meet the
following standards:
a. At least two of the counterparty's credit ratings are rated at least "Aa3" or "AA -
or equivalent, by any two of the nationally recognized rating agencies (i.e.
Moody's, Standard and Poor's, or Fitch); or
b. The payment obligations of the counterparty are unconditionally guaranteed by
an entity with such a credit rating.
2. A counterparty should be collateralized at levels and with securities acceptable
to the Finance Director if the payment obligations are not unconditionally
guaranteed.
E. Termination
1. Prior to making any termination payment due to the default of a counterparty, the
Finance Director will evaluate whether it is financially advantageous for the City
to obtain a replacement counterparty to avoid making such termination payment.
F. Legality
1. The City Attorney must receive an opinion reasonably acceptable to the market
from a nationally recognized law firm that any derivative instrument that the City
enters, is a legal, valid and binding obligation of the City.
XI. CONTINUING DISCLOSURE AND ADMINISTRATION
A. Continuing Disclosure
1. The City will comply with Rule 15(c)2-12 of the Securities and Exchange
Commission by filing an annual report that provides certain financial information
and operating data relevant to investors in City obligations.
a. The City will covenant to provide its annual disclosure report no later than 270
days following the end of the fiscal year to the Electronic Municipal Market
Access (EMMA) site maintained by the Municipal Securities Rulemaking
Board (MSRB).
b. The City will issue a material event notice in accordance with the provisions of
Rule 15(c)2-12 of the Securities and Exchange Commission. Prior to the
issuance of any material event, the Finance Director may convene a meeting of
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the Mayor, City Manager, City Attorney and policymakers or outside
professionals as appropriate, to discuss the materiality of any event and the
process for equal, timely and appropriate disclosure to the marketplace.
B. Arbitrage Rebate Compliance
1. The City will comply with all of its tax certificates for tax-exempt financings by
monitoring the arbitrage earned on bond proceeds and by rebating all positive
arbitrage, pursuant to Internal Revenue Code Section 148. The Finance Director
may choose to hire an arbitrage consultant to prepare the calculations required by
the Internal Revenue Service. Contractor payments shall be made from either the
General Fund or from the special fund for which the calculation was made.
C. Ratings
1. The City will secure underlying ratings on all newly issued obligations from at least
one national rating agency, if deemed beneficial for the financing.
a. Some forms of debts, such as equipment leases and private placements, will not
require ratings.
2. The Finance Director shall meet with a rating agency, either in person or via
conference call as deemed appropriate by the financing team, that rates City debt
issues.
3. The Finance Director shall ensure prompt delivery to a rating agencies of the
Comprehensive Annual Financial Report (CAFR) and adopted budgets when
requested.
4. Certificates of Substantial Completion on projects financed with long term
obligations shall be delivered to the rating agencies and Bond Insurer, as relevant.
5. Any changes in ratings will be promptly noticed to the City Manager and the City
Council.
XII. FINANCIAL CONSULTANTS
A. General
1. The Finance Director will be responsible for recommending the financial
consultants and professionals based on prior experience, recommendations, or a
Request for Proposals (RFP) or Request for Qualifications (RFQ) process,
whichever is most appropriate given the circumstances.
B. Independent Financial Advisors
1. The City will utilize an independent financial advisory team to assist in the
structuring of its debt offerings, to conduct its competitive bond sales, and to assist
with a negotiated bond sale to ensure that interest rates are appropriate.
C. Bond Counsel Services
1. The City will select bond counsel teams for its current bond programs.
2. As -needed bond counsel teams will be selected for those issuances that do not fall
into any other categories of City debt obligations.
D. Underwriters
1. The City will select the underwriting firm to provide the City with market
knowledge, assist with credit analysis and preparation, premarketing of bonds,
pricing and sale of bonds, and trading of bonds, as applicable.
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E. Trustee
1. The Finance Director shall have the discretion to select a commercial banking firm
as trustee, either through a request for qualifications process or by relying on
existing banking relationships.
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Legal Debt Margin
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.
The City's debt limit for Fiscal Year 2018/19 is $990,714,408 while the City's debt subject to the
limitation is $0. As a result, the City has not exceeded its legal debt limit.
Legal Debt Margin Calculation for Fiscal Year 2018/19:
Assessed value
Debt limit (3.75% of assessed value)
Debt applicable to limit:
General obligation bonds
Legal debt margin
$ 26,419,050,876
990,714,408
$ 990,714,408
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Debt Service Obligations
The following schedule summarizes the City's debt service obligations for Fiscal Year 2019/20:
I FY 2019/20 1
Outstanding
Issue Maturity Interest Principal at
Fund Date Description Date Rates I Principal Interest Total 1 06/30/2020
Fiber Optic 2019 Lease
Enterprise Revenue Bonds, 3.000 -
Fund 2019 Series A 2039 5.000% $ - $ 545,590 $ 545,590 $ 9,875,000
Fiber Optic 2019 Lease
Enterprise Revenue Bonds, 2.850 -
Fund 2019 Series B 2025 3.125% $ 310,000 $ 84,013 $ 394,013 2,010,000
Fiber Optic Enterprise Fund Total 1 $310,000 $ 629,603 $ 939,603 $ 11,885,000
Internal
Service Fund 2019 Capital Lease
Note: Amounts Unaudited
2023 4.715% 1 453,174 74,157 527,3301 1,465,999
Total $ 763,174 $ 703,760 $ 1,466,934 $ 13,350,999
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Glossary of Budget Terms
Audit
An examination of systems, procedures, programs and financial data. The
end product of an audit is a report issued by an independent auditor
describing how well a local government's financial statements describe its
financial condition and the results of its operations.
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.
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Glossary of Budget Terms
Capital Expenditure:
An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year and costs more than $5,000.
Capital Improvement
A plan for capital improvements to be implemented each year over a
Program:
number of years to meet capital needs arising from the assessment of long-
term needs. It sets forth the estimated cost for each project and specifies
the resources required to finance the projected expenditures.
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.
Depreciation
Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or obsolescence.
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.
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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)
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Glossary of Budget Terms
Governmental Funds:
Typically are used to account for tax -supported (governmental) activities.
These include the General Fund, Special Revenue Funds, Capital Projects
Funds, and Debt Service Funds.
Interfund Transfers:
Defined as "flows of assets" (such as good or services) without equivalent
flows of assets in return and without requirement for repayments.
Internal Service
Account for the goods or services provided by one fund and/or department
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.
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Fiscal Year 2019/20 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.
Underfill:
Filling an authorized position with a related classification that has a lower
salary range. Reasons to consider an underfill include, but are not limited
to: the department's internal promotional program would be enhanced;
there are no qualified candidates to fill said vacant position; or a critical
departmental reason exists.
User Charges:
Payments made by users or customers of publicly provided services that
benefit specific individuals. These services exhibit "public good"
characteristics. Examples of user charges are fees paid for recreational
activities, building fees, etc.
Working Capital:
The cash available for day-to-day operations of an organization.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
List of Acronyms
ADA
Americans with Disabilities Act
HHW
AQMD
Air Quality Management District
HR
BERT
Business Emergency Response
HVAC
Training
BYB2RC
Bring Your Business 2 Rancho
IAQ
Cucamonga
IESBDC
C.A.N.I.N.E.
Campus Awareness, Narcotic
Intervention, Narcotic Education
IPM
CAFR
Comprehensive Annual Financial
KIDS
Report
LED
CAL -ID RAN
California Identification System
LMD
Remote Access Network
PCI
CDBG
Community Development Block
PD
Grant
PEPRA
CERT
Community Emergency Response
PERS
Training
CFD
CIP
CNG
CONFIRE
CPI
CPR
CSD
CVWD
EIR
ESRI
FLSA
FTE
FY
GFOA
Community Facilities District PSVN
Capital Inprovement Project RCLS
Compressed Natural Gas
Consolidated Fire Agencies, Joint RCMU
Power Authority
Consumer Price Index REGIS
Cardiopulmonary Resusitation
Community Services Department ROPS
Cucamonga Valley Water District
Environmental Impact Review SANBAG
Environmental Systems Research
Institute SBCERA
Fair Labor Standards Act
Full Time Equivalent SBOE
Fiscal Year
Government Finance Officers
Association
GIS Geographic Information Systems
GOTMD Greater Ontario Tourism
Marketing District
HdL Hinderliter de Llamas
SCE
SLD
TOD
TOT
VLF
Household Hazardous Waste
Human Resources
Heating, Ventilating, and Air
Conditioning
Indoor Air Quality
Inland Empire Small Business
Development Center
Integrated Pest Management
Kids Interactive Discovery Space
Light -Emitting Diode
Landscape Maintenance District
Pavement Condition Index
Park District
Public Employees' Pension
Reform Act
Public Employees Retirement
System
Public Safety Video Network
Rancho Cucamonga Library
Services
Rancho Cucamonga Municipal
Utility
Rancho Enterprise Geographic
Information Systems
Recognized Obligation Payment
Schedule
San Bernardino Associated
Governments
San Bernardino County Employee
Retirement Association
California State Board of
Equalization
Southern California Edison
Street Lighting District
Transit Oriented Development
Transient Occupancy Tax
Vehicle License Fees
Fiscal Year 2019/2o Adopted Budget Page 320
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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.
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Fiscal Year 2019/20 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
110 Beautification - Established to account for fees collected to provide proper
landscaping and irrigation systems after parkway and median improvements are
made.
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Fiscal Year 2019/20 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.
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Fiscal Year 2019/20 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 95 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.
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Fiscal Year 2019/20 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
136 LMD #6R Caryn Community - Established to account for the costs associated
with providing landscape maintenance. Financing is provided by special
assessments levied against the benefiting property owners.
137 LMD #7 North Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
138 LMD #8 South Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
139 LMD #9 Lower Etiwanda - Established to account for the costs associated with
providing landscape maintenance. Financing is provided by special assessments
levied against the benefiting property owners.
140 LMD #10 Rancho Etiwanda - Established to account for the costs associated
with providing landscape maintenance. Financing is provided by special
assessments levied against the benefiting property owners.
141 LMD #1 Capital Replacement - Established to account for resources
designated for capital repairs and replacement for LMD #1.
151 SLD #1 Arterial - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the
benefiting property owners.
152 SLD #2 Residential - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
153 SLD #3 Victoria - Established to account for the costs associated with providing
street lights. Financing is provided by special assessments levied against the
benefiting property owners.
154 SLD #4 Terra Vista - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
155 SLD #5 Caryn Community - Established to account for the costs associated
with providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
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.
Fiscal Year 2019/20 Adopted Budget Page 325
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
157 SLD #7 North Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
158 SLD #8 South Etiwanda - Established to account for the costs associated with
providing street lights. Financing is provided by special assessments levied
against the benefiting property owners.
170 Gas Tax 2105/Proplll - Established to account for the revenue and
disbursement of funds used for road construction and maintenance of the City
network system. The City's share of State gasoline taxes provided the financing.
172 Gas Tax 2106-2107 - Established to account for the revenue and disbursement of
funds used for road construction and maintenance of the City network system.
The City's share of state gasoline taxes provided the financing.
174 Gas Tax R&T7360 - Established to account for the revenue and disbursement of
funds used for road construction and maintenance of the City network system.
The City's share of state gasoline taxes provided the financing.
176 Measure 11990-2010 - Established to account for the revenue and disbursement
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
177 Measure 12010-2040 - Established to account for the revenue and disbursement
of county/local gasoline tax funds for the construction and maintenance of eligible
street projects.
182 AB 2928 Traffic Congest Relief - Established fund to account for the revenue
and disbursement of funds received as a result of Assembly Bill 2928. The
purpose of the Traffic Congestion Program was to provide funding for
transportation projects that would relieve congestion, connect transportation
systems, and provide for better goods movement.
186 Foothill Blvd Maintenance - Established to account for funding provided by Cal
Trans as part of their relinquishment of Foothill Boulevard to the City of Rancho
Cucamonga. This limited funding source will be utilized to repair and maintain
portions of Foothill Boulevard.
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Fiscal Year 2019/20 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 113 (Prop 113) provides state
funding to cities and counties to fund the maintenance and improvement of local
transportation facilities. The funding is allocated based on population.
195 State Asset Seizure - Established to account for the funds received from the
State for the equitable transfer of forfeited property and cash in which the City
directly participates in the law enforcement efforts leading to the seizure and
forfeiture of the property.
196 CA Asset Seizure 15% - Established to account for 15% of State Asset Seizure
(Fund 195) designated for the sole purpose of funding programs designed to
combat drug abuse and divert gang activity pursuant to the provisions of Health
& Safety Code Section 11489(b)(2)(A)(i).
197 Federal Asset Seizure - Established to account for the funds received from the
Federal government for the equitable transfer of forfeited property and cash in
which the City directly participates in the law enforcement efforts leading to the
seizure and forfeiture of the property.
198 Citywide Infrastructure Impry - This fund was established to account for
reimbursement revenue received from various local, State and Federal agencies
and utilities for capital improvement projects completed in the City. The
accumulated funds will be used for future capital improvement projects as
authorized by the City Council.
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Fiscal Year 2019/20 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.
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Fiscal Year 2019/20 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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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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.
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.
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Fiscal Year 2019/20 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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.
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.
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CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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
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.
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
Fiscal Year 2019/2o Adopted Budget Page 332
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 Adopted Budget
Description of Funds by Fund Type
Fund # Fund Description
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
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 2019/2o Adopted Budget Page 333
CITY OF RANCHO CUCAMONGA, CALIFORNIA
Fiscal Year 2019/20 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
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.
711 Fiber Optic Network Fund - Established to account for costs associated with
the City's existing utility, information technology and traffic fiber conduits, and
leases for fiber access.
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 2019/2o Adopted Budget Page 334